Larry E. Greiner: Actionable Knowledge in Action

Living reference work entry

Abstract

As a significant contributor to the field of organizational intervention and change, Larry E. Greiner was one of those unique individuals who personified a mixture of insight and intelligence with a fun-filled spirit, a warm and welcoming presence, and, in general, a guiding sense of commitment and generosity. Over the years, his work reflected the essence of actionable knowledge, taking an applied route to knowledge creation, generation, and dissemination. He had a compelling presence that literally drew people to him, bringing a smile to their faces while lending his insights and expertise to all those who entered his orbit. This chapter captures the influences and motivations that led him to the organization development (OD) field, his key contributions – the stages of evolution and revolution that organizations experience, the role and nature of management consulting and intervention, power and OD, and dynamic strategy – and how that work has influenced others. As close colleagues and friends, we were privileged to know and work with him, and his ideas, support, and presence have had a lasting effect on our lives.

Keywords

Actionable knowledge Organizational evolution and revolution Management consulting Power and OD Professional services firms 

References

  1. Buono, A. F. (2005). Consulting to integrate mergers and acquisitions. In L. E. Greiner & F. Poulfelt (Eds.), Handbook of management consulting: The contemporary consultant – Insights from world experts (pp. 229–249). Mason: Thomson South-Western.Google Scholar
  2. Gibbons, M., Limoges, C., Nowotny, H., Schwartzman, S., Scott, P., & Trow, M. (1994). The new production of knowledge: The dynamics of science and research in contemporary societies. Los Angeles: Sage.Google Scholar
  3. Greiner, L. E. (1972). Evolution and revolution as organizations grow. Harvard Business Review, 37–46.Google Scholar
  4. Greiner, L. E. (1998). Evolution and revolution as organizations grow, with an updated commentary: Revolution is still inevitable. Harvard Business Review, 76, 55–67.Google Scholar
  5. Greiner, L. E., & Cummings, T. (2009). Dynamic strategy-making: A real-time approach for the 21st century leader. San Francisco: Jossey-Bass.Google Scholar
  6. Greiner, L. E., & Metzger, R. O. (1983). Consulting to management: Insights to building and managing a successful practice. Englewood Cliffs: Prentice Hall.Google Scholar
  7. Greiner, L. E., & Nees, D. B. (1985). Seeing behind the look-alike management consultants. Organizational Dynamics, 13(3), 68–79.CrossRefGoogle Scholar
  8. Greiner, L. E., & Schein, V. E. (1988). Power and organization development: Mobilizing power to implement change. Reading: Addison-Wesley.Google Scholar
  9. Maister, D. H. (1993). Managing the professional service firm. New York: The Free Press.Google Scholar
  10. MCD Newsletter. (2013). In memory… Larry Greiner, PhD. Management Consulting Division Newsletter, (Winter) 10–11.Google Scholar

Further Reading

  1. Greiner, L. E., & Malernee, J. (2005). Managing growth stages in consulting firms. In L. E. Greiner & F. Poulfelt (Eds.), Handbook of management consulting: The contemporary consultant – Insights from world experts. Mason: Thomson South-Western.Google Scholar
  2. Greiner, L. E., & Poulfelt, F. (Eds.). (2005). Handbook of management consulting: The contemporary consultant – Insights from world experts. Mason: Thomson South-Western.Google Scholar
  3. Greiner, L. E., Olsson, T. H., & Poulfelt, F. (2005). The contemporary consultant casebook: Educating today’s consultants. Mason: Thomson South-Western.Google Scholar

Copyright information

© The Author(s) 2016

Authors and Affiliations

  1. 1.Copenhagen Business SchoolCopenhagenDenmark
  2. 2.Department of ManagementBentley UniversityWalthamUSA

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