Table of contents
Can Questionnaires Objectively Assess Organisational Culture?
Robert W. Tucker, Walt J. McCoy, Linda C. EvansA two‐year qualitative study with business leaders identifiedsalient dimensions of organisational culture (OC) which were thenoperationalised into a multiscale survey. The Survey…
Jazz Bands and Missionaries: OD through Stories and Metaphor
Gib Akin, Emily SchultheissConsidering OD as involving the development of more effective andcollaborative diagnosis and management or organisational culture, anarrative process for strengthening the culture…
Surfacing Organisational Culture
Craig C. LundbergAs organisational culture has become recognised as a significantphenomenon for understanding both managerial and organisational dynamicsand development, two requirements have…
Real Learning in Unreal Circumstances
G.G. NeffingerOver the last 20 years, the training and development field haswitnessed the emergence of a new paradigm, Experience‐Based Training andDevelopment (EBTD). Although EBTD is being…
Downsizing Challenges and OD Interventions: A Matching Strategy
Kimberly Buch, Jack AldridgeThis article identifies the psychological and behavioural effectsassociated with corporate downsizing and the managerial challenges theypresent. These challenges include renewing…
Managing the Transition Phase of Mergers
Mark John Somers, Keith BirdImmediately following a merger, there is a period of anxiety,confusion and upheaval. Employee reactions during this period have beenfairly well documented, and are centred on what…
ISSN:
0268-3946Online date, start – end:
1986Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditor:
- Professor Carrie Bulger