Assignments 4 In ORG 499A, you identified a topic, problem, concern, or “something” at your work or community that needed a solution, improvement, clarification, remediation, or more research. You als
Annotated Bibliography
Jennifer Bacuylima
St. Thomas University
Action Research Project: Seminar B
ORG-499B-OL2
Dr. Patricia Bloodworth
May 3, 2025
Annotated Bibliography
1. Holten, A. L., Løkke, A., & Appelbaum, S. H. (2023).
Effectiveness of Organizational-Level Interventions on Psychosocial Work Environments. Scandinavian Journal of Work, Environment & Health, 49(5), 315–329. https://doi.org/10.5271/sjweh.4102
This study assesses how organisational-level interventions can enhance psychosocial work environments, with a focus on communication, collaboration, and employee well-being. It identifies that tailored interventions grounded in employee feedback often yield long-term benefits like reduced conflict and improved cooperation between departments.
This source supports the rationale for structured intervention strategies in the workplace, like those involving role clarity and team-building, which are part of your proposed solution to improve integration between product development and marketing teams.
2. Hagl, C., Rehder, K., & Tushman, M. (2023).
Change Management Interventions give a progress assessment while creating future routes. Journal of Management, 51(3), 100899. https://doi.org/10.1177/01492063221134566
This article reviews the landscape of change management interventions and their effectiveness. It finds that systemic, participatory strategies involving all stakeholders tend to result in more sustainable organizational change and higher team performance.
It is directly relevant to your paper’s recommendation of using Force Field Analysis as a participatory change method. This source validates the importance of involving staff from both departments in solving internal collaboration issues.
3. French, W. L., & Bell, C. H. (1999).
Organization Development: Behavioural Science Interventions for Organisation Improvement (6th ed.). Prentice Hall.
This foundational text outlines various OD strategies, including team development, role analysis techniques, and process consultation. It emphasises the importance of diagnosis, stakeholder involvement, and iterative implementation.
This book underpins your intervention strategy framework and justifies the use of French & Bell’s approach in your organisational setting.
4. Morgeson, F. P., DeRue, D. S., & Karam, E. P. (2010).
Leadership in Teams: A Functional Approach to Understanding Leadership Structures and Processes. Journal of Management, 36(1), 5–39. https://doi.org/10.1177/0149206309347376
The article highlights how leadership can help bridge cross-functional divides by clarifying roles and enhancing communication pathways in teams.
This article backs your use of a facilitator in initial workshops to guide the teams through communication obstacles and encourage shared leadership practices that reduce departmental hostility.
4. Morgeson, F. P., DeRue, D. S., & Karam, E. P. (2010).
Leadership in Teams: A Functional Approach to Understanding Leadership Structures and Processes. Journal of Management, 36(1), 5–39. https://doi.org/10.1177/0149206309347376
The research explains that team leadership functions as a bridge across departmental boundaries by designing clear division roles and implementing better communication flows among team members.
Your proposal to employ a facilitator in initial workshops receives support from this piece, which demonstrates how the leader helps teams overcome communication barriers and teaches them shared leadership approaches to fight interdepartmental tensions.
5. West, M. A., & Lyubovnikova, J. (2013).
The article investigates perceptions about teamwork among healthcare staff. Journal of Health Organisation and Management, 27(1), 134–142. https://doi.org/10.1108/14777261311311843
The research project examines organisational teamwork illusions that stem from inadequate coordination while describing the value of planned development activities for authentic joint work.
The research conducted in healthcare institutions verifies your claim about the requirement of planned team interventions for real departmental teamwork development.
6. Marks, M. A., Mathieu, J. E., Zaccaro, S. J. (2001) published research in the Academy of Management Review.
A Temporally Based Framework and Taxonomy of Team Processes. Academy of Management Review, 26(3), 356–376. https://doi.org/10.5465/amr.2001.4845785
This document establishes a research model which explains team process development during different periods of team activity. The model establishes categories to distinguish "transition" and "action" and "interpersonal" processes which determine results.
The chosen source enables evaluation of your time-orientated multi-phase intervention approach by demonstrating how workshops should begin before structural analysis takes place.
7. Tjosvold, D. (2008).
Our joint dedication serves as a necessity for every organization to transform into a conflict-positive entity. Journal of Organisational Behaviour, 29(1), 19–28. https://doi.org/10.1002/job.473
According to Tjosvold, productive conflicts enable organisations to achieve innovation and foster superior team collaboration. The three vital components for this approach are clear role definitions together with open communication and mutual respect between team members.
The application of the Role Analysis Technique finds support from the research work provided in this source, which focuses on conflict transformation.
8. Edmondson, A. (1999).
Psychological Safety and Learning Behaviour in Work Teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999
Through her research Edmondson uncovered how psychological safety within teams enables better learning behaviour alongside willingness to share and work together across organisational units.
This research material shows support for your paper, which highlights team trust creation because you want to minimise defensive attitudes and improve learning between departments.
