The International Journal of Organizational Analysis: Volume 4 Issue 3

THINKING ABOUT ORGANIZATIONAL CHANGE: TOWARDS TWO KINDS OF PROCESS INTERVENTION

Christian De Cock, Tudor Richards

An approach for thinking about, and intervening in, organizational change processes is developed which tries to achieve a balance between the naiveté of popular linear approaches…

PRODUCT‐MARKET/INTERNATIONAL DIVERSIFICATION AND CORPORATE PERFORMANCE

Paul G. Simmonds, Bruce T. Lamont

The performance effects of product‐market and international diversification were examined in a sample of 156 U.S. corporations. Three sets of performance measures were used: (1…

METHODS, VALUES, AND ASSUMPTIONS UNDERLYING LARGE GROUP INTERVENTIONS INTENDED TO CHANGE WHOLE SYSTEMS

Michael R. Manning, Ghazi Faisal Binzagr

This paper discusses the conceptual and theoretical foundation upon which whole systems change interventions are based The paper first describes six methods of intervention that…

CHARACTERISTIC LEVEL OF CHANGE: AN INHERENT CONSTRAINT TO ORGANIZATIONAL ACTION

Karen J. Jansen

This paper proposes that organizations have a characteristic level of change describing the amount and tempo of change an organization typically exhibits. The level of change is…

A FRAMEWORK FOR THE APPLICATION OF UNCERTAINTY REDUCTION (UCR) THEORY TO SERVICE ENCOUNTERS

William L. Smith

We often know what comes next from the first few words of a conversation or interaction. If the interaction is in the context of a service encounter, whether for the customer or…