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1
Jumara, John J. Sturgeon James I. "A case study of the influence of organization theory on organizational change." Diss., UMK access, 2005.
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Thesis (Ph. D.)--Dept. of Economics and Dept. of Sociology/Criminal Justice & Criminology. University of Missouri--Kansas City, 2005.<br>"A dissertation in economics and social science." Advisor: James I. Sturgeon. Typescript. Vita. Title from "catalog record" of the print edition Description based on contents viewed March 12, 2007. Includes bibliographical references (leaves 137-149). Online version of the print edition.
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Murphy, Lee P. "Influencing Successful Organizational Change Through Improving Individual and Organizational Dimensions of Health." Thesis, Benedictine University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3583435.
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<p> In both academic and management literature it has been often stated that 70% of change efforts are not successful (Kotter, 1995; Smith, 2002). And while this failure rate may not be empirically tested, it points to a reality that most change efforts are not only difficult, but they are often unsuccessful (Hughes, 2011). When an organization undergoes a major organizational change process, the expected impacts include increased employee stress and overall productivity dips in the midst of the change (Dahl, 2011; Elrod II & Tippett, 2002). Measuring the impacts of change on employees and on organizational effectiveness during the change can add value and help increase the chances for change initiative success by allowing necessary adjustments and identifying and leveraging additional business improvement predictors along the way.</p><p> In this dissertation, I answer the question “What is the impact of going through a major organizational change on business outcomes and employee and organizational health?” My results suggest that an organization can transform the expected negative effects of a major change effort to positive effects by focusing on three things: 1) Improving employee mental health; 2) Increasing positive practices, including leadership’s impact on the organization; and 3) Improving employee involvement, communication, and teamwork. Finally, the results also show that improved employee mental health and improved positive practices are significantly related to improved business outcomes. Organizational change outcomes can be successfully informed by linking business outcomes with change impact measures.</p>
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Unger, Cai. "Key Concepts of Organizational Change - A Bibliometric Network Analysis." Thesis, University of South Alabama, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10643261.
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<p> The field of Organizational Change has seen a proliferation of publications of all sorts over the past two decades. In view of the emerging breadth of the field, it is becoming increasingly difficult for practitioners and researchers alike to separate the wheat from the chaff. At the same time, research suggests the majority of Organizational Change efforts are not successful. It is therefore my intent to map the nomological structure of the field of Organizational Change, determine the most dominating concepts, and identify any patterns or trends.</p><p> For that purpose I have collected bibliometric data from 1948 to 2016 and conduct a network analysis based on co-occurrence of keywords of Organizational Change.</p><p> My network analysis suggests five major findings. First, the field of Organizational Change has reached a level of maturity, which reduces the likelihood of breakthrough innovations. Second, only five concepts are dominating the field of Organizational Change today, which I label the “Top Five”: Change management, leadership, organizational culture, organizational learning, and innovation. Third, we are barking up the wrong tree, which means there is an inherent inconsistency between the topicality of the field, i.e. the dominance of very few topics, and the low success rate of Organizational Change projects. Fourth, it is still unclear how to exactly define and reliably measure change. Finally fifth, there seems to be too much focus on the paradigm that change is always preferably over an equilibrium.</p><p> I therefore propose three suggestions for further research. First, look beyond the Top Five concepts and create more dissonant discussion within the field, including a critical review of established paradigms. Second, revisit the established definitions and measurements of change, which includes questioning the widespread assumption that the majority of change efforts are failing. Finally third, conduct a network analysis based on a network of social actors of the field of organizational change, i.e. authors of organizational change.</p><p>
4
Brown, Steven Armenakis Achilles A. "Technology acceptance and organizational change an integration of theory /." Auburn, Ala., 2009. http://hdl.handle.net/10415/1991.
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Najrani, Majed. "The effect of change capability, learning capability and shared leadership on organizational agility." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10141724.
