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nameimg David Chaudron, PhD
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Organized Change
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Strategic Planning

Scenario Planning Strategic Planinng Change Management

Lunenburg, F. C. (2011) Strategic planning: deliberate organizational change.

Strategic planning is a change strategy that is very carefully planned and deliberate. This article indicated in detail of the process of strategic planning typically follows nine steps: (a) develop a mission, (b1) conduct a critical analysis of the internal environment, (b2) conduct a critical analysis of the external environment, (c) prepare planning assumptions, (d) develop a strategy, (e) communicate the strategy, (f) develop evaluation procedures, (g) implement the strategy, and (h) evaluate the results.

Additional articles on strategic planning by Dr. Chaudron are available here.

Balanced Scorecard

Tayler, W. B. (2009). The balanced scorecard as a strategy-evaluation tool: The effects of implementation involvement and a causal -chain focus.

This study uses an experiment to examine whether involvement in scorecard implementation can mitigate the effects of motivated reasoning that occur when the scorecard is framed as a causal chain rather than merely as a balanced set of measures.

Additional articles by Dr. Chaudron on the Balanced Scorecard are available here.

360 Feedback

Hensel,R., Meijers, F., van der Leeden, R., & Kessels, J. (2010). 360 degree feedback: how many raters are needed for reliable ratings on the capacity to develop competences, with personal qualities as developmental goals?

This study shows to what extent the number of raters is related to an increasing reliability and an enhancement of correlation between supervisor and peer ratings. The results imply that 360 degree feedback is more useful in a personal growth system than in an administrative system, where the outcomes of the feedback are considered to be objective representations of work behavior.

Additional articles on 360 feedback by Dr. Chaudron are available here.


Winfred, A., Bennett, W., Edens, P. S. & Bell, S. T. (2003) Effectiveness of training in organizations: A meta-analysis of design and evaluation features.

The authors identified specified training design and evaluation features and then used meta-analytic procedures to empirically assess their relationships to the effectiveness of training in organizations. The authors identified specified training design and evaluation features and then used meta-analytic procedures to empirically assess their relationships to the effectiveness of training in organizations. Results suggest a medium to large effect size for organizational training.

Additional articles on training by Dr. Chaudron are available here.

Employee Surveys

Harter, J. K., Asplund, L., Schnidt, F. L., & Agrawal, S. (2010). Causal impact of employee work perceptions on the bottom line of organizations

It is well known that work conditions are correlated with employee attitudes, but the research into direction of causality has been inconclusive. This study used a massive longitudinal database and found evidence supporting the managerial actions and practices can impact employee work conditions and employee perceptions of these conditions. Managerial actions and practices can impact employee work conditions and employee perceptions of these conditions, thereby improving key outcomes at the organizational level. Perceptions of specific work conditions that engage employees in their work provide practical guidance in how best to manage people to obtain desired results.

For additional articles on employee surveys by Dr. Chaudron, click here.


Driedonks, B. A., Gevers, J. M. P. & Van Weele, A. J. (2010). Managing sourcing team effectiveness: the need for a team perspective in purchasing organizations

To meet today's high demands on the purchasing function, sourcing teams have become the standard in contemporary corporate purchasing organizations. Sourcing teams are often started with high expectations. However, after making a promising start many of these teams appear to be unable to operate effectively and to meet management expectations. This study shows that sourcing team effectiveness is particularly hindered by a lack of team perspective in many purchasing organizations. In this paper, the results of a large-scale, cross-sectional survey to address the success factors for sourcing teams are discussed. This study aim to clarify the factors behind sourcing team performance, taking into account the specific task and organizational context. It is concluded that purchasing executives should shift their focus towards employee involvement and team processes, to enable teams to actually meet and even surpass the expectations placed on them.

Additional articles on teams by Dr. Chaudron are here.

Six Sigma

Anand, G., Ward, P. T., & Tatikonda, M. V. (2010). Role of explicit and tacit knowledge in six sigma projects: An empirical examination of differential project success.

This research develops a conceptual model for predicting success of process improvement projects as a result of knowledge-creation practices employed in the projects. The model is empirically examined in the context of Six Sigma black belt projects. New scales are developed to measure explicit- and tacit- knowledge-creation practices in process improvement. This research offers practical insights about the influence of practices that project managers use to create new knowledge by capturing explicit and tacit knowledge, and seeks to advance theoretical understanding of process improvement.

Additional articles on TQM/Six Sigma by Dr. Chaudron are available here.