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Organization development is often mourned as stagnant or perhaps dead, but most of these declarations seem to be insular, being supported primarily by anecdotal or survey research among organization development scholars and practitioners. This exploratory study seeks a more objective understanding of the state of organization development by examining big data from the social media platform Twitter. Drawn from over 5.7 million tweets extracted through Twitter's Application Program Interface (API) during 2 months in 2018, this research approaches the state of organization development through a quantitative, abductive study utilizing social network analyses. Organization development is examined through its characteristics as a social network on Twitter and how it relates to and interacts with other familial networks from management and organization studies. Findings show that organization development is relatively inactive as a social network on Twitter, as compared to other familial networks, and the relationships between the organization development network and these familial networks tend to be ones of inequality. Organization development references familial networks much more than any of the familial networks reference organization development. This inequality in social media presence is particularly surprising since several of these familial networks were founded from the field and principles of organization development. We locate organization development's generalist status, as compared to familial networks' specialist status, as generating this interaction disparity drawing on recent research that suggests specialized fields fare better in times of rapid change compared to generalist fields. We discuss the potential for greater specialization of organization development with a reemphasis on its process philosophy and focus.

A neglected area of research in ODC is the turnaround of poorly performing firms such as those under bankruptcy protection. We researched 142 companies that attempted reorganization under bankruptcy protection between 1983 and 2003. Firms deployed one or more of four distinct strategies to turnaround: rationalizing existing resources, developing existing resources, generating new resources, and investing in future resources. Firms that generated new resources, and developed and rationalized existing resources, had the highest probability of emergence. Interestingly firms that sustained their turnaround post-emergence invested in future resources in addition to generating, developing, and rationalizing resources. Implications for ODC are discussed.

The purpose of this paper is to chart the development of the Nepalese telecommunications industry and assess how they may develop in the future.

A country case study approach is adopted. The Nepalese context is outlined before the telecommunications industry is described and the main drivers of its development identified. The paper draws on interviews as well as secondary sources and models the relationship between the main drivers of the industry in Nepal.

Although the Nepalese telecommunications industry has substantially changed since the modernisation process began in early 1980s, large parts of the country remain without access to telecommunication services.

Some data collection problems were encountered, but these were addressed through the use of multiple sources.

The industry's future development will be shaped by the interplay between geography, resources and the CPN (Maoist) insurgency.

Previous studies have tended to focus on one part of the Nepalese telecommunications industry or one specific issue. This paper provides a broad overview of the industry and draws attention to the inter‐relationships that exist between the key drivers of telecommunications diffusion in Nepal.

Linking informational network and organizational change theories with the multi‐faceted transformations taking place in global competition, in particular the economic recession in the Asia‐Pacific and information technological progress, the paper focuses on two major issues: first, the task facing Japanese companies in accommodating themselves to new trends pushed ahead primarily by changes emerging in the info‐communications industries. It is demonstrated that major challenges are facing Japanese‐style organization and management practices along with the advent of informational network industrialization. Essentially, Japanese business networks are forced to transform their organizational structure in conjunction with open networking and management practices. Second, the paper focusses on the impact of the economic slump in Asia on the strategies and management of Japanese production networks in the region. It is argued that impending domestic restructuring will extend in much the same way to the Asian production networks, while integrating these into new types of international production complexes.