I conducted post-graduate research to identify which methods or organisational change and development are most effective in a specifically Australian context.
Problem Statement / Opportunity: I conducted post-graduate research that addressed a critical gap in understanding the effectiveness of Organisational Change and Development (OC&D) in Australian organisations. Despite widespread adoption of various OC&D methods, there was little empirical evidence of their effectiveness and suitability in the Australian context, particularly considering the unique cultural, economic, and industrial backdrop of the country.
What I Did / Delivered: The research involved a comprehensive meta-analysis of 50 case studies encompassing 6079 Australian organisations. It scrutinised the success of OC&D initiatives, comparing various methodologies and their effectiveness across different industry sectors. The study also examined the alignment of OC&D methods with scientific versus behavioural management principles and their adherence to contingency theory versus a ‘one best way’ approach.
Outcomes: The research revealed that only about half of the OC&D initiatives in Australian organisations were successful. It highlighted that methods aligned with behavioural management principles and contingency theory were more effective. These insights challenged prevailing practices and provided a foundation for future research, contributing significantly to the debate on sustainable and effective organisational change in Australia.
