Kurt Motamedi

Dr. Motamedi is Professor of Strategy and Leadership at Pepperdine University. He received his PhD and MBA from UCLA - Anderson Graduate School of Management in Strategy and Organization Development, and his MSEE in semiconductor and computers from UC-Santa Barbara. Professor Motamedi helps develop and grow companies, works with management on strategic planning and execution, trains and develops high performing management teams and executive talent. He is a frequent speaker at national and international conferences. His professional experience extends beyond academe and consultation and includes hands-on CEO and executive positions. He has served as long-term consultant to firms in a broad range of industries in US and abroad; such as, electronics, computers, software, biotechnology, hospitals and health care, media, advertising, financial services, real estate, forest products, not-for-profits and federal, state and local government. He co-founded the doctoral program in Organization Change and founded other firms.

Professor Motamedi has published and presented articles on a variety of topics including _strategic management, mergers and acquisitions, organization and transorganization development, network organizations, contextual competence, organization design, creativity and innovation, performance management, top executive transitions, CEO compensation, evaluation, executive leadership, team effectiveness, T-groups, managerial styles and consultation processe_s in international journals such as Organizational Dynamics, Academy of Management Review, California Management Review, Administrative Science Quarterly, Journal of Management Inquiry, Organization Development Journal, Journal of Creative Behavior, Zeitschrift Organizations Entwicklung, Group and Organization Behavior, Southern Business Review, Graziadio Business Review, Kiplinger and Books: Emerging Trends and Issues in Management, Consultation for Organizational Change, NTL Handbook of Human Relations Training, Proceedings of IFSAM and ACAS, Business Research Yearbook, Planning of Change, Contemporary Organization Development, Emerging Issues in Consulting, Research in Management Consulting.

Dr. Motamedi’s education, worldly experience, research, president/executive level teaching and consulting offer innovative multi-faceted approach to strategic management, developing and designing organizations, coaching executives and building effective strategic teams fit to lead, perform and prosper in our dynamic complex global environment.

Education

University of California, Los Angeles

Doctor of Philosophy (Honors)

University of California, Los Angeles

Master of Business Administration (Honors)

University of California, Santa Barbara

Master of Science in Electrical Engineering (Honors)

San Jose State University

Bachelor of Science in Electrical Engineering

Curriculum Vitae

Kurt Motamedi, PhD

Curriculum Vitae

 

ACADEMIC QUALIFICATIONS

A. Education

University of California, Los Angeles, Anderson Graduate School of Management
Ph.D. in Strategic Management
Minors: (1) Behavioral sciences, (2) Marketing, (3) International Finance
Dissertation: "The Interrelationships of Need for Achievement, Organizational Climate,
Management by Objectives (MBO) and Managerial Work Satisfaction"

University of California, Los Angeles, Anderson Graduate School of Management
M.B.A., Strategy and Organization Development

University of California, Santa Barbara, College of Engineering
M.S.E.E. (GPA:4.0), Electrical Engineering - Semiconductor Physics & Computers

San Jose State University, School of Engineering
B.S.E.E. Electrical Engineering

B. University Positions

Pepperdine University – GSBM
Professor of Strategy, Leadership and Organization (Tenured)

UCLA, Anderson Graduate School of Management
Visiting Professor of Management

UCLA, Anderson Graduate School of Management
Associate Professor of Management

Oregon State University, College of Business
Associate Professor of Organization Behavior (Tenured)
Assistant Professor of Organization Behavior Visiting Associate Professor of Management
UCLA, Anderson Graduate School of Management
Visiting Assistant Professor of Management
Research Fellow
Teaching Associate

C. Academic Memberships, Honors and Certification

Member, Academy of Management: Strategy and Policy, Organization Development, and Managerial Consultation Environment Divisions.

Past Division Chair Academy of Management, Managerial Consultation Division

Past Program Chair Academy of Management, Managerial Consultation Division

Certified in Group Development Consulting, and Certified in Organization Development Certified Consultants International - CCI (formerly, International Association of Applied Social Scientists - IAASS).

Member – NTL Institute (Applied Behavioral Science)

Member -- Society of Industrial and Organization Psychologists (SIOP)

Life Fellow -- UCLA, Division of Applied Behavioral Sciences and Ojai Leadership and Human Systems Laboratories

Life Member -- Beta Gamma Sigma (Honor Society)

Life Member – Kurt Lewin Society

UCLA Excellence in Teaching and Continued Service Award;

UCLA – Anderson Graduate School of Management Dissertation Award;

University of California Regents Award;

Western Academy of Management''s Ascending Scholar Award;

Visiting Scholar at Stanford University, University of Washington, and University of California, Irvine

INTELLECTUAL CONTRIBUTIONS

Publications

Motamedi, K. K. (2016). Integrative Consulting: Real Time and Transorganizational. Graziadio Business Review (GBR), 19(2). https://gbr.pepperdine.edu/2016/10/integrative-consulting/
Content Area: Contemporary business practice
Distribution Category: Articles on disciplinary research or theory
motamedi/intellcont/Integrative Consulting-1.pdf

Motamedi, K. (2015). A Framework To Evaluate Consulting Efforts. Graziadio Business Review, 18(1). motamedi/intellcont/A Framework To Evaluate Consulting Efforts-1.pdf

Motamedi, Kurt (2014) ICE: Integrated Consulting Evaluation, Organization Development
Journal.

Motamedi, Kurt (2012) Transorganizations: Managing in a Complex and Uncertain World Graziadio
Business Review v.15, No. 2, https://gbr.pepperdine.edu/2012/08/transorganizations-managing-in-a-complex-and-uncertain-world/

Greiner, L.; Motamedi, K.; Jamieson, D. (2011) New Consultant Roles and Processes in
a 24/7 World. Organization Dynamics.165-173.

Boje, David, Motamedi, Kurt; and Rosile, Grace Ann (2010) Transorganization Network and
Storytelling as Material Agency for Tetranormalization. ISEOR Proceedings of the Third International Conference and Doctoral Consortium on OD and Change with Academy of Management (AoM-USA). University Jean-Moulin, Lyon, France. June 14-16, 2010. 

Motamedi, Kurt (2010) Kurt Lewin''s Promise: Implications for Organization Change
Consultancy. Consultation for Organizational Change volume, Information Age Publishing
293-308.

