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  • 1. Augustsson, Hanna
    et al.
    Richter, Anne
    Stockholm University, Faculty of Social Sciences, Department of Psychology, Work and organizational psychology. Karolinska Institutet, Sweden..
    Hasson, Henna
    von Thiele Schwarz, Ulrica
    Stockholm University, Faculty of Social Sciences, Department of Psychology, Work and organizational psychology. Karolinska Institutet, Sweden..
    The Need for Dual Openness to Change: A Longitudinal Study Evaluating the Impact of Employees' Openness to Organizational Change Content and Process on Intervention Outcomes2017In: Journal of Applied Behavioral Science, ISSN 0021-8863, E-ISSN 1552-6879, Vol. 53, no 3, p. 349-368Article in journal (Refereed)
    Abstract [en]

    This study investigates how individual- and group-level openness to organizational change, concerning change content and process, affects intervention outcomes. The intervention aimed to improve primary health care employees' competence in and use of information and communication technologies (ICT). Employees' (n = 1,042) ratings of their openness to the change content and process as well as of their workgroup's openness to the change content before the intervention were used to predict ICT competence and its use 18 months later. Openness to the change process predicted both ICT competence and use of competence, while openness to the change content and group openness predicted use of competence only. These results show that individual- and group-level openness to organizational change are important predictors of successful outcomes. Furthermore, employees should be open both to the content of the change and to the process by which the intervention is implemented in order to maximize outcomes.

  • 2.
    Porras, Jerry
    et al.
    Stanford University.
    Berg, Per Olof
    University of Lund, Lund, Sweden.
    Evaluation Methodology in Organization Development: An Analysis and Critique1978In: Journal of Applied Behavioral Science, ISSN 0021-8863, E-ISSN 1552-6879, Vol. 14, no 2, p. 151-173Article in journal (Refereed)
    Abstract [en]

    The purpose of this analysis is to present a detailed overview of the current state of evaluation methodology in organization development. A detailed search procedure yielded 35 empirical studies in the OD field for the period 1959 to mid-1975. Each study was analyzed according to (a) research design, (b) data collection procedures, (c) subject characteristics, (d) treatment dimensions, and (e) data analysis approaches. Findings show that the overall quality of OD research methodology was spotty. Research designs were relatively strong with a large percentage of investigators using quasi-experimental designs. An excessive reliance on questionnaires as the sole data collection approach exists. Only a small percentage of studies report using other quantified approaches. Most studies were conducted in one organization or in situations where the N's for units of analysis larger than the individual were small (< 10). The heavy use of laboratory training intervention techniques was noted, although a strong shift from process to task orientation has occurred in recent years. Over 75% of the studies reported the use of statistical tests of significance. Although data analysis procedures are becoming more sophisticated, the vast majority of studies used very simple analytical techniques. Based on this analysis, a series of suggestions for improvement of methodological approaches to OD research is presented.

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