Article Abstract:
A model of the effects of structural, implementation, and situational factors on the success of gainsharing plans as organization development interventions was tested using a case meta-analysis. Data were derived from 33 case studies of gainsharing plans implemented over 50 years. The authors found that several structural features and implementation practices significantly predicted gainsharing success: employee involvement in plan design, use of outside practitioners, formal involvement structures, and employee favorability toward the plan. With the exception of participative management style, situational conditions did not correlate with gainsharing's success. Success was robust across organizational size, union status, technology, and environment. The authors conclude that the case meta-analysis allows researchers to discern patterns of relationships in OD cases and to test specific hypotheses by capitalizing on naturally occurring covariation in OD practice. (Republished by permission of the publisher.)
User Contributions:
Comment about this article or add new information about this topic:
Article Abstract:
The organization development (OD) process seeks collaborative, diagnosis-based organizational change. This article discusses how the use of random strategies of a traditional experimental design to study the OD process fundamentally changes that process to something other the OD. Following a literature search, the authors conclude that random processes and the OD process are fundamentally incompatible and thus cannot be used simultaneously. Researchers may use random strategies to study OD techniques, but not the OD process itself. It is never appropriate to attempt to use random selection or random assignment to study the OD process. The authors call for the development of alternative standards and methods that are both rigorous and relevant to OD research, for no true experiment studying the OD process can ever take place. (Reprinted by permission of the publisher.)
User Contributions:
Comment about this article or add new information about this topic:
Article Abstract:
A science-based design approach is used to emphasize the importance of developing construction principles and design rules for implementing the large-scale organization development (OD) interventions. Few case studies are used to implement the circular organizational design that has illustrated the activity of codifying the implementation strategy in terms of principles and rules.
User Contributions:
Comment about this article or add new information about this topic: