David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 12 (2):93 - 104 (1993)
The premise of this paper is that planned organizational change, commonly known as organizational development, induces compliance and conformity in organizational members and thereby increases the power of management. These consequences occur because organizational development efforts create uncertainty, interfere with the informal organization, reinforce the position of management, and further entrench management purposes. These consequences occur regardless of the intentions of management and regardless of whether the goals of the organizational development intervention were achieved. Instead of examining these consequences, practitioners and theorists have engaged in self-deception and depoliticized the practice of induced organizational change by creating a field known as Organizational Development.
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Julian Barling, Amy Christie & Nick Turner (2008). Pseudo-Transformational Leadership: Towards the Development and Test of a Model. [REVIEW] Journal of Business Ethics 81 (4):851 - 861.
Patrick Maclagan (2007). Hierarchical Control or Individuals' Moral Autonomy? Addressing a Fundamental Tension in the Management of Business Ethics. Business Ethics 16 (1):48–61.
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