Larry Greiner

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Larry Greiner (1933) is Professor Emeritus of Management and Organization at the University of Southern California (United States). He is especially famous for his development of the Greiner Growth Model for organizations. This strategic management model has five phases of organizational development that are accompanied by growing pains and resistance.

Biography Larry Greiner

Larry Greiner first obtained a Bachelor degree (BA) from the University of Kansas (United States) when he was still young. In 1958 Larry Greiner graduated from Harvard Business School and obtained his MBA degree within two years’ time. Eventually Larry Greiner obtained his doctorate (DBA) from Harvard Business School in 1966.

After he had completed his studies, Larry Greiner was employed by Harvard Business School. He has supported several faculties as a director and a teacher. He has also lectured at the University of Oxford (United Kingdom), the University of Kansas (United States) and INSEAD in Fontainebleau (France).

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Larry Greiner is the author of many management articles and books. One of his best-sellers is the book Power and Organization Development (1988).

In addition to his position as director and lecturer, Larry Greiner has acted as an independent consultant to many large organizations including Coca Cola, Pacific Bell, Olivetti, Merck, Times-Mirror, Red Lion Hotels, U.S. Forest Service, Internal Revenue Service, Cadence Design Systems, ChipSoft and many more. It is the practical results of these assignments that have formed a sound basis for his publications. Larry Greiner is still employed by the University of Southern California (United States).

Famous quotes by Larry Greiner

  1. “Management practices that work well in one phase may bring on a crisis in another.”
  2. “The clues to future success lie in the past.”

Publications and books by Larry Greiner et al.

  • 2011. New consultant roles and processes in a 24/7 world, Journal: Organizational Dynamics – ORGAN DYN, vol. 40, no. 3, pp. 165-173.
  • 2010. Management Consultants as Professionals, or Are They? Journal: Organizational Dynamics – ORGAN DYN, vol. 39, no. 1, pp. 72-83.
  • 2009. Dynamic Strategy-Making: A Real-Time Approach for the 21st Century Leader. Jossey-Bass.
  • 2009. Management Consulting Today and Tomorrow: Perspectives and Advice from 27 Leading World Experts. Routledge.
  • 2004. Wanted OD More Alive Than Dead! The Journal of Applied Behavioral Science, vol. 40, no. 4, pp. 374-391.
  • 2004. The Contemporary Consultant Casebook: Educating Today’s Consultants. South-Western College Pub.
  • 2003. When New CEOs Succeed and Fail, Journal: Organizational Dynamics – ORGAN DYN, vol. 32, no. 1, pp. 1-16.
  • 1998. Growth and welfare effects of fiscal policy in an endogenous growth model with public investment. International Tax and Public Finance, 5(3), 249-261
  • 1998. Evolution and revolution as organizations grow. 1972. Harvard business review, 76(3), 55.
  • 1997. Evolution and Revolution as Organizations Grow – A company’s past has clues for management that are critical to future success, Journal: Family Business Review – FAM BUS REV, vol. 10, no. 4, pp. 397-409.
  • 1992. Resistance to Change During Restructuring, Journal of Management Inquiry – J MANAGE INQUIRY, vol. 1, no. 1, pp. 61-65.
  • 1990. The dynamics of strategic change at Mega Corporation, Journal: Strategy & Leadership, vol. 18, no. 2, pp. 18-26.
  • 1988. Power and Organization Development: Mobilizing Power to Implement Change. FT Press.
  • 1983. Managing organizational decline: The case for transorganizational systems, Journal: Human Resource Management – HUM RESOUR MANAGE, vol. 22, no. 4, pp. 377-390.
  • 1982. Consulting to management. Prentice-Hall.
  • 1979. Organizational Transitions: Managing Complex Change, The Journal of Applied Behavioral Science, vol. 15, no. 1, pp. 115-117.
  • 1972. Evolution and revolution as organizations grow.
  • 1967. Antecedents of Planned Organization Change, The Journal of Applied Behavioral Science, vol. 3, no. 1, pp. 51-85.

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