Author
Ralph H. Kilmann
Bio: Ralph H. Kilmann is an academic researcher from University of Pittsburgh. The author has contributed to research in topics: Planned change & Strategic planning. The author has an hindex of 25, co-authored 52 publications receiving 3982 citations.
Papers published on a yearly basis
Papers
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Book•
16 Jan 1991
TL;DR: In this article, the authors present methods for identifying cultural norms, reinforcing the positive aspects of existing culture, and building new cultures that support organizational goals and strategies, including organizational goals, strategies, and objectives.
Abstract: Leading authorities share their approaches to understanding, managing and changing organizational cultures. Includes methods for identifying cultural norms, reinforcing the positive aspects of existing culture, and building new cultures that support organizational goals and strategies.
689 citations
TL;DR: In this article, a measure of five interpersonal conflict-handling modes (competing, collaborating, compromising, avoiding, and accommodating) is proposed to control the social desirability response bias.
Abstract: This paper describes the rationale and development of a new measure of five interpersonal conflict-handling modes (competing, collaborating, compromising, avoiding, and accommodating), which attempts to control for the social desirability response bias. The instrument is entitled: "Management-of-Differences Exercise," or the MODE instrument. The results of this study indicate that the new instrument significantly reduces the social desirability bias for overall population tendencies in comparison to three other conflict behavior instruments, although all four instruments may still be susceptible to some individual tendencies in this response bias. This study also investigated other aspects of substantive validity and structural validity. Lastly, this paper presented emerging evidence on external validity, which, while encouraging, suggests the need for continuing research efforts to investigate this aspect of validity for the new MODE instrument.
526 citations
Book•
01 Sep 1980TL;DR: In this article, the authors reviewed the book "Organization Change and Development: A Systems View,” by Michael Beer, and found that it was a good book to read.
Abstract: The article reviews the book “Organization Change and Development: A Systems View,” by Michael Beer.
302 citations
TL;DR: The results suggest that the Jungian functions related to judging and the type of enactment are significantly related to an individual's conflict-handling behavior.
Abstract: This study has sought to investigate the Jungian psychological correlates of an individual's choice of different interpersonal conflict-handling modes: competing, collaborating, compromising, avoid...
256 citations
TL;DR: The current popularity of corporate culture has raised some important issues. Does culture have an impact? How deep seated is culture? Can culture be changed? Corporate culture is not merely a passing fad but represents a fundamental shift in our effort to understand the complex, multifaceted organizations of today.
Abstract: The current popularity of corporate culture has raised some important issues. Does culture have an impact? How deep seated is culture? Can culture be changed? Corporate culture is not merely a passing fad but represents a fundamental shift in our effort to understand the complex, multifaceted organizations of today. However, it cannot be approached as a quick fix solution to a complex and changing problem. Culture needs to be managed along with all the other elements of management theory, such as strategy, structure, reward systems, skills and human resource management, if a company is to devise an integrated program for improving its performance.
256 citations
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TL;DR: The extent to which method biases influence behavioral research results is examined, potential sources of method biases are identified, the cognitive processes through which method bias influence responses to measures are discussed, the many different procedural and statistical techniques that can be used to control method biases is evaluated, and recommendations for how to select appropriate procedural and Statistical remedies are provided.
Abstract: Interest in the problem of method biases has a long history in the behavioral sciences. Despite this, a comprehensive summary of the potential sources of method biases and how to control for them does not exist. Therefore, the purpose of this article is to examine the extent to which method biases influence behavioral research results, identify potential sources of method biases, discuss the cognitive processes through which method biases influence responses to measures, evaluate the many different procedural and statistical techniques that can be used to control method biases, and provide recommendations for how to select appropriate procedural and statistical remedies for different types of research settings.
52,531 citations
TL;DR: In this paper, the authors identify six categories of self-reports and discuss such problems as common method variance, the consistency motif, and social desirability, as well as statistical and post hoc remedies and some procedural methods for dealing with artifactual bias.
14,482 citations
TL;DR: This article synthesize the large but diverse literature on organizational legitimacy, highlighting similarities and disparities among the leading strategic and institutional approaches, and identify three primary forms of legitimacy: pragmatic, based on audience self-interest; moral, based upon normative approval; and cognitive, according to comprehensibility and taken-for-grantedness.
Abstract: This article synthesizes the large but diverse literature on organizational legitimacy, highlighting similarities and disparities among the leading strategic and institutional approaches. The analysis identifies three primary forms of legitimacy: pragmatic, based on audience self-interest; moral, based on normative approval: and cognitive, based on comprehensibility and taken-for-grantedness. The article then examines strategies for gaining, maintaining, and repairing legitimacy of each type, suggesting both the promises and the pitfalls of such instrumental manipulations.
13,229 citations
Posted Content•
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TL;DR: Deming's theory of management based on the 14 Points for Management is described in Out of the Crisis, originally published in 1982 as mentioned in this paper, where he explains the principles of management transformation and how to apply them.
Abstract: According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.
9,241 citations
01 Dec 2014
TL;DR: This chapter discusses the emergence of learning activity as a historical form of human learning and the zone of proximal development as the basic category of expansive research.
Abstract: 1. Introduction 2. The emergence of learning activity as a historical form of human learning 3. The zone of proximal development as the basic category of expansive research 4. The instruments of expansion 5. Toward an expansive methodology 6. Epilogue.
5,768 citations