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<p> Organizational agility represents a new field of organizational study that is not well examined. In the past organizations had an unmatched competitive advantage due to low competition and higher barriers to entry into their markets. As a result, many organizations dominated their industries. However, in the era of globalization, individuals with an internet connection and the right skills can start new organizations that can compete on a global level. Consequently, organizations now are facing more competition that they experienced in the past. Another reason for increase competition is new technology. Technology is improving increasingly faster than any time in history. Therefore, organizations that are not agile could not survive in the current environment. </p><p> Agile entities realize that they have to become flexible and nimble to withstand competition. Accordingly, the researcher in this study proposes an organizational agility model and this proposed model is the focus of the study. The proposed model significant arises from the fact that currently there are limited numbers of models that help organizations in becoming agile entities. The characteristics in this study were based on Worley and Lawler (2010) “Agility and Organization Design: A Diagnostic Framework”. The study conducted a survey utilizing an instrument developed by Dr. Worley and Dr. Lawler that contains 15 agility characteristics. The survey uses all 15 characteristics to determine if the organization is agile. In addition, the study utilizes three of the 15 agility characteristics to determent if a relationship occurs between the study variables. </p><p> This quantitative study examined the relationship between change capability, learning capability, shared leadership and organizational agility. Moreover, understanding these relationships could assist scholars and practitioners in producing change programs that emphasize certain behaviors that make an organization agile. The study surveyed 116 participants and found that focusing on change capability, learning capability and shared leadership could contribute in creating agile organizations. Consequently, after evaluating the study results, a new agility model emerged. This model shows that organizations can achieve agility by developing change capability, learning capability, shared leadership, shared purpose and flexible resources. Ultimately, achieving agility could help organizations compete and endure now and the future.</p>
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Ishiyama, Howard Jiro. "Incremental change, turnaround, and transformation : toward a theory of public organizational change." Connect to resource, 1996. http://rave.ohiolink.edu/etdc/view.cgi?acc%5Fnum=osu1266934745.
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Koller, Ronald J. "The nonlinear relationship of individual commitment to organizational change and behavioral support." Thesis, Capella University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3645169.
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<p>This study examined the relationships between affective commitment to change (desire), normative commitment to change (obligation), and continuance commitment to change (cost), as predictors of behavioral support for change. Affective commitment to change and normative commitment to change both demonstrated curvilinear relationships with behavioral support. Continuance commitment to change did not. This study also used residualized relative importance analyses, techniques for a full decomposition of the variance in nonlinear regression models. The nonlinear models accounted for more of a change in variance than did the linear regression models. The discussion section includes a scatterplot diagram intended to bridge the gap between scholars and practitioners in that the figure illustrates a range of resistant to commitment behaviors that cause organizational change initiatives to fail. The conclusion provides recommendations for researchers regarding the inclusion of a nonlinear frame when designing organizational change studies, and recommendations for practitioners regarding the damage that compliance is responsible for in organizational change initiatives. </p><p> <i>Keywords</i>: commitment to change, resistance to change, organizational change </p>
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Chavez, Elisa. "The change equation| A correlation study of status quo bias in managers." Thesis, University of Phoenix, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10017972.
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<p> The purpose of the research study was to predict managerial resistance to status quo bias given the presence of dissatisfaction, vision, and a process outlined for change in the environment. According to the 79 participants surveyed in the study, dissatisfaction, vision, and a process outlined for change provided a statistically significant model for predicting manager resistance to status quo bias for the sample studied. Leaders may be able to use the results of the study to determine manager readiness for change. However, at best the study found only 45.3% of the reasons that predict managerial resistance to status quo bias, providing an opportunity for future researchers to validate empirically other factors that may predict manager resistance to status quo bias.</p>
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Herbert, Stacie Lynn. "A comprehensive literature review and critical anaylsis of servant leadership theory." Menomonie, WI : University of Wisconsin--Stout, 2005. http://www.uwstout.edu/lib/thesis/2005/2005herberts.pdf.
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Kautenberger, John. "Key descriptors of successful change leaders in Mergers and Acquisitions." Thesis, University of Phoenix, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3736717.
