The creation of sustainable value has become a key driver of competitive advantage for many companies. The field of organization development and change can assist these companies because it provides the theories, research, models, and tools they need to embed sustainability into their core...

Employee surveys are an important tool for communicating messages to employees, measuring cultural and behavioral indicators, and driving organization development and change in the workplace. This chapter expands upon prior research in this area by presenting longitudinal trends in survey action...

The chapter develops a conceptual framework for linking the phenomena included in the field labeled “organizational change” (OC). The objective is to design an OC model that makes selective use of existing theories and creates a premise for further development but avoids proposing a unifying...

Although learning is a widely recognized method for building individual skills and capabilities, its impact is often minimized in large-scale organizational change efforts in favor of more visible OD- and HR-related interventions. When conceptualized and applied systemically, however, learning...

Here is a new conceptual framework for organizational learning (OL) that applies to both planned reform and emergent change. It integrates strategic and operational, micro and macro perspectives. It has three parts: (a) a revised definition and typology of OL, (b) seven reform stories that...

Action learning is a term that is used with a wide range of meanings: from an equivalent term for experiential learning to a philosophy of learning. This chapter takes the latter position and focuses on action learning as a scholarly activity. The chapter has two main sections. In the first part...