A first‐hand account of how one of the lesser known features of operant conditioning – its prosocial stance hooked an idealistic graduate student in the late 1960s and has kept her contentedly spinning models in the field of leadership.

Scientific study of order and chaos suggests alternatives to both of the following conceptualizations: organizational boundaries as barriers and the boundaryless organization. Explores a path metaphor for boundaries and considers the path metaphor′s implications for leadership style and change...

When DAF BV collapsed in February 1993 the Continental operations were saved by the Belgian and Dutch governments. However, in Britain the receivers were called in to Leyland DAF. They, along with the former Leyland DAF head of manufacturing, decided to salvage as much as possible of the company...

The Graduate Development Project involved a close examination of graduate development in eight UK‐based companies over a three‐year period. Questionnaire data were obtained from a total of 1,189 graduates in the first few years of their careers, and 677 of their managers. The latter stages...

Examines the concerns profiles of 243 front‐line managers within Telecom Australia who were engaged in implementing two related innovations: (a) a new service policy called “Fix‐It‐First‐Time” and (b) a change in the functional role of front‐line managers. Results were considered...

Reviews the ideas of Robert Fritz and discusses their implication for the practice of organizational change. The importance of “structure” is emphasized, which can give rise to two types of behaviour within the organization; “oscillation” and “resolving”. Oscillation is brought about...

Transactional analysis (TA) as a strategy for change in organizations appears to be enjoying a period of renewed interest. The extent of its use is sufficient for a substantial evaluation. Attempts at evaluating TA training appear rarely in the organizational/management literature. Reports the...

Most serious organizational change efforts of the last two decades have focused on change within groups or the socio‐technical system. Hard data on change efforts are both limited and present a mixed picture of the effectiveness of these efforts, particularly over an extended period of time....

Describes a case study of a subsidiary of a major computer company which has achieved and is attempting to sustain cultural change in turbulent times. Outlines a “leadership for change” programme to move towards a more customer‐oriented culture. Presents a performance management model...

Focuses on organizational change in a “first wave” NHS trust hospital. Examines the experiences of a group of clinical directors at this hospital as they respond to external pressures to change, instigated by recent Government policy. Analyses qualitative data, collected via in‐depth...