Examines how to successfully apply one theoretical model of organizational development (OD) and organizational culture, the cognitive model, through theoretically consistent, i.e. cognitive, interventions to solve the organizational problem of downsizing. Reports a case study on use of a variety...

Three manufacturing facilities of an international consumer products company were studied to determine cross‐cultural differences in how managers address employee participation. Despite nearly identical products, a common company culture, and other similarities, European managers demonstrated...

Illustrates the key differences between two distinct sub‐populations employed by most organizations: specialists and generalists. Specialists are defined as those professionals who are trained in a singular discipline, are concerned with increasing and perfecting their skills, and value...

Offers Western managerial psychology a synthesis of cross‐cultural perspectives on Western‐Japanese inter‐organizational conflict. Argues that Graeco‐Roman and Confucian‐Buddhist‐based cultural and communicative codes are fundamentally antagonistic, contributing to misperceptions and...

This article reports on the development and assessment of a customized executive education experience, designed for the managers of a large financial services organization. It was designed to incorporate many of the desirable outcomes of “action learning” such as organizational impact and...