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<p> Leadership found the best form of communication and behaviors challenging and elusive during all phases of Merger and Acquisitions, (M&A). The majority of M&A resulted in lower than expected shareholder value as measured by yearly profits. A qualitative Delphi design was used to identify the key descriptors of leadership communication and behaviors witnessed that influenced motivation, morale, and productivity during mergers and acquisitions. The participants engaged by email in two rounds of behavior and communication key descriptor creation, and a telephonic interview that presented the witnessed M&A. The 25 participants were experts because of their knowledge of the PLM and software industry, knowledge of the industry’s history of mergers and acquisitions, and witnessed leadership communication and behavior during merger and acquisitions. In addition, the majority of the participants experienced multiple mergers and acquisitions under change leaders. This positioned the participants as experts that identified the successful leadership communication and behavior in a merger and acquisition. The Delphi results introduced the criticality in regard to knowledge in the art of leadership regarding adaptability to change and appropriate application of communication and behaviors during M&A. NVivo 10 a qualitative analysis tool helped produce organization, and broader meaning to the key descriptors. Once the key descriptors were categorized as leadership qualities, behaviors, and processes themes were extracted from the collected data that produced consensus in regard to best communication and behaviors, which positively influenced motivation, morale, and productivity of employees.</p>
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Balk, Katherine N. "Change from the inside out in Tanzania| Investigating change in a nonprofit organization in Bagamoyo, Tanzania, through participatory action research." Thesis, Pepperdine University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=1542253.
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<p> All over the globe, nonprofit organizations aim to strengthen communities while struggling with the restraints of limited resources. This research study involved Participatory Action Research (PAR) to examine how to build internal capacity in one such organization in Bagamoyo, Tanzania. This study was a partnership between me (the academic researcher) and organizational members and stakeholders of the Baobab Home. Through interviews and meetings, the project focus involved creating written contracts. Over the course of five meetings, contracts were researched, policies and procedures were discussed, and formal contracts were created in Swahili. Findings include a discussion of the role of the outside researcher in the PAR process, as well as the value of partnering with a cultural guide. This study also provides a look at how to use PAR to build capacity within organizations. Finally, there is a review of the project itself, its successes, and its lessons learned.</p>
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Milam, Ron. "Manager influence on collaborative change initiatives." Thesis, Pepperdine University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=1566766.
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<p> Ensuring all residents in Southern California have access to healthy food is one of many examples of an issue too complex and challenging for any one organization to change on its own. More and more, organizations work in collaboration and designate individuals to manage these collaborative change initiatives. This research uncovers the specific influence managers of collaborative change initiatives have in shaping positive outcomes for the collaborations they serve. Based on interviewing 11 managers and funders from six leading collaborative change initiatives, there are two contextual ways in which managers influence collaboration: their position itself carries influence and their ability to navigate the collaborative context they operate in. The main findings of this research share five key ways in which managers influence the collaborations they serve: their own personal characteristics and skills, the relationships they cultivate, the membership they support and empower, the processes they manage, and the culture they shape.</p>
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Green, Robert Anthony. "Effecting Organizational Change at the Macro Level of Professions." Thesis, Mississippi State University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10640074.
