Responses to the Alpha, Beta, Gamma Change Typology

Abstract

This article examines the manner in which the field of organization development has responded to the alpha, beta, gamma change typology of Golembiewski, Billingsley, and Yeager (1976a). The work of researchers investigating the concept is reviewed, and forces acting to limit its widespread application are identified. Finally, practical implications of the discipline's resistance to the concept are considered.