Explore the vast range of titles available.

Highlights include a reflection on forty years of collaboration and provides an inside perspective on collegial partnerships; the first recipients of the Pasmore-Woodman Award (AOM 2015) consider personal recollections as well as general principles about successful academic partnerships; one of the first women in the field provides a perspective on the interdependence of research and practice through a gender lens; while reflecting on the role of women in ODC across a fifty-year time period; strategies for managing changes in the research question when conducting field-based action research advances our understanding of evidence-based practice through the application of theory; Dialogic OD, a relatively new perspective in the field, is explored by discussing a case in which social space serves as transitional space and the ODC practitioner is provided a theoretically informed set of principles that can be applied and evaluated across contexts; the nature and role of organization identity shades new insights about the potential impact of organization development work on company culture and effectiveness; the challenges of integrating business strategy and organization development in the fast changing newspaper industry.

Purpose This study aims to investigate the relationship between different organisational development programmes (360-degree feedback; Coaching; Job assignment; Employee assistance programmes; On-the-job training; Web-based career information; Continuous professional development; External education provision) and employees’ career development. The implications of the moderating effects of gender on the relationships between these eight organisational programmes and career development are assessed. Design/methodology/approach To examine hypothesised relationships on eight organisational programmes and career development, this paper computed moderated regression analyses using the PROCESS macro (3.5), for a two-way analysis of variance (Hayes, 2018). The data collected are based on a survey sample of employees (n = 322) working in Scotland. Findings Two main findings arose from this empirical study. First, there are significant direct relationships between seven out of the eight organisational development programmes and their influences on employees’ career development. Second, gender is a significant moderator for four of the programmes’ relationship with career development, namely, coaching, web-based career information, continuous professional development and external education provision. However, gender failed to moderate the four other programmes’ (i.e. 360-degree feedback, job assignment, employee assistance programmes and on-the-job training) relationship with career development. Originality/value This paper concludes that closer attention should be given to the organisational design of these development programmes and consideration of potential gender differences in employees’ perception of their importance for career development in their organisation. To date, the majority of research in the literature has concentrated on the impact of training on career development, so this study contributes to the body of knowledge on a set of organisational development programmes and their effect on career development moderated by gender.

This volume brings forth the latest scholarly work and practice in the fields of organization development and change. It is a resource for scholars who are interested in well-integrated reviews of the literature, advances in research methods, and ideas about practice that open new ways of working with organizations.

The relationship between economic or social or political activity and risk is widely recognised at a societal level, a market level and a business level, and equally widely discussed. The relationship between governance and risk at all of these levels is equally widely recognised but much less widely discussed. But the consequences of poor governance in this arena have been exposed to all in the recent financial and economic crisis as financial institutions and even countries have collapsed or come close to collapsing. The relationship between governance and risk is particularly important in the global environment in which we operate and needs to be more fully discussed and theorised. This book is designed to address important aspects of this topic and set it within the context of the global business and societal environment.

Purpose The purpose of this paper is to explore the evidence of interlinkages between Lean and sustainability among organisational leaders in the early stages of Lean implementation. Design/methodology/approach A multiple-site case study was conducted to study the connections between Lean and sustainable development during the implementation stages of a Lean practice. In-depth interviews were conducted with managers about their knowledge and understanding of the interlinkages between Lean and sustainable development. The findings were then used as an analytic frame to determine whether these interlinkages were present in the organisation. Findings Evidence of interlinkages between Lean and sustainable development was found; however, their presence was incomplete and inconsistent across clinics. Research limitations/implications Insights from the research can help organisations plan for the implementation of Lean practice, particularly when a sub-goal is to achieve sustainable development. Originality/value The study shows the importance of focussing on managers’ knowledge and understanding of the interlinkages between Lean and sustainable development when implementing Lean in order to utilise Lean’s full potential to achieve sustainability.

In a global age of disruption, future organisational change is not avoidable. Organisational effects will be immediate and transformational across companies, and due consideration and preparation ahead of these changes may be paramount for the survival of organisations and their leaders of tomorrow. This book modernises the topics of management, leadership, and organisational change to inform those leading and managing organisations into the future. The book covers modern disruptions ranging from Trump and other geo-political changes, to Brexit, new currencies, trade wars, and even knowledge mobility. It also considers the broad scope of potential impacts posed by artificial intelligence.