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<p> Much has been written in academic and popular publications about organizational change. Topics have ranged from case studies to anecdotal stories of how leaders can change an organization. There is little written on changing the culture and vision of a profession at the macro level. </p><p> This dissertation shows that one key to effecting change within a profession is to educate those at the entrant level and thereby effect change with the profession. Over time, these new entrants to the profession will rise to senior positions and be able to effect greater change through the hiring, training, and mentoring processes inherent in the professions and the organizations for which they work. One way to effect change in these entrants is through education in college and professional schools. This study is specifically focused on effecting change in the interdisciplinary field of engineering and public policy. Public policy involves countless infrastructure issues at all levels of government. Engineers are well-versed in dealing with the technical issues of infrastructure but their voice is often lacking at the policy level. Similarly, political scientists are well-versed in policy but are often lacking in a thorough understanding of the technical aspects of the policy. </p><p> Through an introductory course in engineering and public policy, undergraduate students from the seemingly disparate fields of engineering and political science were placed in a common classroom and through lectures, writings, presentations, and guided discussions their attitudes on key areas were changed. Areas studied were professional interest, legitimacy, deference, the public policy process, and education outside of a specific field. Through the process of education, changes in each of these areas was possible. Further, the movement was towards making students in each discipline more open to the input, opinions, and attitudes of others, and specifically in shifting engineers toward a more positive view of the public policy process. Being exposed to these topics and to each other’s thought processes, changes in professional attitudes were made. </p><p> While there is not a specific profession for which any research has been done, the military is used, in places, as an analog to the profession of engineering.</p><p>
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Wiard, Theodore John. "Leadership Behaviors in the Midst of an Organizational Change Initiative| A Case Study." Thesis, Grand Canyon University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10826393.
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<p> The purpose of this qualitative, single case study was to understand leadership behaviors that motivate internal stakeholders to trust a leader’s vision, embrace change, facilitate employee willingness to passionately implement actions needed for an organizational change initiative and willingly sustain a change initiative. A sample of 20 internal stakeholders was studied, five leaders and 15 followers within an organization of 800+ employees, located in the southwestern region of the United States, which is currently undergoing a change initiative. The research questions were based upon Kurt Lewin’s three-step model of change: unfreezing, transitioning, and refreezing. This research asked how leadership behaviors facilitated employee willingness to trust a leader’s vision and embrace change, passionately implement actions needed for a change, and sustain a change initiative, making an implemented initiative the new normal for the organization. Three themes emerged to address the research questions: 1) know your audience and walk your talk; 2) communication, vision, trust, and buy-in; and 3) residual passion and perseverance. Findings suggested that leadership behaviors influence internal stakeholders in relation to a change initiative and that leaders who are hands-on, consistent, and demonstrate a clear vision increased the possibility of gleaning passion and trust to increase the potential for success during an organizational change initiative. </p><p>
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Barnes, Mary. "Understanding the Sustainability of a Planned Change| A Case Study Using an Organizational Learning Lens." Thesis, The George Washington University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10931344.
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<p>The concept of implementing organizational learning principles in an organization to help individuals and groups ?learn to learn? (Schein, 2017), thereby making the ongoing adaptation and change that inevitably occurs in organizations more successful, is an interesting problem to explore. While interesting, there are very few studies that examine the sustainability of change in any context. Several theoretical models incorporate the idea of sustaining, or institutionalizing, change. But, very few empirical studies actually explore that concept.
The purpose of this qualitative, descriptive, embedded case study was to explore how a government agency developed and sustained organizational learning, using the Organizational Learning Systems Model (OLSM) as a lens. To fulfill the purpose of this study, the following research question was addressed: How did a government agency introduce and sustain organizational learning during and after a planned change?
The results from this study contributed to the literature and to the practitioner community by showing that (1) the organization introduced and implemented organizational learning by centrally managing the learning subsystems during the change itself; (2) the organization introduced and sustained organizational learning by involving, encouraging, and empowering employees and middle managers during the change; (3) the organization introduced and implemented organizational learning by aligning all messaging from senior leadership to front-line employees during the change; (4) the organization implemented and sustained organizational learning by encouraging practice to learn the new behaviors and to iterate the change plan based on lessons learned; (5) the organization sustained organizational learning by counting on middle managers to sustain sensemaking and organizational learning post-change; and, (6) the organization was challenged in sustaining organizational learning because the specific change to a dispersed work environment has several unintended consequences that make it a tricky change.
A conceptual model to augment the OLSM was proposed. Future studies could: (1) test the conceptual model proposed; (2) explore the impacts of a dispersed work environment using OLSM or social network analysis; and, (3) examine the relationship between open office design and a dispersed work environment.
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Williams, Timothy M. Sr. "Transformational Leadership Influence on Rapid Organizational Change in Procter and Gamble Global Manufacturing Operation." Thesis, Walden University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3624749.
