Kurt Lewin and the Harwood Studies
Tóm tắt
This article examines the importance to the study of organizational change and development of the first phase of the Harwood studies, which were conducted between 1939 and 1947. It examines the studies and their place within Lewin's broader research agenda and personal philosophy. The article shows that the Harwood studies marked a significant break with the past by moving research on group behavior from the laboratory to the real world, changing the focus of research from understanding group behavior per se to understanding and changing group behavior, and pioneering the use of participative management. The article concludes that the first phase of the Harwood studies can be seen as having laid the foundations of organization development (OD) and as having a continuing relevance to the challenges facing organizations today.
Từ khóa
Tài liệu tham khảo
Allport, G.W. (1948). Foreword. In G. W. Lewin (Ed.), Resolving social conflict (pp. vii-xiv). London: Harper & Row.
Barnard, C., 1938, The functions of the executive
Bennis, W.G., 1969, Organization development: Its nature, origins, and prospects
Burke, W.W., 1992, Organization development: A process of learning and changing, 2
Burke, W.W., 2002, Organization change: Theory and practice
Burnes, B., 2004, Managing change, 4
Cummings, T.G., 1989, Organization development and change, 4
Cummings, T.G., 2005, Organization development and change (8th ed.). Mason, OH
French, J.R.P., 1945, Sociometry, 8, 410
French, J.R.P., Jr. (1950). Field experiments: Changing group productivity . In J. G. Miller (Ed.), Experiments in social process (pp. 81-96). New York: McGraw-Hill.
French, J.R.P., Jr. & Zander, A. (1949). The group dynamics approach . In A. Kornhauser (Ed.), Psychology of labor-management relations—Proceedings of the meeting of the Industrial Relations Research Association (pp. 71-80). New York: IRRA.
French, W.L., 1973, Organization development, 1
French, W.L., 1999, Organization development, 6
Jones, G.R., 2000, Contemporary management, 2
Kotter, J.P., 1995, Harvard Business Review, 73, 59
Lewin, G.W. (1948). Preface. In G. W. Lewin (Ed.), Resolving social conflict (pp. xv-xviii). New York: Harper & Row.
Lewin, K., 1943, Bulletin of the National Research Council, 108, 35
Lewin, K., 1948, Journal of Social Issues, 2, 201
Lewin, K., 1948, Character and Personality, 4, 3
Lewin, K., 1952, Human Relations, 1, 188
Lewin, K., 1952, Bulletin of the National Research Council, 108, 170
Lewin, K. (1953). Studies in group decision. In D. Cartwright & A. Zander (Eds.), Group dynamics: Research and theory (pp. 287-301). Evanston, IL: Row, Peterson and Company.
Lewin, K. (1959). Group decision and social change. In E. E. Maccoby, T. M. Newcomb , & E. L. Hartley (Eds.), Readings in social psychology (3rd ed., pp. 197-211). London: Methuen.
Lippitt, R., 1949, Training in community relations
Lippitt, R., 1960, Autocracy and democracy: An experimental inquiry
Marrow, A.J., 1957, Making management human
Marrow, A.J., 1969, The practical theorist: The life and work of Kurt Lewin
Marrow, A.J. (1972). The effects of participation on performance. In A. J. Marrow (Ed.), The failure of success (pp. 90-102). New York: Amacom .
Marrow, A.J., 1967, Management by participation
Rose, M., 1988, Industrial behavior
Schein, E.H., 1988, Organizational psychology, 3
Sheldrake, J., 1996, Management theory: From Taylorism to Japanization
Yukl, G., 2002, Leadership in organizations, 5