Journal of Business Ethics

, Volume 12, Issue 2, pp 93–104 | Cite as

The tyranny of change: Organizational Development revisited

  • Marie McKendall


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.


Economic Growth Organizational Development Development Effort Organizational Change Development Intervention 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


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Copyright information

© Kluwer Academic Publishers 1993

Authors and Affiliations

  • Marie McKendall
    • 1
  1. 1.School of BusinessGrand Valley State UniversityAllendaleUSA

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