Motamedi, Kurt (2010): Über Branchen, Kulturen und Organisationen hinweg ... Die Stärke Transorganisationaler Beratung. Ein Gespräch mit Dr. Kurt Motamedi, Zeitschrift OrganisationsEntwicklung, 2/2010, 29. Jg., 45-52.

Motamedi, Kurt (2009) Neurotic Styles of Management: Consultants Be Aware!
Emerging Trends and Issues in Management Consulting: Consulting as a Janus-Faced Reality, pp. 239–251 Information Age Publishing

Pamela Davidson, Kurt Motamedi, and Tony Raia (2009) Using Evaluation Research to Improve
Consulting Practice. Emerging Trends and Issues in Management Consulting: Consulting as a Janus-Faced Reality, pp. 61–74 Information Age Publishing

Motamedi, Kurt (2008). Company on the Couch: Coping with Organizational Dysfunctions. Journal
of Management Inquiry, 17(3), 239.

Motamedi, Kurt (2007) Seven Neurotic Styles of Management. Kiplinger Business Resource Center, May 15, 2007 https://gbr.pepperdine.edu/2010/08/seven-neurotic-styles-of-management/

Motamedi, K. K., Davidson, P., Raia, T. (2007). The Role of Evaluation in Management Consulting. 3rd International Conference on Management Consulting, 3, 1-17.

Wasilewski, N., Motamedi, K. K. (2007). Insights for Effective Strategic Planning. Competition Forum, 5, 229-235.

Motamedi, K. K. (2007). Kurt Lewin''s Promise and Choiceful Consulting. Academy of Management
Proceedings, 2007, 1-7.

Mallinger, M. A., Motamedi, K. K., McCord, L. B., Sommer, S. M., Valadez, R. M. (2006). Graziadio Faculty Discuss Ethics: Are there Rules of Ethical Conduct? Graziadio Business Report, 9(2), www.pepperdine.edu/gbr

Motamedi, K. K. (2006). Seven Neurotic Styles of Management. Graziadio Business Report,
9(4).

Motamedi, K. K., Wasilewski, N. (2006). Transnational transorganization systems: Evolution
and implications for competitive strategy. (1st ed., vol. 4, pp. 141-147). Competition Forum.

Motamedi, K., Wasilewski, N. (2006). Trends in Transnational Transorganization Systems. (vol. XV,
pp. 17-22). Advances in Global Management Development.

Motamedi, K. With N. Wasilewski (2006) Emerging Trends in Transnational Transorganization Systems. Pages 17-22 in Kaynak and T.D. Harcar (eds.) Advances in Global Management Development, Volume XV. Hummelstown, PA: International Management Development Association.

Motamedi, K. (2006) Transorganizations: Purposeful, Collaborative and Conflicting.
In P. Porter (Ed.) Conference Proceedings of the Thirteenth Annual International Conference on Advances in Management: Lisbon, 58-59, July 2006.

Mallinger, M. A., Motamedi, K. K., McCord, L. B., Sommer, S. M., Valadez, R. M. (2006). Graziadio Faculty Discuss Ethics: Are there Rules of Ethical Conduct? Graziadio Business Report, 9(2), www.pepperdine.edu/gbr.

Motamedi, K. K. (2005). Real Time Strategic Actionable Knowledge. Proceedings of Twelfth Annual International Conference on Advances in Management.

Motamedi, K. (2004). Transorganization systems. Proceedings of the Academy of Management 2nd
International Conference on Management Consulting. Lausanne, June.

Motamedi, K., Garcia, N. (2004) Transorganization Systems. Proceedings of 2nd International
Conference on Management Consulting, 17-25, Lausanne, France. June 23-25.

Motamedi, K. With N. Wasilewski (2003) Environmental uncertainty: Its relation to changes in environmental scanning information preferences. In S.K. Shah (Ed.). Proceedings of Eastern Academy of Management Tenth Biennial International Conference on Managing in Global Economy: Nations, Regions, and Globalism: Tensions and Opportunities, Porto, 20-24 June 2003.

Motamedi, K. (2002). The impact of environmental complexity on strategic decision-maker
preferences for scanning information attributes [interaktyvus]. Global Competitiveness, 2002 [þiûrëta 2006-08-22]. Prieiga per internetà

Motamedi, K. With N. Wasilewski (2002) Importance of Information Sought from Environmental Scanning: The Influence of Environmental Dynamism. In E. Kaynak and FD Sarvan (Eds.) Proceedings of the International Management Development Association Eleventh World Business Congress: The Impact of Globalization on World Business in the New Millennium: Competition, Cooperation, Environment, and Development. 304-312. Antalya, 10-14 July 2002.

Motamedi, K. With F. Massarik (2001) OD Theory, Its Nature and Its Links to Practice: Perspectives and Roads to Action. Proceedings of 2001 OD Network Conference, Vancouver, BC. November 2001. South Orange, N.J.: OD Network. 35-39.

Motamedi, K. & Wasilewski, N. (2000). Transorganization systems and globalization: developing
relations among organizations. In Hurst, D. (Ed.) Selected Papers in Organizational Theory, in Desmarteau, R. H. (Editor-in-Chief.). Best Paper Proceedings of the Administrative Sciences Association of Canada and International Federation of Scholarly Associations of Management, Joint International Conference, (Volume 21, No. 22: 168-177). Montreal, 8-11 July 2000.

Motamedi, K. With N. Wasilewski (2000) Transorganization Systems and Globalization: Developing
Relations Among Organizations. In R.H. Desmarteau, R. Laliberte and Y. Souli (Eds.) Proceedings of the International Federation of Scholarly Associations of Management, Vth World Congress: Taking Stock, Montreal, 8-11 July 2000.

Motamedi, K. With N. Wasilewski, M Jahn, and M. Keller (1999) The Challenges of Globalization:
Four Alternative Perspectives. In T. Peridis (Ed.). Proceedings of the Eastern Academy of Management Eighth Biennial International Conference on Managing in a Global Economy: Managerial Challenges for the 21st Century: Transformation and Integration. Prague, 20-24 June 1999.

Motamedi, K. With S. Nero (1999) The T-Group Journey: Learning Through Adapting, Coping
and Renewing, Reading Book for Human Relations Training T-Group, NTL Institute, 8th
Edition, 1999 pages 259-265.

