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Transorganization development for network building

Transorganization development for network building
Transorganization development for network building
Transorganization development (TOD) is a four-stage model for improving collaboration in networks based on early research into successful collaborations together with input from an organization development (OD) practitioner base. However, this intervention has received surprisingly minimal empirical attention regarding its effectiveness, nor indeed any further conceptual development. This article provides some insights into the effectiveness of this intervention by analyzing the effects of the second stage of the model, the convention stage, which is a form of search conference. The intervention was found to facilitate problem solving and enabled a consensus to be reached to establish a new network planning structure. However, through integrating social network analysis with planned organizational change, itwas found that the most important outcomes of the intervention were its predominantly political effects.
transorganization development, networks, power, search conferences
0021-8863
30-46
Clarke, Nicholas
65a3df67-32ff-4e0a-8dd6-a65b5460dca1
Clarke, Nicholas
65a3df67-32ff-4e0a-8dd6-a65b5460dca1

Clarke, Nicholas (2005) Transorganization development for network building. The Journal of Applied Behavioural Science, 41 (1), 30-46. (doi:10.1177/0021886304272655).

Record type: Article

Abstract

Transorganization development (TOD) is a four-stage model for improving collaboration in networks based on early research into successful collaborations together with input from an organization development (OD) practitioner base. However, this intervention has received surprisingly minimal empirical attention regarding its effectiveness, nor indeed any further conceptual development. This article provides some insights into the effectiveness of this intervention by analyzing the effects of the second stage of the model, the convention stage, which is a form of search conference. The intervention was found to facilitate problem solving and enabled a consensus to be reached to establish a new network planning structure. However, through integrating social network analysis with planned organizational change, itwas found that the most important outcomes of the intervention were its predominantly political effects.

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More information

Published date: March 2005
Keywords: transorganization development, networks, power, search conferences

Identifiers

Local EPrints ID: 36529
URI: http://eprints.soton.ac.uk/id/eprint/36529
ISSN: 0021-8863
PURE UUID: da7488e1-1243-4061-9640-ee376e0e7995

Catalogue record

Date deposited: 22 May 2006
Last modified: 15 Jul 2019 19:04

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