Burnes, B., & Jackson, P. (2011). Success and failure in organizational change: An exploration of the role of values. Journal of Change Management, 11(2), 133-162.
ABSTRACT: One of the most remarkable aspects of organizational change efforts is their low success rate. There is substantial evidence that some 70% of all change initiatives fail. This article explores the argument that a potentially significant reason for this is a lack of alignment between the value system of the change intervention and of those members of an organization undergoing the change. The article then presents the results from case studies of two change initiatives in different organizations. These support both the method and the assertion that value system alignment may be an important factor in the success of organizational change initiatives.
Cady, S.H., & Kim, J-H. (2017). What we can learn from evaluating OD interventions: The paradox of competing demands. OD Practitioner, 49(1), 50-53.
ABSTRACT: The article offers information on competing demands’ paradox and the models used in the selection of optimal evaluation method in medical organizations in the U.S. The topics discussed include the vital role of organizational development (OD) in organizations, the challenges they experienced in OD interventions, and the tools used in OD interventions
Church, A. H. (2017). The art and science of evaluating organization development interventions. OD Practitioner, 49(2), 26-35.
ABSTRACT: The article discusses the art and science of evaluating organization development (OD) interventions. Topics include evaluating the impact of organization change programs and processes, role of OD in growth and development of organizations, measurement of the financial return on investment (ROI), science involved in evaluating OD interventions, and human resource development (HRD).
Cummings, T.G., & Cummings, C. (2014). Appreciating organizational development: A comparative essay on divergent perspectives. Human Resource Development Quarterly, 25(2), 141-154.
ABSTRACT: Organization development (OD) applies social science knowledge to help organizations change and improve themselves. From its beginnings over 70 years ago in group dynamics, action research, and humanistic psychology, the field has expanded enormously to include a diversity of theories and practices aimed at developing organizations at different levels, from jobs, teams, and organizations to interorganization alliances and societal change. Along with this expansive evolution, however, has come increasing confusion and disagreement in defining the field’s conceptual boundaries, change interventions, and underlying values. This raises fundamental questions about the nature and consequences of OD, which can impede the field’s further progress conceptually, empirically, and practically. The authors clarify some of the major ambiguities and differences in the field today and suggest solutions for moving
forward by comparing four pairs of divergent perspectives: (a) development versus change, (b) episodic versus continuous change, (c) planned versus emergent change, and (d) diagnostic versus dialogic OD.
Denison, D., & Nieminen, L. (2014). Habits as change levers. People & Strategy, 37(1), 23-27.
ABSTRACT: Lasting changes must be embedded deeply within the fabric of an organization. Changes that don’t ‘stick’ won’t improve the performance or effectiveness of an organization.