Organizational development: A comparison of individual and organizational level change.

Organizational change and development (OCD) has been studied by researchers to identify the effectiveness of change initiatives. Because of the broad scope of interventions in OCD, these studies have covered a range of areas including multiple interventions and the methodological rigor used by researchers. However, few have looked at organizational versus individual change within an organization, to examine whether individual change is more effective than organizational change. The purpose of this study is to determine if organizational change occurs in a top down or bottom up manner. A meta-analysis was conducted using 238 field experiments. Each study was coded for intervention and organizational outcome and for individual or organizational level variables. Effect sizes were calculated for each study, each level, and each level by intervention and outcome measure. Results indicate that while OCD interventions overall had a moderate effect size, the level of intervention or outcome was not a moderating variable.

Grantor dc:publisher

University of North Texas

Year dc:date

2005

Author dc:creator

• Barnett, Michelle L.

Contributors dc:contributor

• Huff, Joseph W.
• Johnson, Douglas A.
• Beyerlein, Michael

• Organizational change.
• Organizational behavior.
• Psychology, Industrial.
• organizational change
• individual change
• organizational development
• change level
• OCD interventions

Statement dc:rights

• Use restricted to UNT Community
• Copyright
• Barnett, Michelle L.
• Copyright is held by the author, unless otherwise noted. All rights reserved.

Language dc:language

English

Identifier

oclc: 67987392
https://digital.library.unt.edu/ark:/67531/metadc4819/
ark: ark:/67531/metadc4819

OAI identifier oai:identifier

info:ark/67531/metadc4819