ABSTRACT
Organizations are often described as dynamic systems that continuallyhave to adapt to societal, economical, and competitive market consid-erations in order to become or remain successful (see also chapter 7, this volume). As a result, in most if not all organizations at least some resources are devoted to developing new products, strategies, skills, or managerial policies (e.g., Huber & Glick, 1993). Consequently, in scientific Industrial/ Organizational psychology as well as in more popular handbooks on management, substantial effort is devoted to analyzing such change processes in order to understand how to achieve organizational change (also referred to as organizational learning, development, or redesign) most effectively.
