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This paper discusses the use of an experiential pedagogy based on two systems thinking tools that can be incorporated in the teaching of organizational behavior (OB) concepts and case studies. It is contended that combining causal loop diagramming techniques and the application of Senge's archetypes provides useful tools in assisting students to understand interdependencies, difficulties of implementation, impacts of assumptions, and provide further insights into OB concepts. This paper demonstrates the insights that these systems thinking tools can provide by using the “Success to the successful” archetype as an example.

Examines the relative importance of institutional and resource dependent explanations versus managerial explanations of variations of formal and informal work‐family responsiveness. Work‐family responsiveness is defined in two ways: formal policies and practices that an organization offers, designed to assist employees to balance their work and family lives; and a work environment that is accommodating of its employees’ work‐family needs. Focuses attention on the important role that managerial attitudes have on the provision of work‐family practices and an accommodating work‐family workplace. Concludes that by integrating the insights of several theoretical perspectives, a more comprehensive model of organizational responsiveness in relation to work‐family practices is developed and a set of testable propositions that can guide future research can be made. Indicates that an additive theoretical model combining managerial and institutional factors offers the most appropriate theoretical explanation for identifying factors related to the provision of work‐family benefits and whether the workplace is accommodating of work‐family issues.

This paper discusses the adoption of total quality management in seven Australian organisations based on case study research. It reports on the reasons for adopting TQM, planning and implementation issues, benefits achieved and the limitations and difficulties associated with the introduction of TQM. The analysis concludes that the effect of TQM on an organisation’s culture should not be underestimated as it is a radical change to the organisation’s strategy which is geared to changing the culture in the long term. The analysis indicates that the principles found for successful introduction of effective cultural change are also applicable when implementing TQM programs in organisations. The implementation of a five step cultural audit as a prerequisite for the successful introduction of TQM into organisations is proposed.