Organizational development and change (ODC) is a broad field because change occurs in all organizations, occurs at multiple organizational levels, consists of numerous interventions, and can impact multiple outcomes. Many ODC efforts attempt to examine the effectiveness of their initiatives, yet fail to account for the quality, or rigor of their methods. The purpose of this paper is to examine how methodological rigor and intervention implementation quality impact ODC outcomes. The results indicate that overall methodological rigor is not a significant predictor of organizational change outcomes; however, several individual rigor criteria exhibit predictive power. Implementation quality is a significant predictor of organizational outcomes, but in a negative direction.

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.

People living with HIV/AIDS (PLH) struggle with depression. Recent research suggests that depression affects medical regimen adherence, disease progression, and risky sexual behaviors. The present study uses a stress and coping theory viewing HIV-related stigma and physical symptoms as stressors in PLH. Results suggest whereas symptoms and stigma consistently predict negative affect, positive affect, and overall depression, the role of optimism, pessimism, active coping, denial, and behavioral disengagement is not as clear. Pessimism and denial predict negative affect and depression. Optimism and behavioral disengagement predict depression and positive affect. Active coping only predicts positive affect. Focusing on positive and negative affect as distinct components that contribute to overall depression may help researchers develop interventions more effectively.

This study investigated if the use of a team feedback system resulted in peers perceiving a change in behavior. Personality variables such as conscientiousness, agreeableness, and extraversion were examined as possible moderators. Self-ratings and peer ratings were collected from 164 individuals through the use of the Center for Collaborative Organizations' Team Feedback System. Using polynomial regression, it was determined that time 1 peer ratings predicted behavior change and the combination of conscientiousness variables moderated peer perceived behavior change.