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<p> Most companies lack the ability to implement organizational change; over 70% of Organization Change Initiatives (OCIs) fail. This inability has negative economic and survival implications for companies. OCIs must be effective and rapid to match the high pace of change in the business environment. Transformational leadership (TL) has been linked to successful OCIs through its positive influence on employee commitment and reduced resistance to change, yet little research has been done to identify its association with OCI implementation speed. This study tested TL and change theory and their association with change implementation. It sought to determine if a relationship exists between TL behavior and OCI implementation time. Archival survey and change data from 98 domestic and international manufacturing plants were used to examine relationships between employees' perceptions of leadership communication and trustworthiness and the speed of change. Hierarchical linear regression was used to determine if these behaviors could predict the change speed of an OCI. The study confirmed the association between effective leadership communication and employee trust in leadership, but it found no significant relationship between TL behavior and the speed of change. This finding is inconsistent with the majority of TL literature; however, companies may still benefit from exploring the potential of the study's theoretical concepts to help them improve the speed of organizational change. The limitations of the study were also noted as a potential contributor to the lack of significant findings, and recommendations are offered to reduce validity risk for similar studies in the future.</p>
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Blanchard, Kelly. "Improving the Ministry of Pastoral Care during a Transitional Change in Leadership at a Catholic Church." Thesis, Saint Mary's College of California, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10742975.
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<p> The pastoral care ministry in one Catholic parish recently experienced transitional leadership changes. The assignment of a different parish priest and new coordinators of the Pastoral Care Ministry presented the opportunity to explore new and diverse ideas for improvement in process, faith formation, and sustainable change. Implementing an action research inquiry (AIM) was a perfect opportunity to create synergy and cohesion for all involved and to explore what additional resources and support are needed with the ministry. Our results identified many improvements to continue to work on, but more importantly, through cycles of action and reflection we built relationships and developed a community of practice (COP) with the coordinators and the pastoral care ministers. Trust was established, allowing for vulnerability, new ideas, and confidence in our efforts to seek improvement, training, and faith formation within the group.</p><p>
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Finlinson, Scott MIchael. "Increasing organizational energy conservation behaviors : comparing the theory of planned behavior and reasons theory for identifying specific motivational factors to target for change /." Ohio : Ohio University, 2005. http://www.ohiolink.edu/etd/view.cgi?ohiou1113856246.
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Mackavey, Maria Georgiopoulos. "Synectics as a planned change theory : understanding its applications in the workplace." Thesis, Boston University, 1988. https://hdl.handle.net/2144/38068.
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Thesis (Ed. D.)--Boston University, 1988. Dept. of Administration, Training, and Policy Studies<br>PLEASE NOTE: Boston University Libraries did not receive an Authorization To Manage form for this thesis or dissertation. It is therefore not openly accessible, though it may be available by request. If you are the author or principal advisor of this work and would like to request open access for it, please contact us at open-help@bu.edu. Thank you.<br>2031-01-01
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servati, mohsen. "game of change; a game theoretic approach to organizational change management." Thesis, Jönköping University, JTH, Industrial Engineering and Management, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-12707.
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<p> Organizational change and game theory were separately investigated over time. Due to lack of scientific research on the relationships of those two fields of knowledge, an investigation of the game theoretic applications in managing change was performed in this research. Game theoretic applications were structured concerning the analytical use of game theory, strategic formulation with game theory and equilibrium analysis. By a qualitative flexible research method, main problematic areas of organizational change were identified with suitable game theoretic applications. Those problem areas are: making cooperation and coalition in change, group dynamic difficulties and the problem of incentive rewards. In each problem area, game theoretic solutions were discussed to help managers to make better decisions. Four mechanisms were inferred to support the game theoretic analysis of change management problems. Those mechanisms are: sub games, practical games, specific modeling and behavioral studies of games. Finally, an instructional framework was developed to conclude findings and illuminate the game theoretic approach in organizational change.</p>
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Williams, Sr Timothy M. "Transformational Leadership Influence on Rapid Organizational Change in Procter and Gamble Global Manufacturing Operation." ScholarWorks, 2011. https://scholarworks.waldenu.edu/dissertations/1138.
