Toward a Theory of Change Role Efficacy

Bibliographic Data

ID9889199
AuthorsKevin C Wooten (0000-0003-2829-8585, Drake, Beam, Morin, Inc., corresponding author), Louis P White (National Sun Yat-sen University)
Year1989
Volume42
Issue8
Pages651-669
Publication date1989-08-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueHuman Relations (JOURNAL)
Journal identifiersISSN: 0018-7267 • E-ISSN: 1741-282X
PublisherSAGE Publications (PUBLISHER • US)
DOI10.1177/001872678904200801
OpenAlexW2122788188
LanguageEN
Citations received2
References cited35

Due to a lack of research and integration of OD theory, a theoretical model of change role efficacy for organizational development is presented. As an extension of a previously developed model (White & Wooten, 1986) of change agent, client system, and mutual roles, and an integrated model of change (White & Wooten, 1985), situational change roles are illustrated as contingent upon the stage of change which is sensitive to the change agent-client system relationship. Various forms of role conflict and ambiguity are discussed in relation to their impact upon various change roles to be assumed at each stage of change. It is concluded that highly integrative and contingency-based models are neededfor the theoretical development of OD as a science, and for practical guidance of change parties

Ambiguity · Business · Change management (ITSM · Contingency · Contingency theory · Economics · Epistemology · Knowledge management · Operations management · Organizational change · Political science · Process management · Public relations · Situational ethics · Accounting and Organizational Management · Computer Science · Management Theory and Practice · Organizational Downsizing and Restructuring · Psychology · Social Psychology

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