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Below is the stream related to your search. In the left-hand column are the references in the Research Portal that are in your search item. In the right-hand column are the citations that have referenced your search item. You can continue following this stream by clicking the “View stream” button on one of the Reference or Citation entries.

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Measuring change and persistence in human affairs: Types of change generated by OD designs.

R Golembiewski, K Billingsley, S Yeager The Journal of Applied Behavioral Science 1976

There is a truism about applied research that an inadequate concept of change leads to diminished or misguided applied research. Hence this paper urges distinguishing kinds of change, distinctions which are suggested by experience and also are supported with evidence generated by exotic statistical and computational techniques in which we...

Cites in Google Scholar: 1002
Citations (8 in Portal)
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First-order, second-order, and third-order change and organization development interventions: A cognitive approach.

J Bartunek, M Moch The Journal of Applied Behavioral Science 1987

This article discusses how recent developments in the cognitive sciences, especialy the concept of schemata (organizing frameworks for understanding events), can illumine the practice of organization development. On the basis of a cognitive perspective, the authors discuss the relationship between organizational change and schemata, descr...

Cites in Google Scholar: 1152
 
Evaluating the Effectiveness of Executive Coaching: Something to Consider.

G Dai, MKP De, G Hallenbeck, R Lee SIOP Conference 2010 2010

There is a lack ofconsensus among professionals regarding how to evaluate executive coaching. This paper examines seven areas that will impact the way researchers evaluate coaching effectiveness and the conclusions they draw from their studies. Clarification on these areas will guide the future ofcoaching evaluation research and practice.

Cites in Google Scholar: 1
 
Evaluating the effectiveness of executive coaching: Beyond ROI?

G Dai, MKP De, R Lee An International Journal of Theory, Research and Practice 2009

The popularity of executive coaching has increased dramatically in both the practitioner world and academia during the past decade. However, evaluating the effectiveness of coaching has lagged behind. Executive coaching is a multi-disciplinary practice, and professionals from many different scholarly backgrounds provide coaching services....

Cites in Google Scholar: 244
 
Evaluating leadership coaching: A review and integrated framework.

L Boyce, K Ely, J Nelson, S Zaccaro, G Hernez-Broome, W Whym... The Leadership Quarterly 2010

Leadership coaching reflects an evolving dynamic between the client and coach that is qualitatively different from most approaches to leadership development and therefore holds particular challenges for evaluation. Based on reviews of academic and practitioner literatures, this paper presents an integrated framework of coaching evaluation...

Cites in Google Scholar: 449
 
Inside the black box of alpha, beta, and gamma change: Using a cognitive-processing model to assess attitude structure.

R Thompson, JGJ Hunt Academy of Management Review 1996

One of the key aspects of organizational and societal interventions is different kinds of attitude change. These different kinds of change have been operationalized in terms of the well-known Alpha (a simple shift in assessment before and after the intervention), Beta (a shift in the respondent's metric with an accompanying change in dist...

Cites in Google Scholar: 119
 
Executive Coaching: New Framework for Evaluation

K Osatuke, B Yanovsky, D Ramsel Consulting Psychology Journal: Practice and Research 2017

Evaluation research has struggled to keep up with the popularity of coaching, as measures of its effectiveness are challenging to standardize, particularly when coaching executives. Similar to interpersonally based interventions in other fields such as counseling and psychotherapy, coaching takes the form of a fluid, humanistic process, w...

Cites in Google Scholar: 0
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