Handbook of Organizational Creativity is designed to explain creativity and innovation in organizations.This handbook contains 28 chapters dedicated to particularly complex phenomena, all written by leading experts in the field of organizational creativity.

Food safety culture has been posited as an important factor influencing employee behavior in the retail food industry. Although expressed as a subset of organizational culture, it is unclear the extent to which food safety culture is being defined and measured as a distinct but related organizational concept. Through a systematic review of the literature, this study explores how food safety culture is conceptualized and operationalized in studies investigating the concept in retail food establishments. Results showed no consensus in the conceptual definition, corresponding variables, and operational indicators for food safety culture across studies. Results also showed the corresponding variables identified for food safety culture were not derived from nor aligned closely with those associated with organizational culture. Together, these results suggest researchers are measuring different aspects of the same concept and not operationalizing food safety culture as a subset of organizational culture. As the development of measures to evaluate the prevailing food safety culture in retail food establishments is a prerequisite to the quantitative investigation of its impact on food employee behavior, the observed variation in corresponding variables and operational indicators of food safety culture can lead to incomparable results across assessments and studies. Plain Language Summary Although expressed as a subset of organizational culture, it is unclear the extent to which food safety culture is being defined and measured as a distinct but related organizational concept. This systematic literature review explores how food safety culture is conceptualized and operationalized in studies investigating the concept in retail food establishments. Results showed no consensus in the conceptual definition, corresponding variables, and operational indicators for food safety culture across studies. Results also showed the corresponding variables identified for food safety culture were not derived from nor aligned closely with those associated with organizational culture. Together, these results suggest researchers are measuring different aspects of the same concept and not operationalizing food safety culture as a subset of organizational culture. As the development of measures to evaluate the prevailing food safety culture in retail food establishments is a prerequisite to the quantitative investigation of its impact on food employee behavior, the observed variation in corresponding variables and operational indicators of food safety culture can lead to incomparable results across assessments and studies.

Strategy as Leadership is about making sense of predictable but drastic changes that can alter the relationship between businesses and their competition, posing substantial leadership challenges to senior management teams. Roberto S. Vassolo and Natalia Weisz provide a framework to address and respond to these critical changes by identifying them, describing the inner tensions these changes generate, and providing guidance for their successful navigation. This outside-in approach specifies the salient leadership challenges that executives will face while mobilizing their organizations to respond effectively to competitive and environmental change. This book claims that strategy is leadership as, in this framework, these environmental changes demand shifts in strategic priorities that result in a consistent pattern of resistance. If we know that changes are occurring in the competitive environment, we can soon identify who will be most resistant to the shift in priorities necessary to address the new situation. This book is for senior management teams to enable their organizations' capabilities to adapt and address environmental changes successfully.

ObjectivesWe aimed to review the international literature to understand the enablers of and barriers to effective clinical supervision in the workplace and identify the benefits of effective clinical supervision.DesignA rapid evidence review.Data sourcesFive databases (CINAHL, OVID Embase, OVID Medline, OVID PsycInfo and ProQuest) were searched to ensure inclusion and breadth of healthcare professionals.Eligibility criteriaStudies identifying enablers and barriers to effective clinical supervision across healthcare professionals in a Western context between 1 January 2009 and 12 March 2019.Data extraction and synthesisAn extraction framework with a detailed inclusion/exclusion criteria to ensure rigour was used to extract data. Data were analysed using a thematic qualitative synthesis. These themes were used to answer the research objectives.ResultsThe search identified 15 922 papers, reduced to 809 papers following the removal of duplicates and papers outside the inclusion criteria, with 135 papers being included in the full review. Enablers identified included regular supervision, occurs within protected time, in a private space and delivered flexibly. Additional enablers included supervisees being offered a choice of supervisor; supervision based on mutual trust and a positive relationship; a cultural understanding between supervisor and supervisee; a shared understanding of the purpose of supervision, based on individual needs, focused on enhancing knowledge and skills; training and feedback being provided for supervisors; and use of a mixed supervisor model, delivered by several supervisors, or by those trained to manage the overlapping (and potentially conflicting) needs of the individual and the service. Barriers included a lack of time, space and trust. A lack of shared understanding to the purpose of the supervision, and a lack of ongoing support and engagement from leadership and organisations were also found to be barriers to effective clinical supervision.ConclusionsThis review identified several enablers of and barriers to effective clinical supervision and the subsequent benefits of effective clinical supervision in a healthcare setting.