Operant Technologies: A Theoretical Foundation for Organizational Change and Development
Leadership & Organization Development Journal
ISSN: 0143-7739
Article publication date: 1 August 1994
Abstract
Operant technologies have been criticized as being too micro‐oriented and simplistic to apply to the complex problems and interdependent issues associated with major organizational change and development efforts. Describes an organization change and development effort in an international brewery that used operant principles as the theoretical foundation for guiding the intervention. Illustrates that operant principles may be particularly advantageous for organizational change efforts in that the emphasis on behaviourally‐based problem definitions and measurement provides a solid foundation for problem identification, problem solving, and the development of concrete action plans.
Keywords
Citation
Martinko, M.J. and Fadil, P. (1994), "Operant Technologies: A Theoretical Foundation for Organizational Change and Development", Leadership & Organization Development Journal, Vol. 15 No. 5, pp. 16-20. https://doi.org/10.1108/01437739410059935
Publisher
:MCB UP Ltd
Copyright © 1994, MCB UP Limited