Purpose – The aim of the study was to analyze the use of power in a strategic change process within a large forest industry company. The organization in question had a total of 7,700 employees, 6‐8 organizational levels, over 30 production units and a widespread international sales network....

Many recent authors have suggested it is time to move beyond the scientific, materialistic paradigm of the twentieth century toward a more holistic and spiritual view for the workplace of the twenty‐first century. The purpose of this article is to describe a new vision for leadership and the...

Senior executive teams are often a microcosm of the culture in which they exist, while also responsible for creating that very culture. Thus, developing the senior executive team as an effective coalition is crucial to creating sustainable organization change. However, the unique composition and...

An organizational development model is developed to measure the constructs of a learning organization. A descriptive study was conducted investigating the relationships of total quality management, organizational culture and their impact upon a learning organization. The study investigated the...

Presents a process developed by the authors that can be used to help organizational leaders and change agents make alignments between their “espoused” and “existing” organizational cultures. First we present an overview of the theoretical model from which the process is derived, and how...

Research has demonstrated that mergers and acquisitions often fail, in significant part because companies fail to effectively integrate their diverse organizational cultures. This case study provides an in‐depth description of one company’s organizational culture just prior to being...

Volunteer organizations, where there is no employment relationship between the member and the organization, represent an interesting context in which to explore the effects of leadership and organizational commitment. We present the results from a study of 212 Canadian volunteer leaders from an...

Examines the effects of a total quality management initiative on a department in a mid‐sized utility company in the USA. A longitudinal design was used to examine the effects of total quality management on performance measures and employee satisfaction over time, and a cross‐sectional survey...

The paper presents a follow‐up to the saga of organizational culture, first chronicled in two issues of the Leadership & Organization Development Journal in 1996 and tracing culture’s development from the organization development model through to the interest in total quality management...

Organizations benefit from workforce diversity and also benefit from cultural cohesion. Individuals benefit from job/person fit. However, not only do individuals with diverse behavioral styles often have differing values and interests, they also tend to prefer different types of job assignments...