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Most companies lack the ability to implement organizational change; over 70% of Organization Change Initiatives (OCIs) fail. This inability has negative economic and survival implications for companies. OCIs must be effective and rapid to match the high pace of change in the business environment. Transformational leadership (TL) has been linked to successful OCIs through its positive influence on employee commitment and reduced resistance to change, yet little research has been done to identify its association with OCI implementation speed. This study tested TL and change theory and their association with change implementation. It sought to determine if a relationship exists between TL behavior and OCI implementation time. Archival survey and change data from 98 domestic and international manufacturing plants were used to examine relationships between employees' perceptions of leadership communication and trustworthiness and the speed of change. Hierarchical linear regression was used to determine if these behaviors could predict the change speed of an OCI. The study confirmed the association between effective leadership communication and employee trust in leadership, but it found no significant relationship between TL behavior and the speed of change. This finding is inconsistent with the majority of TL literature; however, companies may still benefit from exploring the potential of the study's theoretical concepts to help them improve the speed of organizational change. The limitations of the study were also noted as a potential contributor to the lack of significant findings, and recommendations are offered to reduce validity risk for similar studies in the future.
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Murray-Webster, Ruth. "What does it take for organizations to change themselves? : the influences on the internal dynamics of organizational routines undergoing planned change." Thesis, Cranfield University, 2014. http://dspace.lib.cranfield.ac.uk/handle/1826/8431.
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Accomplishing desired benefits from investments in planned change is
problematical for organizations, their leaders and the change agents charged
with delivery. This is despite a well-developed literature, replete with advice on
how change should be achieved. Examination of this literature shows the
primary focus on change agents and their practices.
This research widens the focus by observing the influence of change agents,
change recipients and line managers on organizational routines undergoing
planned change. It examines the interplay between stability and change in
organizational routines, adopting a social practice perspective, and the routine
intended to change as the unit of analysis (Feldman and Pentland, 2003, 2005).
The research builds on claims that to understand the patterns of action within
routines requires the internal dynamics – the claimed duality between ostensive
(in principle) and performative (in practice) aspects - to be examined.
A research method to operationalize the study of this claimed duality was
devised following the principles of Strong Structuration (Stones, 2005). This
method enabled a unique conceptualization of the study of routine dynamics,
focused on planned change from the perspective of multiple, interdependent
actors. Two cases of change agents following the advice in the planned change
literature were explored. In one case, stability of the routine persisted when
change was intended. In the other, change was relatively easy to achieve
irrespective of change agent actions.
The primary contribution is the demonstration of how the attitudes to change of
change recipients, line managers and change agents influence the internal
dynamics of routines undergoing planned change. Other contributions pertain to
the method of ‘unpacking’ organizational routines and its potential for shaping
future practice. This research does not offer new ‘normative’ advice but instead
sensitizes planned change practitioners to the level of analysis they need to
carry out to ensure that their interventions are suitably designed.
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Dickens, Peter Martin. "Facilitating Emergence: Complex, Adaptive Systems Theory and the Shape of Change." Antioch University / OhioLINK, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1339016565.
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Carvalho, Oliveira Joao Pedro F. F. "Power and organisational change : a case study." Thesis, University of Dundee, 2010. https://discovery.dundee.ac.uk/en/studentTheses/ee082d56-43de-4f97-abe6-d03824405a75.
