- , , . , , , . , , , , (. Palazzoli et al., 1986; Schein, 1987).
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(change agent)
(action research)
(intervention)
(survey feedback)
(team building)
(Lewin's change model)
(change target)
(change measurement)
(positive - findings bias)
(organization development)
(systems effects)
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Buller, P. E., & Bell. . ., Jr. (1986). Effects of team building and goal setting on productivity: A field experiment. Academy of Management Journal, 29, 305-328.
Buller, P. E., & McEvoy, G. M. (1989). Determinants of the institutionalization of planned organizational change. Group and Organization Studies, 14, 33-50.
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Burke, W. W., & Van Eynde, D. E (1994). Values, motives, and interventions of organization development practitioners. Group and Organization Management, 19, 5-50.
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Cosier, R. A., & Dalton, D. R. (1993). Management consulting: Planning, entry, performance. Journal of Counseling and Development, 72,191-198.
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French, W. L., & Bell, C. H. (1984). Organization development: Behavioral science interventions for organization improvement (3rd ed.). Englewood Cliffs, NJ: Prentice-Hall.
Frohman, M., Sashkin, M., & Kavanagh, M. (1976). Action research as applied to organization development. Organization and Administrative Sciences, 7,129-142.
Golembiewski, R. ., Billingsley, K. R., & Yeager, S. (1976). Measuring change and persistence in human affairs: Types of change generated by OD designs. Journal of Applied Behavioral Science, 12, 133-157.
Golembiewski, R. ., & Sun, B. C. (1990). Positive-findings bias in QWL studies: Rigor and outcomes in a large sample. Journal of Management, 16, 665-674.
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Haldane, D. (1996, June 20). Workers protest mail-sorting system. Los Angeles Times, p. B-3.
Hamilton, E. E. (1988). The facilitation of organizational change: An empirical study of factors predicting change agents' effectiveness. Journal of Applied Behavioral Science. 24, 37-59.
Harrison, R. (1970). Choosing the depth of organizational intervention. Journal of Applied Behavioral Science, 6, 181-202. Hilton, T. E (1989). A critique of The facilitation of organizational change: An empirical study of factors predicting change agents' effectiveness. Journal of Applied Behavioral Science, 25, 201 -203.
Jaeger, A. M. (1986). Organization development and national culture: Whercs the fit? Academy of Management Review, 11, 178-190.
Kahn, R. L. (1974). Organizational development: Some problems and proposals. Journal of Applied Behavioral Science, 10, 485-502.
Kurpius, D. J., Fuqua, D. R., & Rozecki, T. (1993). The consulting process: A multidimensional approach. Journal of Counseling and Development, 71, 601-606.
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O'Driscoll, M. R, & Eubanks, J. L. (1993). Behavioral competencies, goal setting, and OD practitioner effectiveness. Group and Organization Management, 18, 308-327.
Palazzoli, M. S., Anolli, L, DiBlasio, P., Fiossi, L., Pisano, I., Ricci, C., Sacchi, M., &: L'gazio, V (1986). The hidden games of organizations. New York: Pantheon.
Perlaki, I. (1994). Organizational development in Eastern Europe: Learning to build culture-specific OD theories. Journal of Applied Behavioral Science, 30, 297-312.
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