Motamedi, K. Ethics and Organization Change (1998) (Eds.) Biberman, J. and A. Alkhafaji
Yearbook of Business Research Volume V, 1998, pp. 164-168.

Motamedi, K. (1997) Thinking About the Future: Revisiting Lewin." (Ed) Massarik, F. (ed.)
Lewin Legacy/Lewin''s Potential: Next Steps for Group Process, Consultation and Social
Justice. National Training Laboratories (NTL) Institute, Bethel, Maine, pages 255-271.

Motamedi, K. (1984). Transorganization development: developing relations among organizations.
In Warrick, D. D. (Ed.) Contemporary Organization Development, (Glenview, IL: Scott, Foresman and Company): 57-68.

Motamedi, K. (1985) Rev. Ouchi, W. The M Form Society , Academy of Management Review Vol.10, P.153

Motamedi, K. (1982) Extending the Concept of Creativity Journal of Creative Behavior, v16 n2
p75-88

Motamedi, K. (1981). Transorganization development (Trans OD). The National
OD Network (ODN) Conference and published in its Proceedings. Seattle: WA.

Motamedi, K.; Lundberg, C. (1979) Toward Extending the Teaching of Organization Behavior
Journal of Management Education pp 14-20

Motamedi, K. (1978). The Evolution from Interorganizational Design (IOD) to Transorganizational
Development (TOD). Proceedings of the National Academy of Management Meeting, San Francisco: CA, August 9-12.

Motamedi, K. (1977) Toward Explicating Philosophical Orientation in Organizational Behavior.
Academy of Management Review, 354-360

Motamedi, K. (1977) Transition at the Top. California Management Review; Winter77, Vol. 20 Issue 2, p67-73, 7p

Motamedi, K. (1977) Adaptability and Copability: A Study of Social Systems, Their Environment,
and Survival. Group & Organization Management, Vol. 2, No. 4, 480-490

Motamedi, K. (1977) Rev. Campbell, A. Converse, E., w. Rodgers Quality of American Life: Perceptions, Evaluations
and Satisfaction. Academy of Management Journal, Vol. 6, No. 4, 480-490

Motamedi, K. (1975) Leavitt, H., Pinfield, L. Webb. E. Organizations of the Future: Interaction with External
Environment Administrative Science Quarterly Vol. 6, No. 4, 317-320

Academic Presentations

Over one hundred academic Presentations on topics related to the publications listed above. A sample is provided below.

"Creating Knowledge Relationally", Motamedi, K. K., International Academy of Managment Conference, Annaheim, CA, Contemporary business practice, Articles on disciplinary research or theory. (August 6, 2016).
Client and consultant engagements provide valuable opportunities for generating new knowledge relationally. Doctoral studies focusing on consulting engagements are fertile grounds for providing real time data on multitudes of approaches and processes leading to innovative consulting topics, methods and process outcomes.

"Emerging Models of Consulting", Motamedi, K. K., 23nd Annual International Conference on Advances in Management, Jacksonville, FL 32202, USA, Contemporary business practice, Presentations at academic conferences and seminars. (July 21, 2016).
The presentation introduced a variety of new consulting types, topics, style and processes in ever changing world of consulting

"Creativity and Social construction of Reality", Motamedi, K. (Presenter & Author), 23rd Annual International Conference on Advances in Management, Boston (Newton), Massachusetts, Contemporary business practice, Presentations at academic conferences and seminars. (July 25, 2015).
Creativity is often viewed as personal attributes of individuals such as intelligence, spontaneity, eccentricity, peculiarity, knowledge, originality and some combination of them and similar personal qualities. Social conditions and situations impacting creativity are not commonly viewed as strongly related to creativity as personal attributes. This paper attempts to address some of the social factors that may influence or direct creativity.

"Improving Effectiveness of Business Education", Motamedi, K. (Coordinator/Organizer), 23rd International Conference on Advances in Management, Boston, Massachusetts, Global Business, Presentations at academic conferences and seminars. (July 23, 2015).
There are varieties of concepts, views and approaches embodied in business educations. Subjects underlying the business education are broad and encompass many fields. The purpose of business of education is also varied depending on the educational needs of the students. Business education effectiveness is ultimately determined by how well it is utilized in addressing challenges and opportunities facing mankind and management of resources toward achieving worthy goals.

"Creative Journey", Motamedi, K. (Panelist), 23rd International Conference on Advances in Management, Boston, Massachusetts, Contemporary business practice, Presentations at academic conferences and seminars. (July 22, 2015).
Creativity can be construed as a journey through multi-phases of observations, thinking and experimentation. This presentation introduces some of the critical phases in creative process and outlines their attributes.

"Kurt Lewin''s Tradition in an Unfolding Emerging World", Motamedi, K. K. (Presenter & Author), International Academy of Management Meeting, Florida, Value-based leadership, Presentations at academic conferences and seminars. (August 12, 2014).
Program Session #: 1010 | Submission: 17206 | Sponsor(s): (ODC, MC, CMS)
Scheduled: Monday, Aug 12 2013 1:15PM - 2:45PM at WDW Coronado Springs Resort in Baja

Lessons from Kurt Lewin for a Post-Crisis Future
Lewin''s Post -Crisis Relevance

Chair: Julie Wolfram Cox; Monash U.;
Discussant: Earl T. Braxton; Edge Associates;
This symposium, chaired by Julie Wolfram Cox will identify how the world''s crises might be addressed at an organizational level by applying the concepts and ethics of Kurt Lewin (1890 - 1947), the "founding father of planned change". Dr Kurt Motamedi will set out the relation between Lewin''s principles and ethics, and the places where they might be needed today. Dr Jean Neumann will present a personalized account of how it has been possible to work as a practitioner while exploring and developing Lewinian values. Dr Bill Cooke will present a provocative and contrarian set of "rules of thumb" for practitioners trying to engage with crisis at the organizational level. Dr Earl Braxton, practitioner-scholar, will as discussant, respond from a practitioner perspective to the presentations before opening up to a larger debate.
Search Terms: Kurt Lewin, Social Change, Organization Development

Kurt Lewin''s Tradition in an Unfolding Emerging World
Presenter: Kurt Motamedi; Pepperdine U.;

More Than an Iceberg: Developing through Professional Relatedness to Kurt Lewin
Presenter: Jean E. Neumann; Tavistock Institute;

Re (Re-) Visiting Rules of Thumb for Changing Organizations in Crisis
Presenter: Bill Cooke; Lancaster U.;

