Abstract: Organizations have used arts-based interventions (ABIs) for a variety of human resource and organization development from growing innovative capacity to helping manage change efforts. This integrative literature review explores what participatory ABIs in organizations, those which engage participants in diverse areas and levels of an organization's structures in making and/or performing art, produce. The empirical studies illustrate both practical aspects and the potential value of implementing participatory ABIs for developing the professional capacities of workers and as a tool for implementing organizational change efforts. Our findings and discussion attend specifically to the implications of participatory ABIs for developing organization development theories that embrace holistic ways of being, knowing, and doing at personal, interpersonal, organizational, and social levels.
