Article

Organizational Development and Change: Linking Research from the Profit, Nonprofit, and Public Sectors

J. Kevin Ford and Pennie Foster-Fishman

in The Oxford Handbook of Organizational Psychology, Volume 2

Published in print July 2012 | ISBN: 9780199928286
Published online September 2012 | | DOI: http://dx.doi.org/10.1093/oxfordhb/9780199928286.013.0029

Series: Oxford Library of Psychology

 Organizational Development and Change: Linking Research from the Profit, Nonprofit, and Public Sectors

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We review the organizational psychology, community psychology, and organizational behavior literatures in order to provide an integrated perspective to change and the factors that impact the success or failure of organizational change initiatives. This chapter provides a historical context for the changing focus and key tensions in the field; describes key change theories that help us understand change processes; and reviews empirical work in the for-profit, nonprofit, and public sectors relevant to understanding core concepts of readiness for change, change capacity, and organizational learning. We identify recent conceptual and methodological approaches that bring a systems perspective to the study of change. The chapter concludes with thoughts on the sustainability of change and the identification of needed research that can inform practice.

Keywords: change theories; readiness for change; change capability; organizational learning; systems thinking; and sustainability

Article.  27258 words. 

Subjects: Psychology ; Organizational Psychology ; Social Psychology

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