Organizational change and development: the case for evidence-based practice

This chapter first discusses the complexities of change in organizations and why so many OCD programs fail and makes the case for change agents to become evidence-based in their change agency practice. The author then offers a definition of evidence-based organizational change and development (EBOCD) and outlines the types of “best evidence” that can be used to inform and shape the formulation and implementation of OCD strategies and to critically evaluate the associated processes and change agency practices. Various distinctive evidence-based initiatives for OCD are discussed and several case examples from the United Kingdom are presented. The chapter closes with a discussion of the specific merits of “design science,” “professional partnership” research, and “replication” researchChapter

Shift in paradigm: Organizational values and performance

Quantum theories have become widely accepted in the fields of management and social sciences, because these theories enhance organizational sustainability. The principles of the quantum approach are humanizing in nature being a panacea in organizational life. In those organizations that adopt this mindset, employees tend to accept common goals and objectives. The aim of this chapter is to ascertain whether management of Higher Education Institutions (HEIs), specifically Universities, adhere to the quantum principles already evident in other sectors. Universities are, par excellence, the source for creation and sharing of knowledge, hence this chapter reflects on whether sustainability is achievable and also if major organizational challenges are surpassed in knowledge creation and sharing despite the absence of spiritual capital. Spiritual capital is a vital component in the new age organizational paradigm. The main objective of this chapter, therefore, is the identification of spiritual capital characteristics in profit-oriented organizations, including Universities

Constructive conflict resolution: The role of leader personality

The effective resolution of inevitable organizational conflicts has an important role in both individual and organizational output. In influencing and decision making, the impact of leaders is much more important than other employees, so leaders in the conflict resolution process play a critical role in organization. Naturally, the decision-making process is influenced by the personality of the leader. However, ineffective conflict resolution styles damage the fundamental values of the organization such as beliefs, trust, and a sense of belonging, all of which will occur in the organization as well as the numeric outputs of the organization. Although the concepts of conflict, personality, and leadership are often dealt with in the literature, there are few studies examining the relationship between a leader's personality traits and conflict resolution. At such an important point, the possible effects of the personality of the leader should be discussed both theoretically and empirically