Organizational development and change (ODC) is a broad field because change occurs in all organizations, occurs at multiple organizational levels, consists of numerous interventions, and can impact multiple outcomes. Many ODC efforts attempt to examine the effectiveness of their initiatives, yet fail to account for the quality, or rigor of their methods. The purpose of this paper is to examine how methodological rigor and intervention implementation quality impact ODC outcomes. The results indicate that overall methodological rigor is not a significant predictor of organizational change outcomes; however, several individual rigor criteria exhibit predictive power. Implementation quality is a significant predictor of organizational outcomes, but in a negative direction.
| Identifer | oai:union.ndltd.org:unt.edu/info:ark/67531/metadc4741 |
| Date | 05 1900 |
| Creators | Alexander, Sandra G. |
| Contributors | Huff, Joseph W., Johnson, Douglas A., Halfhill, Terry |
| Publisher | University of North Texas |
| Source Sets | University of North Texas |
| Language | English |
| Detected Language | English |
| Type | Thesis or Dissertation |
| Format | Text |
| Rights | Use restricted to UNT Community, Copyright, Alexander, Sandra G., Copyright is held by the author, unless otherwise noted. All rights reserved. |
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