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This thesis reports the results of a case study conducted in a Portuguese manufacturing organisation, a part of a large group, which endured profound organisational changes. The initial objective of the research was to explore, in a processual way, the long-term interactions between an Enterprise Resource Planning (ERP) system, the consultants that implemented it and management accounting and control, in this organisation. However, during the fieldwork, the researcher was confronted with an apparent puzzle: in the past, formally powerful ‘central’ actors had been confronted with important limitations – including in their relations with formally less powerful actors, particularly ‘local’ actors at the plant level. At the time of the fieldwork, however, the situation had substantially changed. The researcher was therefore confronted with a puzzle, which seemed to be about the distribution of power in the organisation, about who the powerful actors were and, more fundamentally, what caused (or limited) actors’ relational power. Three innovations introduced by central actors appeared to have played an important role in this fundamental change in the organisation and in the distribution of power within it. At stake were a technological innovation – the adoption of the financial module of an ERP system (SAP FI) – and two organisational innovations: the relocation of the Corporate Centre (CC); and the creation of a Shared Services Centre (SSC), in the same location of the group headquarters and of the Chairman and majority shareholder. Clegg’s (1989) framework of ‘Circuits of Power’, based on a Foucauldian and Actor-Network Theory (ANT) approach, was drawn upon as interpretive lenses to address the empirical puzzle about power. The researcher’s mobilisation of the framework facilitated the understanding of what caused (or limited) actors’ relational power, not only in the past but, particularly, at the time of the fieldwork, when the ongoing repercussions of the three innovations were taking place. Such in-depth understanding was constructed through a qualitative, interpretive and processual research, adopting the method of an explanatory case study combining both retrospective and longitudinal components. During the three-year’ fieldwork, 54 interviews with 29 respondents, lasting more than 90 hours, were supplemented by other information generating techniques, such as documentation analysis and observation of meetings, presentations and artefacts in numerous socio-technicalinteractions. The researcher’s interpretation of the case study insights highlighted that the previous power limitations perceived by the formally powerful, ‘central’ actors could be traced to characteristics of the circuit of social integration (rules of meaning and membership across the organisation, as interpreted, accepted and enacted by actors) and of the circuit of system integration (techniques of discipline and production). The three technical and organisational innovations – SAP FI, the CC and the SSC - introduced by central actors in the circuit of system integration (conceptualised, in ANT terms, as nonhuman and collective actors, respectively) had significant repercussions across the various circuits of power. These repercussions had a structural nature, since the innovations collectively succeeded in giving rise to a network of complementary, mutually dependent and mutually reinforcing Obligatory Passage Points. The emerging network of Obligatory Passage Points was essential in promoting the introduction, interpretation, acceptance and enactment of rules across the organisation as desired by central actors. This thesis proposes several contributions concerning the repercussions of the collective of innovations across the circuits of power. Some examples are embedding rules in technology (Volkoff et al., 2007) and organisational processes, redefining the scope of agencies, creating non-zero sum outcomes, and the emergence of the perception of control inevitability and naturalness within organisational normalcy. Collectively, these innovations promoted rules enactment (by both human and nonhuman actors) in ways that benefited the interests of central actors. In addition, this thesis proposes contributions related with the two theoretical frameworks and literatures framing the research. It proposes several refinements to Clegg’s (1989) framework, comprising changes in its graphical layout, linkages and even concepts. The second contribution is an ANT-inspired, OIE model of rule-based action. This model draws on Burns and Scapens’ (2000) macro structure and concepts, but it proposes additional structures and substantially different perspectives, mechanisms and even concepts. It adopts a wide definition of rules, also viewing them as internal structures orienting actors. Thus defined, rules underlie routines and fill a gap in routines-focused frameworks – in particular, when there are no established routines as regards particular issues.The model acknowledges intra-organisational diversity and focuses on the processes of introduction, interpretation, acceptance and enactment of rules. It also relates rules with material conditions, in particular since rules may be technologically and organisationally embedded. Finally, the model highlights that rules may be enacted by both human actors (individual and collective) and nonhuman actors. The model provides a novel way to conceptualise how actors’ interests may be achieved through the various intersections between rules and material conditions, and by the ultimate enactment of rules by both human and non-human actors.
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Srivastava, Sameer Bhatt. "Social Capital Activation during Times of Organizational Change." Thesis, Harvard University, 2012. http://dissertations.umi.com/gsas.harvard:10158.
