The effects of multiple interventions in organizational development change were studied in a comprehensive meta-analytic review. Thirteen organizational interventions were assessed on five outcome variables based upon previous research of six major meta-analytic reviews. Findings based on 138 studies indicated that there were no significant effects of multiple interventions on positive organizational change as opposed to individually implemented interventions. The findings are not congruent with previous findings of organizational development change, and possible issues surrounding these differences are discussed.

Organizational change and development (OCD) has been studied by researchers to identify the effectiveness of change initiatives. Because of the broad scope of interventions in OCD, these studies have covered a range of areas including multiple interventions and the methodological rigor used by researchers. However, few have looked at organizational versus individual change within an organization, to examine whether individual change is more effective than organizational change. The purpose of this study is to determine if organizational change occurs in a top down or bottom up manner. A meta-analysis was conducted using 238 field experiments. Each study was coded for intervention and organizational outcome and for individual or organizational level variables. Effect sizes were calculated for each study, each level, and each level by intervention and outcome measure. Results indicate that while OCD interventions overall had a moderate effect size, the level of intervention or outcome was not a moderating variable.