Addison-Wesley Business & Economics

Organizational Development Series

Organizational Transitions: Managing Complex Change, Second Edition: by Richard Beckhard, Richard Beckhard Associates, and Reuben T. Harris, The Tom Peters Group
Organizational Development: Strategies and Models: by Richard Beckhard, Richard Beckhard Associates
Organizational Development: Its Nature, Origins and Prospects: by Warren G. Bennis, University of Southern California
Designing Complex Organizations: by Jay Galbraith, University of Southern California
Developing Organizations: Diagnosis and Action: by Paul R. Lawrence, and Jay W. Lorsch, Harvard University
Process Consultation: Its Role in Organization Development, Volume I, Second Edition: by Edgar H. Schein, Massachusetts Institute of Technology
Process Consultation: Lessons for Managers and Consultants, Volume II: by Edgar H. Schein, Massachusetts Institute of Technology

Integrated Strategic Change: How OD Builds Competitive Advantage: by Christopher G. Worley and David E. Hitchin both of Peppperdine University, and Walter L. Ross, Covey Leadership Center
Organization Development: A Process of Learning and Changing, Second Edition: by W. Warner Burke, Columbia University
Managing Transitions: Making the Most of Change: by William Bridges, Mills College
The Change Riders: by Gary Kissler, Andersen Consulting
Change by Design: by Robert R. Blake, Jane Srygley Mouton and Anne Adams McCanse, all of Scientific Methods, Inc.
Organizational Transitions: Managing Complex Change, Second Edition: by Richard Beckhard, Richard Beckhard Associates, and Reuben T. Harris, The Tom Peters Group
Stream Analysis: A Powerful Way to Diagnose and Manage Organizational Change: by Jerry I. Porras, Stanford University
Organizational Dynamics: Diagnosis and Intervention: by John P. Kotter, Harvard University

Integrated Strategic Change: How OD Builds Competitive Advantage: by Christopher G. Worley and David E. Hitchin both of Peppperdine University, and Walter L. Ross, Covey Leadership Center
Competing with Flexible Lateral Organizations: by Jay R. Galbraith, University of Southern Florida
The Dynamics of Organizational Levels: A Change Framework for Managers and Consultants: by Nicholas S. Rashford, St. Joseph's University and David Coghlan, National College of Industrial Relations, Dublin
Parallel Learning Structures: Creating Innovations in Bureaucracies: by Gervase Bushe, Simon Fraser University, and A.B. Shani, California Polytechnic State University
Self-Designing Organizations: Learning How to Create High Performance: by Susan Albers Mohrman and Thomas G. Cummings, both of The Graduate School of Business -- University of Southern California
Desiging Organizations for High Performance: by David P. Hanna, The Proctor and Gamble Company
Work Redesign: by J. Richard Hackman, Yale University, and Greg R. Oldman, Univeristy of Illinois
Pay and Organization Development: by Edward E. Lawler, Consultant
Matrix: by Stanley M. Davis, Columbia University, Graduate School of Business and Boston University's School of Management, and Paul R. Lawrence, Harvard University Graduate, School of Business Administration

Integrated Strategic Change: How OD Builds Competitive Advantage: by Christopher G. Worley and David E. Hitchin both of Peppperdine University, and Walter L. Ross, Covey Leadership Center
Self-Designing Organizations: Learning How to Create High Performance: by Susan Albers Mohrman and Thomas G. Cummings, both of The Graduate School of Business -- University of Southern California
Desiging Organizations for High Performance: by David P. Hanna, The Proctor and Gamble Company
Process Consultation: Its Role in Organization Development, Volume I, Second Edition: by Edgar H. Schein, Massachusetts Institute of Technology
Process Consultation: Lessons for Managers and Consultants, Volume II: by Edgar H. Schein, Massachusetts Institute of Technology
Organizational Transitions: Managing Complex Change, Second Edition: by Richard Beckhard, Richard Beckhard Associates, and Reuben T. Harris, The Tom Peters Group
Feedback and Organization Development: Using Data-Based Methods: by David A. Nadler, Columbia University

The Conflict-Positive Organization: Stimulate Diversity and Create Unity: by Dean Tjosvold, Simon Fraser University
Power and Organization Development: by Larry Greiner, University of Southern California, and Virginia Schein, Gettysburg College
Managing Conflict: Interpersonal Dialogue and Third Party Roles, Second Edition: by Richard E. Walton, Harvard University

Managing in the New Team Environment: Skills, Tools, and Methods: by Larry Hirschhorn, Wharton Center for Applied Research
Leading Business Teams: How Teams Can Use Technology and Group Process Tools to Enhance Performance: by Robert Johansen, Institute for the Future, David Sibbet and Suzan Benson, both of Graphic Guides, Alexia Martin, Robert Mittman, and Paul Saffo, all of Institute for the Future
Change by Design: by Robert R. Blake, Jane Srygley Mouton and Anne Adams McCanse, all of Scientific Methods, Inc.
Team Building: Issues and Alternatives, Second Edition: by William G. Dyer, Brigham Young University

Integrated Strategic Change: How OD Builds Competitive Advantage: by Christopher G. Worley and David E. Hitchin both of Peppperdine University, and Walter L. Ross, Covey Leadership Center
Becoming a Learning Organization: by J. Swieringa and AFM Wierdsma, both of Free University of Amsterdam
Total Quality Efforts: A User's Guide for Implementation: by Dan Ciampa, Rath and Strong
Organizational Development in Health Care: by Wayne Boss, University of Colorado
The Technology Connection: Strategy and Change in the Information Age: by Marc S. Gerstein, President, Marc Gerstein Associates, Ltd.
Career Dynamics: Matching Individual and Organizational Needs: by Edgar H. Schein, Massachusetts Institute of Technology

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