"Consulting and Power dynamics", Motamedi, K. K. (Discussant), International Academy of Management Meeting, Florida, USA, Contemporary business practice, Presentations at academic conferences and seminars. (August 10, 2013).
Discussant and critical commentator for the following papers presented in the session.
1. The performance of authority in organizations: an example from management consulting
Author: Nicolas Bencherki; U. at Albany-SUNY;
Author: Alaric Bourgoin; Mines ParisTech;
Winner of the Management Consulting Division Outstanding Field Report Paper Award
2. Shaping the conversation: How management consultants engage knowledge boundary processes Author: Anne Messervy; QUT;
3. INTERNAL CONSULTANTS AS CHANGE AGENTS: Roles, Responsibilities and Organizational Change Capacity
Author: Karthik Subbiah; Dell Global Analytics, India
4. Money Talks: The role of communication in monetarizing knowledge value
Author: Karl Joachim Breunig; BI Norwegian Business School;
Author: Henri Johan Eduard Roberts; BI Norwegian Business School; Henri Johan Eduard Roberts; BI Norwegian Business School

"Doctoral Consortium", Motamedi, K. K. (Presenter Only), International Academy of Management Meeting, Florida, Contemporary business practice, Presentations at academic conferences and seminars. (August 10, 2013).
The topic of this Management Consulting Doctoral Consortium is ''being scholarly and practical during doctoral studies''. We aim to increase our understanding about inter-related needs to be both scholarly & practical during those doctoral studies based on practice, intervention, or something else related to consulting and change. Working together, faculty and students will identify necessary harmonies & trade-offs in meeting academic standards for those studying for a doctorate with a practice-based element to it (e.g. DBA, Ph.D, Ed.D, & DB). We aim for an atmosphere of mutual inquiry as this topic reflects a concern that preoccupies scholarly practitioners & practicing scholars regardless of where they work or what they do as behavioral & social scientists after receiving their degrees. In the final section of the Consortium, guest speakers will share how they have handled harmonies & trade-offs in being both scholarly & practical at different points in their careers.

"Management Consulting in the Rough: Linking Research and Practice to Address Organizational Concerns", Motamedi, K. K. (Presenter & Author), International Academy of Management Meeting, Florida, Contemporary business practice, Presentations at academic conferences and seminars. (August 10, 2013).

For generations the relationship between theory and practice has been discussed in the social sciences. The academic community often laments about the divide between the nature of the knowledge produced in management research and its application to practice in organizations. Academics are concerned with methodological rigor and managers seek practical relevance to organizational challenges. In the face of the prevalence of this topic in academic conversations, it''s curious that we do not have a deep understanding of how we can bridge the gap between theory and practice, making research more useful. The purpose of this Professional Development Workshop is to provide participants with a venue for sharing knowledge about the underlying processes of and opportunities for conducting relevant and useful research in the field of management consulting. The session brings together established scholars, practitioners, scholar-practitioners, and doctoral students, creating a forum through which research ideas can be shared and research partnerships that emphasize relevant inquiry can be established.

"Key Note: Leadership and Strategy", Motamedi, K. K., Strategic Management Institute Annual Meeting, Tehran, Contemporary business practice, Presentations at practitioner seminar or conventions. (November 2012).
Leadership and Strategy are often intertwined. The key note presents attributes of successful strategic leadership.

"Strategy and Discontinuous Change", Motamedi, K. K., First International Conference on Competence-Based Strategic Management, Copenhagen, Denmark, Contemporary business practice, Presentations at academic conferences and seminars. (November 29, 2012).

As firms routinize their processes for the sake of efficiency and buffer themselves from environmental changes, they tend to constrain flow of information and knowledge that are seemingly irrelevant or distracting to the efficiency paradigm. Such constraints may prevent anticipating and capitalizing on innovation opportunities. The paper focuses on how should firms address the emerging new paradigm shifts, assess the potentials for new developments and build competencies to capitalize on opportunities created by timely change?

"Adaptive Foresight: A New Approach to Governing Sustainable Transorganizational Innovation Processes", Motamedi, K. K. (Presenter & Author), D. W., Academy of Management Meeting, Boston, MA, Contemporary business practice, Presentations at academic conferences and seminars. (August 5, 2012).

Innovation takes place at many transorganizational levels: company, industry sector, region, transnational, and international systems. Knowledge is often granular and distributed among players at different levels. The emerging foresight challenge is to create a system that incorporates the most effective ways of building and capturing (1) existing knowledge; (2) generating new knowledge and learning; and (3) the capacity of understanding and resolving the complexities and dynamics at the local and global levels both in terms of long-term perspectives and challenges and here-and-now decisions to construct a better future (Ian Cairncross, 2007). Foresight processes provide an alternative strategy to addressing the world-wide lack of soft governance approaches to deal with complex and unpredictable transformation patterns in a proficient and sustainable way. They focus on the increasing need of both economic and social policy for generating anticipatory sustainable strategies and future scenarios in the present and for the future.

"Balancing Practice Challenges and Academic Standards", Motamedi, K. K., Academy of Management Meeting, Boston, MA, Contemporary business practice, Presentations at academic conferences and seminars. (August 4, 2012).
In a world of continuous change and learning, how viable are managerial practices in view of academic research and standards? This session addresses approaches to balancing practice and academic standards. It describes challenges and opportunities for a more integrative approach to practice in view of academic standards.

"Team Leadership", Motamedi, K. K., Executive Programs in E.M. Lyon University, Lyon, France, Corporate Citizenship, Presentations at academic conferences and seminars. (May 2012).
Seminar on team dynamics and team-based leadership

"Disruptive Change", Motamedi, K. K., 2012 Advances in Business-Related Scientific Research, Venice, Italy, Contemporary business practice, Presentations at academic conferences and seminars. (March 30, 2012).
Often, internal organization disruptions are driven by the changes in the external environment
The intensity and impact of disruptions depend on organizational preparedness or ability to respond to disruptive changes
Critical to effective response is an organization''s capabilities to galvanize and activate resources and actions to prevent and deal with disruptions. Ultimately, disruptive change can be used as opportunity for gaining strategic advantage for a capable, well prepared and appropriately resourced organization.

