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dc.contributor.authorHamlin, Robert G.
dc.contributor.authorCampbell, Fiona
dc.contributor.authorStewart, Jim
dc.contributor.authorReidy, Margaret
dc.date.accessioned2007-04-26T10:06:25Z
dc.date.available2007-04-26T10:06:25Z
dc.date.issued1999-06
dc.date.submitted2007-04-26
dc.identifier.issn1464-1747
dc.identifier.urihttp://hdl.handle.net/2436/11406
dc.description.abstractThis paper provides a review and synthesis of current practice in the field of Organisation Change and Development (OCD). Five key 'failings' of managers contributing to the low success rate of OCD programmes are identified. To overcome these 'failings' a case is made for more evidence and research - based OCD practice, particularly OD initiatives informed and shaped by organisationally based research facilitated through 'university-organisation' professional partnerships of the kind advocated by Jacobs (1997). A framework conceptualising OCD Professional Partnerships is presented. This suggests an integrative and cyclical process connecting OCD research and consultancy which follow a similar sequence of stages with outcomes that are mutually beneficial and reinforcing. A UK example of an OCD Professional Partnership set within one part of the British Civil Service is presented which demonstrates how OCD practice can be profoundly influenced and enhanced by academically rigorous internal research. This is compared against a USA example set within a municipal government department. A number of common lessons are drawn of relevance to OCD practitioners and organisational leaders concerned with strategic change issues.
dc.format.extent99522 bytes
dc.format.mimetypeapplication/pdf
dc.language.isoen
dc.publisherUniversity of Wolverhampton
dc.relation.ispartofseriesWorking paper
dc.relation.ispartofseriesOP002/99
dc.relation.urlhttp://www.wlv.ac.uk/PDF/uwbs_OP02-99%20Hamlin%20Campbell%20Reidy%20Stewart.pdf
dc.subjectOrganisational change
dc.subjectManagement
dc.subjectCase study
dc.subjectManagers
dc.titleIn support of research-based organisation change and development through professional partnerships
dc.typeWorking paper
refterms.dateFOA2018-08-21T09:47:02Z
html.description.abstractThis paper provides a review and synthesis of current practice in the field of Organisation Change and Development (OCD). Five key 'failings' of managers contributing to the low success rate of OCD programmes are identified. To overcome these 'failings' a case is made for more evidence and research - based OCD practice, particularly OD initiatives informed and shaped by organisationally based research facilitated through 'university-organisation' professional partnerships of the kind advocated by Jacobs (1997). A framework conceptualising OCD Professional Partnerships is presented. This suggests an integrative and cyclical process connecting OCD research and consultancy which follow a similar sequence of stages with outcomes that are mutually beneficial and reinforcing. A UK example of an OCD Professional Partnership set within one part of the British Civil Service is presented which demonstrates how OCD practice can be profoundly influenced and enhanced by academically rigorous internal research. This is compared against a USA example set within a municipal government department. A number of common lessons are drawn of relevance to OCD practitioners and organisational leaders concerned with strategic change issues.


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