The Stacks

Organization Development Review, Vol. 55, No. 4

This article explores the concept of organizational trauma within the context of systemic oppression, examining how invisible structural and cultural forces perpetuate harm within organizations. Lindsay argues that sustainable transformation requires practitioners to unmask these hidden dynamics and engage in healing-centered OD interventions. A foundational contribution to the emerging field of organizational trauma from an equity and social justice lens.

Organization Development Review, Vol. 55, No. 4

This article presents a transdisciplinary, 'heart-centered' framework for addressing organizational trauma rooted in oppression and discrimination. Drawing on Cooper's Focus Hu-Energy Alignment approach, the work integrates psychological, somatic, and transformative healing modalities to help organizations recover from trauma and move toward equity and justice. A pioneering contribution to the field of organizational trauma intervention and holistic OD practice.

Globalisation and Human Rights for Democracy and Social Justice (Springer), pp. 133–155

This chapter applies ecological systems theory to explore athlete maltreatment as a systemic issue rooted in structural and cultural forces within sport organizations. Monton and Block examine how human rights violations and social injustice are embedded in sport systems, and highlight pathways toward safer, more equitable sport environments. A key resource for practitioners working at the intersection of organizational psychology, sport, and social justice.

American Sociological Review, 74(2), 208–224

Reviews research on the relationship between organizational diversity and firm performance, examining mechanisms of impact.

Personnel Psychology, 44(1), 1–26

Investigated the relation of the Big Five personality dimensions (Extraversion, Emotional Stability, Agreeableness, Conscientiousness, and Openness to Experience) to job performance for five occupational groups. Conscientiousness showed consistent relations with all performance criteria for all occupational groups. The results have important implications for personnel selection and psychological assessment in the workplace.

Harvard Business Review, 73(2), 59–67

Examines why most organizational change initiatives fail and outlines the eight-stage process for successful transformational change in organizations.

Journal of Management, 18(3), 523–545

Presents a comprehensive causal model linking organizational inputs to performance outputs. The authors propose that transformational factors (leadership, mission/strategy, culture) and transactional factors (structure, systems, climate) interact to produce organizational performance and change outcomes. A foundational model for organizational diagnosis and OD practice.

McGraw-Hill (9th ed.)

Comprehensive text on psychological testing, measurement theory, and assessment practices in organizational and clinical settings.

Journal of Religion and Applied Behavioral Science, Fall 1988

Introduces a stage model for multicultural organization development (MCOD), describing the progression from monocultural/exclusionary to fully multicultural organizations. A foundational framework for understanding how organizations can move toward genuine inclusion and equity through intentional development processes.

Group & Organization Studies, 1(4), 430–447

Introduces the Six-Box Model as a practical diagnostic framework for organizational consultants. The six boxes—purposes, structure, relationships, rewards, leadership, and helpful mechanisms—provide a structured way to surface problems and guide intervention planning without requiring a single theoretical lens.

Cengage Learning (10th ed.)

Comprehensive text covering the theory, research, and application of organizational development interventions in modern organizations.

Research in Organizational Change and Development, Vol. 1, JAI Press

The foundational paper introducing Appreciative Inquiry (AI) as a form of action research grounded in a sociorationalist view of organizations. Cooperrider and Srivastva argue that organizations grow in the direction of what they study, and propose AI as a generative methodology for organizational change and development.

Psychological Bulletin, 124(2), 262–274

Meta-analysis examining the predictive validity of various personnel selection methods and their practical utility for organizations.