Four Case Examples of Disruptive Change

Case 1- Fukushima Disruption
Case 2- 2008 Financial Disruption
Case 3- 9/11 Disruption
Case 4- Digital Camera Innovation Disruption

"Disruptive Change", Motamedi, K. K. (Presenter & Author), Advances in Business-Related Scientific Research Conference, Venice, Italy, Contemporary business practice, Presentations at academic conferences and seminars. (March 30, 2012).
Often, strategies that are developed to address the disruptive change prove to be useless and stand inoperable. There are many case studies of failed strategies associated with disruptive change. A meta-methodological approach is discussed to outline common characteristics associated with disruptive change including user-driven transorganizational, communal, regional, and continental levels of understanding of the disruptions before, during and after a disruptive impact. Patterns of successful strategies development intending to address such situations are outlines along with their level of success.

"Strategy in the Age of Turbulence", Motamedi, K. K., 2011 Strategic Management Conference, Tehran, Contemporary business practice, Presentations at practitioner seminar or conventions. (November 2011). Key note speaker on strategy in the age of turbulence

"The relevance of Lewin''s contribution in the new age", Motamedi, K. K., Lewin Conference, Maryland, Core Values: Stewardship, Responsibility, Compassion, Presentations at academic conferences and seminars. (October 2011).
Highlighted the relevance of Kurt Lewin''s approach and action research in contemporary world.

"Transorganization Thinking and Consulting", Motamedi, K. K., 2011 Academy of Management Meeting, San Antonio, Contemporary business practice, Presentations at academic conferences and seminars. (August 15, 2011).

"ASSESSING PHILOSOPHICAL BASES OF LABORATORY AND T-GROUP INTERVENTIONS", Motamedi, K. K. (Presenter & Author), Management Makes the World Go Around, Vienna, Austria, Contemporary business practice, Articles on disciplinary research or theory. (December 2010).

"Positioning for Opportunities: Mergers & Acquisitions", Scully, J. J. (Presenter Only), Rehfeld, J. E., Motamedi, K. K., Positioning for Opportunities: Mergers & Acquisitions, Silicon Valley Bank, Global Business, Presentations at practitioner seminar or conventions. (November 6, 2010).
Assembled 8 speakers to address current M&A issues, including individuals from Pepperdine (2), Pricewaterhouse Coopers (2), Pagemill Partners, Rho Ventures, Quadrix Partners and AM&AA

"Systemic Structural Constellations" - A New Form of Consulting Using Body Impressions and Feelings", Motamedi, K. K. (Presenter Only), Academy of Management, Montreal, Canada, Contemporary business practice, Presentations at academic conferences and seminars. (August 2010).
This workshop aimed to show how the new consulting method "Systemic Structural Constellation" is used as an effective method of solution finding process

"Future OD Consulting Roles in a 24/7 World", Motamedi, K. K. (Presenter Only), Jamieson, D. (Presenter Only), Ennsfellner, I. (Presenter Only), Academy of Management, Montreal, Canada, Contemporary business practice, Presentations at academic conferences and seminars. (August 2010).
Fast-paced environments present firms with unprecedented threats and opportunities for success. These new forces call for a real-time consultant who pursues dynamic strategies and actions.

"Transorganization Network and Storytelling", Boje, D. (Presenter & Author), Motamedi, K. K. (Presenter & Author), Rosile, G. A. (Presenter & Author), Comparative approaches between research, Lyon, France, Contemporary business practice, Articles on disciplinary research or theory. (June 2010).
There is a transformation of norms of sustainable development, accounting, human resources, trade economics in global economy. The paper exhibits how tetranormalization is a transorganization phenomenon.

"the Third International Conference and Doctoral Consortium on OD and Change", Boje, D. (Presenter & Author), Motamedi, K. K. (Presenter & Author), Rosile, G. A. (Presenter & Author), Colloque 2010 Organization Development and Change, Lyon, France (University Jean-Moulin), Contemporary business practice, Articles on disciplinary research or theory. (June 24, 2010).

"Innovative Consulting in a World of Disruptive Strategies", Motamedi, K. K. (Presenter & Author), 2011 Academy of Management, San Antonio, Texas, Contemporary business practice, Presentations at academic conferences and seminars. (August 13, 2011).

Challenges in Consulting Relationships, Motamedi, Academy of Management Meeting - 2009, Chicago, IL, Global Business, Presentations at academic conferences and seminars. (August 2009).

Evaluating Consulting Outcomes, Academy of Management Meeting - 2009, Chicago, IL. (August 2009).

New Emerging Consultant Roles in a 24/7 World, Academy of Management Meeting - 2009, Chicago, IL, (August 2009).

Design and Teaching a Management Consulting Course: Discipline Courses are Not Sufficient, Fourth International Conference of Management Consulting: The Changing Paradigm of Consulting, Vienna, Austria. (June 2009).

New and Changing Roles for Consultants, Fourth International Conference of Management Consulting: The Changing Paradigm of Consulting, Vienna, Austria, (June 2009).

Qualification, Skill and Competence Building, Fourth International Conference of Management Consulting: The Changing Paradigm of Consulting, Vienna, Austria. (June 2009).

Key Note Speaker: Globalization: Western Europe and Southeast Asia, Kurt Lewin International Colloquium, Rutgers, New Jersey. (September 13, 2008).

Kurt Lewin''s Promise, Kurt Lewin International Colloquium, Rutgers, New Jersey, Stewardship, Presentations at academic conferences and seminars. (September 12, 2008).

Managing Knowledge and Organization Development, Motamedi, K. K. (Presenter & Author), 2nd Annual Knowledge Management Forum, Malibu, CA, (September 11, 2008).

Neurotic Styles of Management and Consulting, Academy of Management, Anaheim, CA, (August 14, 2008).

Kurt Lewin: His Approach, His Legacy, Our Questions, Academy of Management, Anaheim, CA, (August 13, 2008).

Are consultants Truly Professionals? Academy of Management, Anaheim, CA, (August 8, 2008).

Intelligent Leader, 1st International Conference on Social Intelligence, Boston, MA. (July 16, 2008).

Leadership: The Neurotic Boss, UCLA Annual Alumni Conference, Anderson School - Westwood, Los Angeles, Core Values: Stewardship, Responsibility, Compassion, (October 13, 2007).

Kurt Lewin''s Promise and Choiceful Consulting, Academy of Management Meeting 2007 Annual Meeting, Philadelphia, (September 7, 2007).

