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In support of research-based organisation change and development through professional partnerships

By Robert G. Hamlin, Fiona Campbell, Jim Stewart and Margaret Reidy

Abstract

This 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\ud 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\ud 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

Topics: Organisational change, Management, Case study, Managers
Publisher: University of Wolverhampton
Year: 1999
OAI identifier: oai:wlv.openrepository.com:2436/11406
Journal:

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