Internal and external change agents
Document Type
Article
Publication Date
1-1-1990
Publication Title
Leadership and Organization Development Journal
DOI
10.1108/EUM0000000001147
ISSN
0143-7739
Abstract
A survey questionnaire was designed and distributed to samples of internal and external change agents which measured the extent to which they professed values traditionally associated with the field of OD. The survey also included questions concerning the types of interventions utilised in the change programmes that respondents had been associated with in the previous five years as well as how these programmes had been evaluated. As predicted, external change agents were more likely to profess traditional OD values and to be associated with change programmes which included human processual interventions. Contrary to expectations, internal change agents were less likely than external change agents to be associated with the utilisation of technostructural interventions. Support was also generated for the prediction that internal change agents are more likely to carry out extensive programme evaluations.
Recommended Citation
Case, Thomas L., Robert J. Vandenberg, Paul H. Meredith.
1990.
"Internal and external change agents."
Leadership and Organization Development Journal, 11 (1): 4-15: Emerald Group Publishing Limited.
doi: 10.1108/EUM0000000001147 source: https://www.emerald.com/insight/content/doi/10.1108/EUM0000000001147/full/html
https://digitalcommons.georgiasouthern.edu/management-facpubs/82
Copyright
Copyright 1990, Emerald Group Publishing Limited