Research on Industries and Firm Clusters, Academy of Management 2007 , Philadelphia, PA, (August 9, 2007).

Planning to Plan, The Sixteenth Annual World Business Congress of the International Management Development Association: Beyond Borders: New Global Management Development Challenges and Opportunities, Maastricht, Contemporary (July 2007).

Evaluation Competencies for Management Consultants, The Third International Conference on Management Consulting, Copenhagen, Denmark, (June 1, 2007).

Performance and Natural Environment, Academy of Management, Atlanta, GA, Stewardship, (August 14, 2006).

Transorganizations: Purposeful, Collaborative and Conflicting, Thirteenth Annual International Conference on Advances in Management, Lisbon, Portugal, Global Business. (July 2006).

Emerging Trends in Transnational Transorganization Systems, Fifteenth Annual World Business Congress of the International Management Development Association: Technology, Structure, Environment and Strategy Interfaces in a Changing Global Business, Sarajevo, Global Business, and (June 2006).

Strategic Consulting: Assessing and Fixing Consultant Client Relationships, Academy of Management. New Orleans, Louisiana, (August 4, 2005).

Real Time Strategic Actionable Knowledge, Twelfth Annual International Conference on Advances in Management, Washington, D.C., Contemporary business practice, (July 22, 2005).

Confines of Actionable Knowledge in Real Time, The Second International Conference on Management Consulting, Lausanne, Switzerland, Value-based leadership, Presentations to education seminars or conventions. (June 4, 2005).

Emerging Trends in Transnational Transorganization Systems. Fifteenth Annual World Business Congress of the International Management Development Association: Technology, Structure, Environment and Strategy Interfaces in a Changing Global Business, Sarajevo, 18-12 June 2006.

Transorganizations: Purposeful, Collaborative and Conflicting. Paper presented at the Thirteenth Annual International Conference on Advances in Management. Lisbon, 19-22 July 2006.

Performance and the Natural Environment. Academy of Management. Atlanta, 14 August 2006.

Building Your Academic Consulting Practice. The Graziadio School. Pepperdine University, Faculty Development Workshop, 8 February 2005

Time Strategic Actionable Knowledge. Twelfth Annual International Conference on Advances in Management. Washington, D.C., 23-24 July 2005.

The Confines of Actionable Knowledge in Real Time. 2nd International Conference on Management Consulting on The future of Consulting. New Pathways to Success. Lausanne, 23-25 June 2004.

Transorganization Systems. 2nd International Conference on Management Consulting on The future of Consulting. New Pathways to Success. Lausanne, Switzerland. 23-25 June 2004.

Strategic Consulting: Assessing and Fixing Consultant Client Relationship. Academy of Management Meeting. New Orleans, August 2004.

Innovating Operational Strategies in a Vortex. Association for Strategic Planning. Los Angeles, 8 November, 2004.

Environmental Uncertainty: Its Relation to Changes in Environmental Scanning Information Preferences. Eastern Academy of Management Tenth Biennial International Conference on Managing in Global Economy. Nations, Regions, and Globalism: Tensions and Opportunities, Porto, 20-24 June 2003.

Management Consulting Executive Committee Meeting. Academy of Management Meeting. Seattle, 3 August 2003.

Network of Influence: Stakeholders, Collaborators, & Routinized Knowledge Transfer. Academy of Management Meeting. Seattle, 4 August 2003.

Management Consultancy and Future. Academy of Management Meeting. Seattle, 4 August 2003.

Helping Successful Leaders get Even Better. Academy of Management Meeting. Seattle, 4 August 2003.

Developing Leaders. Academy of Management. Seattle, 4 August 2003

Executive Leadership. Kinecta, Inc. Annual Meeting. Manhattan Beach 18 August 2003. (Management Seminar and Lecture.)

Developing the Discipline of Consulting: Challenges, Pedagogy, Research and Reflection, Academy of Management Annual Meeting. Denver, 9 August, 2002.

The Impact of Environmental Complexity on Strategic Decision-Maker Preferences for Scanning Information Attributes. Paper presented at the American Society for Competitiveness Thirteenth Annual Conference: Competition in a Turbulent. World, Alexandria, 10-12 October 2002.

Importance of Information Sought from Environmental Scanning: The Influence of Environmental Dynamism. Paper presented at the International Management Development Association Eleventh World Business Congress: The Impact of Globalization on World Business in the New Millennium. Competition, Cooperation, Environment, and Development. Antalya, 10-14 July 2002.

Developing the Discipline of Consulting: Challenges, Pedagogy, Research and Reflection, Academy of Management Annual Meeting. Denver, 10 August, 2002.

Designing and Teaching Curricula in Management. Academy of Management Annual Meeting. Denver, 10 August 2002.

Developing Effective Leaders: Consulting Lessons from Governments and Others, Academy of Management Meeting, Washington, D.C. August, 2001.

Using Consulting for Scholarly Research, Academy of Management Annual Meeting. Denver, 10 August, 2002.

Efficient Networking between Business and Academia through Consulting. Academy of Management Meeting. Denver, 14 August 2002.

Using Judeo-Christian Faith Based Principles in Organizations, The Academy of Management Meeting, Washington, D.C., August 2001.

Application of Entry-level Competencies to Organization Development and Change, The Academy of Management Meeting, Washington, D.C., August 2001.

Doctoral Consortium for Executive Alternative Programs in OD and Management, The Academy of Management Meeting, Washington, D.C., August 2001.

OD Theory, Its Nature and Its Links to Practice: Perspectives and Roads to Action. Paper presented at 2001 OD Network Conference, Vancouver, B.C. November 12, 2001.

State of Management Consulting in 2001 and Future Promises. Academy of Management Meeting, Washington, D.C., August 2001.

Transorganization Systems in Global Arena. Paper presented at Western Academy of Management Sixth International Conference on The Past Decade Revisited: Implications for 21st Century, Shizuoka, and 9-12 July 2000.

Transorganization Systems and Globalization: Developing Relations Among Organizations. Paper presented at Administrative Sciences Association of Canada and the International Federation of Scholarly Associations of Management, Joint Conference 5th World Congress: Taking Stock, Montreal, 8-11 July 2000. Best Paper Award.

Spirituality, Organization and Consulting in a New Time, Academy of Management Meeting, Toronto, August 2000.

Useable and Useful Knowledge. Doctoral Consortium for Executive and Alternative Doctoral Programs. Academy of Management Meeting, Toronto, August 2000.

Essentials of Effective Consulting: Critical Concepts and Skills. Academy of Management Meeting, Toronto, August 2000.

Advanced and Emerging Consulting Competencies. Academy of Management Meeting, Toronto, August 2000.

Learning From the Times: A large Group Dialogue with Past ODC Division Chairs. Academy of Management Meeting, Toronto, August 2000.

The New Rules: Consulting in Internet Time. Academy of Management Meeting, Toronto, August 2000.

The Challenges of Globalization: Four Alternative Perspectives. Paper presented at Eastern Academy of Management Eighth Biennial International Conference on Managing in a Global Economy: Managerial Challenges for the 21st Century: Transformation and Integration. Prague, 20-24 June 1999.

OB/OT/OD Doctoral Students Consortium Academy of Management Meeting, IL: Chicago, August 5-7, 1999.

Surviving Your Dissertation, Doctoral Students Consortium Academy of Management Meeting, IL: Chicago, August 5-7, 1999.

Educating Scholar-Practitioners Academy of Management Meeting, IL: Chicago August 1999.

Extending Kurt Lewin''s Legacy into the Emerging Pluralistic World, Academy of Management Meeting, IL: Chicago August 1999.

New Directions in Consulting, Academy of Management Meeting, IL: Chicago August 1999.

Doctoral Education Trends Academy of Management Meeting, IL: Chicago August 1999.

Organization Development and Change Consortium for Alternative Doctoral Programs, Academy of Management Meeting, IL: Chicago August 1999.

Missing Elements in Organization Development and Change, Academy of Management Meeting, IL: Chicago August 1999.

Challenges of Globalization: Four Alternative Perspectives, Eighth Biennial International Conference on Managing Global Economy: Managerial Challenges for the 21st Century: Transformation and Integration, Prague CZ, June 1999.

Revisiting Globalization: A Managerial Perspective, Conference on Managing Global Economy: Managerial Challenges for the 21st Century: Transformation and Integration, Prague CZ, June 1999.

Introspective Learning, Western Academy of Management. – Redondo Beach, CA, March 1999.

Lewin Legacy, Western Academy of Management. Redondo Beach, CA, March 1999.

Extending Beyond the Cultural Stereotypes: The Role of Family Culture, The Fifth International Western Academy of Management Conference. Istanbul, Turkey, 1998.

Ethics and Organizational Change, International Academy of Business Disciplines, San Francisco, CA, 1998

Activism, Ethics and Change, International Academy of Business Disciplines, San Francisco, CA, 1998.

Grounding Theory: Ordinal and Impactful Change, Looking to Cases Around the World," Academy of Management Meeting, San Diego¸ CA, 1998.

Impacts Through Collegial Support, Western Academy of Management _ Conference. Portland, OR, 1998 (accepted).

Performance Appraisal, Western Academy of Management Conference. Portland, OR, 1998.

Symposium: Reflecting on Global Management of Change: Experience and Learning in Four Cultural Settings, The Fifth International Western Academy of Management Conference. Istanbul, Turkey, 1998.

Extending Beyond the Cultural Stereotypes: The Role of Family Culture, The Fifth International Western Academy of Management Conference. Istanbul, Turkey, 1998.

Ethics and Change, International Academy of Business Disciplines,
San Francisco, CA, 1998
Thinking About the Future: Revisiting Lewin, The 50th Anniversary of NTL Institute (The Great Gathering). Bethel, Maine, 1997.

Participatory Strategic Planning. Academy of Management Meeting. Boston, Mass, 1997
(with Max Elden).

Research and Understanding - Reflecting on the Ojai Basic Group Experience," The 50th Anniversary of NTL Institute Event (The Great Gathering). Bethel, Maine, 1977 (with N. A. Anderson, University of Massachusetts and B. Brewer, People Sense).

Organizational and Institutional Effects: Culture, Vision, and Rigidity, Western _ Academy of Management. April 1997 - Squaw Valley, CA.

Making a Difference Through Unexpected Impacts of Academic Encounters, Western Academy of Management. April 1997 - Squaw Valley, CA.

Practical Dilemmas of OD Practitioners: Ethics and OD Practice. Los Angeles OD Network," Antioch University - Los Angeles. 1997 (A full day program on ethics in OD with Professors Ian Mitroff, USC and Susan Nero, Antioch University).

Managing in a Dynamic Environment, Annual International Conference on Advances in Management, Toronto, Canada, 1997

Managing in a Dynamic Environment, Fourth Annual Conference on Advances in Management. Toronto, Canada, 1997.

Competition and Collaboration Among and Within Health Care Organization, Western Academy of Management, Banff, Alberta, 1996.

Rancho La Puerta: Siempre Mejor, The Fourth International WAM Conference. Guadalajara, Mexico. 1996 (with Barbara Hillman).

The O.D. Bottom-Line: Defining Our Values for the Future, National Organization Development network. Orlando, FL October 5, 1996.

Exploring International Management Education Options, Academy of Management Meeting. Vancouver, B.C. August 7, 1995

Healing the Wounds of Academe. Western Academy of Management, "Doctoral Students and Junior Faculty Symposium," San Diego, 1995 (With Nakiye Boyacigiller, Joanne Martin, and Andre Delbecq).

WAM Membership Survey, Presented to the President (Andre Delbecq) and The Executive Board of Western Academy of Management, 1994 and 1995. The report is a broad and thorough survey of all WAM members and suggests major changes in its governance and academic orientation.

Values and Practice, Western Academy of Management, San Jose, CA, 1994

Academic Service to Profession

Past Division Chair of the Academy of Management– Managerial Consultation Division.

Division Chair of the Academy of Management– Managerial Consultation Division.

Division Chair-Elect of the Academy of Management– Managerial Consultation Division.

Program Chair of the Academy of Management– Managerial Consultation Division.

Program Chair-Elect, Academy of Management, Managerial Consultation Division.

Program Chair, Professional Development Workshops, Managerial Consultation Division.

Executive Board Member, Academy of Management, Managerial Consultation Division.

Academic Reviewer:

Academy of Management Divisions:
Policy and Strategy
Management Consulting
Organization Development and Change
Organization and Natural Environment
Management Education and Development
Organization Behavior
Social Issues in Management

International Conference on Advances in Management Divisions:
Strategic Management
Organization Theory
Organization Behavior
Western Academy of Management

Academic Membership

Academy of Management, Divisions: Policy and Strategy; Managerial Consultation; Organization Development and Change, (Organization and Management Theory, Management and Spirituality (Interest Group)
Society for Industrial and Organization Psychologists (SIOP) (retired)

EXECUTIVE AND MANAGEMENT EXPERIENCE

University Administration

Pepperdine University – GSBM

Chair of Strategy Discipline
Associate Dean of Executive Programs: programs included MSOD (Masters of Science
Organization Development), Executive MBA (E-MBA) program and the Presidents and
Key executive (PKE/MBA).

Oregon State University - College of Business:

Chair of Executive Programs
Area Chair/Coordinator of Behavioral Sciences

UCLA – Anderson Graduate School of Management:

Administrator/Coordinator Executive Education Programs
Administrator/Coordinator of Residential Executive Program
Advanced Management Program, and Short Courses for Executives.

Doctoral Program

Early in 1995 with the collaboration of the Graduate School of Education and Psychology (GSEP) faculty, I founded the new Ed.D. program in Organization Change (Ed.DOC). The program has gained national reputation and proved successful. This innovative program has over 30 students and draws internationally known speakers from human and organization development fields and other affiliated fields. Serve as dissertation chair and advisor to students in the program.

Other Administrative Roles

Associate Dean of Pepperdine Presidents and Executive MBA programs
Founder and Director of GSEP''s Doctorate Program in Organization Change 1995-
Chair of GSBM Faculty Council (Pepperdine – Current
Chair, Director and Member- Doctorate in Organization Change
Academic Chair- Presidents and Key Executives MBA Program Committee
Academic Chair- Executive Programs Committee
Member - University Academic Council
Member - GSBM Academic Council
Member - Master of Science Organization Development

IV. TEACHING EXPERIENCE

A. UCLA, Pepperdine, Oregon, London School of Business

1. Ph.D., Ed.D., MBA, and MSOD, Masters Level Courses

Strategy Related: Strategy Formulation, Strategy Execution, Strategic Change, Change Management, Supply/ Business Model Design and Implementation, Value Chain Design and Implementation, Mergers and Acquisitions

Organization Development Related: Consulting skills, Systems Diagnosis, Group Dynamics, T-Groups, Interaction Labs, Leadership Development

Organization Design Related: Managing Innovation and Creativity, Organization Theory, Organization Dynamics, Organization and Management Systems, Job Design, Performance Management

Large Systems: Transorganization Systems, Transorganization Development, Complexity

2. Doctoral and Masters Supervision

Nearly 1000 Masters thesis and Doctoral dissertations at Oregon, London School of Business, Pepperdine and Antioch

B. Special Programs

UCLA- Anderson Graduate School of Management and Oregon- College of Business Special Programs:
Recipient of Excellence in Teaching and Service Award, for the following programs

UCLA Ojai Human Relations Leadership Laboratories, 1978-1998 (20 years)

Consulting Skills in Human
Advanced Consulting Skills
Organization Development
Advanced Organization Development
T-Groups
Change Labs

UCLA Engineering Management Program (1976 – 1995)

Research and Development Policy
Building and Maintaining Highly Effective Hi-Technology Teams
Organization Development and Change
Managing for Productivity and Quality Work-Life

V. A SAMPLE OF EXECUTIVE AND CONSULTING PRACTICE

Board and C- Level

CEO and President, Executive Alliance, Inc.
CEO and President, Paragon Institute, Inc.
Managing Partner, K&B Properties
Advisory Board of Directors, Labcyte, Inc., a Nano-Technology Biotechnology Instrument
Board of Directors, Questemp, Inc. Employment and Placement Co.
Associate Dean Scope: Strategic management of business and turning around this multi-million dollar business. The office of education met and exceeded its revenues and profit targets.

Director and Management Level:

Director of Business Development Stewart Warner Micro-electronics
Director of Special Projects, Steward Warner Micro-electronics (semiconductors)
Director of Executive Programs Pepperdine (2002-2003) Met and exceeded on all financial targets, major redesign of the programs (Executive MBA and Presidents and Key executives).

Consulting (long term engagements)

Consultant to the key executives of Fortune 100 consumer good company with over $7 Billion revenues. Scope: consultation for top management and turnaround. Resulted in millions of dollars of savings and substantial increased customer satisfaction. Innovative redesign of the organization through strategic change, performance management, and controls. Strategic change in its operations in Japan. (2003 - )

Consultant to the Chairman of the Board and CEO of a fast growing software development company Scope: consultation on strategic planning, top management team building and organization design and development.

Consultant to the General Manager of a high technology and high growth biotechnology and nanotechnology company. Scope: consultation on organization development and design.

Consultant to the general manager of a leading biotechnology research and development company with revenue of about $650. Organization development change consulting included: includes full range of projects: executive coaching; sociotechnical design, and cross/functional team building.

Consultant to a non-profit technology based international association and conducted annual leadership training of its executive volunteers.

Consultant to C-level management of a prominent international soft-drink company. Conducted organizational survey and team building of the top executive team. 1996-1997

Consultant to the CEO and the executive team of major health care and hospital organization including a 400(+) beds full service hospitals and medical center. Worked with all departments and functions and helped build its market share strategic planning and timely execution gaining competitive lead in response to radical changes in the health care industry. The efforts included Organization development and change consulting spanning across full range of projects: executive coaching; strategy formulation and implementation; sociotechnical design, cross/functional team building; T.Q.M. implementation; acquisition and mergers; and many other projects.

Consultant to the CEO, COO, and top management team of this information systems integration co. Helped develop and later implement the company''s strategy. The revenue has grown 40 fold since then. 1984-1994

Consultant to the CEO, COO and top executives. Helped develop software development strategy for the company and all its divisions and implement the strategy organization-wide. The work included acquisition of three software companies and their integration into the company; management and large system organization development. The company''s revenue grew from 15 million to over 450 million before its merger with another company.

VI. FAMILY AND PERSONAL INTERESTS

• Married with two wonderful daughters and four grand children
• Founder/supporter of peer counseling method comforting cancer patients and their families at Stanford oncology department (1980) – it is now used pervasively world-wide.
• Sierra trekking and skiing
• Chess
• Various Community Organizations and Actions
• Real Estate Investments