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This dissertation contributes to our understanding of how people build and use social capital – resources embedded in social relations – in organizational settings. Whereas the extant literature has tended to focus on the structure of interpersonal networks within organizations and the link to various indicators of individual attainment, this dissertation instead uncovers the dynamics of network action. I tackle two central questions: (1) During times of organizational change, how do organizational actors use the social resources accessible to them by virtue of their position in the structure? and (2) What organizational interventions can help people forge valuable new connections in the workplace? Core to this investigation is the concept of social capital activation – that is, the conversion of latent social ties into active relationships. Three empirical studies illuminate different facets of social capital activation during commonly experienced forms of organizational change: (1) an organizational restructuring; (2) large-scale transformations that create individual-level threat or opportunity; and (3) the introduction of a novel employee cross-training program. Because organizational change is often accompanied by significant shifts in resources and power, network activation choices in these periods can have significant consequences for individual attainment and organizational performance. I draw on unique data from three disparate settings – a global information services firm; a large health care organization; and a software development lab based in Beijing, China. Multiple research methods, including a large panel data set of archived electronic communications, qualitative interviews, experimental studies conducted with samples of working professionals, and a longitudinal field experiment, are used to identify how organizational actors marshal social resources through individual-level network activation choices. Findings from these studies contribute to research on: (1) organizational social capital; (2) the structural dynamics of organizational change; (3) ascriptive inequality in organizations; (4) cognition and social networks; and (5) workplace practices and network change.
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Henderson-Carter, Rya S. "A Business Case for Return on Investment| Understanding Organizational Change." Thesis, Walden University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3644831.
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<p> Since 2010, 2,000 U. S. leaders spent $150 billion on return on investment (ROI) training, yet questions still exist on how to measure the benefits of organizational change. The purpose of this embedded single-case study was to explore how business leaders could use ROI to characterize the benefit of intervention strategies for organizational change. Stakeholder theory and Maslow's hierarchy of needs theory formed the conceptual framework for this study. A purposive sample of 20 civilian personnel managers located at a medical facility for veterans in central Texas participated in semistructured interviews. The 5 primary themes that emerged using thematic analysis were (a) training, (b) leadership, (c) communication, (d) recognition, and (e) consistency. Implications for positive social change include the possibility of organizational leaders applying these findings to develop better intervention strategies. Such interventions could improve processes for stakeholders and create an open dialogue with business leaders within the government sector.</p>
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Mann, Ronald Jackson. "Transformational leadership theory: creative advance or theoretical desperation." Diss., Virginia Polytechnic Institute and State University, 1987. http://hdl.handle.net/10919/53640.
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Transformational leadership is held by its theorists to consist of charisma (mission articulation, empowerment, and confidence in followers), intellectual stimulation, and individualized consideration. lt is alleged to result from flexible structure, crisis, and high socio-economic status (except for charisma in connection with the latter) and to produce a favorable organizational climate, identification with the organization, expectation of success, and, most of all, extra effort. The present research, however, discloses serious problems with the model based upon theory: the inability of a principal component analysis to distinguish the leadership dimensions and the outcomes of identification and expectation of success; an absence of effects of SES and crisis on the leadership variables; and the direct effects of the exogenous variables on organizational climate. Even with regard to the central concept of charisma, considerable ambiguity is found. The conclusion of the present research is that transformational leadership theory represents "theoretical desperation" in a sociological sub-discipline increasingly perceived to be unproductive of significant results.
While the relationship between charisma and extra effort holds up in the present study, the connection is problematic, since extra effort is uncorrelated with positive changes in the churches. A possible interpretation of the lack of correlation between extra effort and substantive changes is that leadership operates to create and maintain fictions functional for both the leader and his/her host organization. The use of language in the development of meaning also highlights the importance of' incorporating the idea of power in leadership studies.<br>Ph. D.
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Phillips, James Edward. "Effects of Change Valence and Informational Assessments on Organizational Readiness for Change." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4016.
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Nearly two-thirds of organizational change initiatives are unsuccessful due to a lack of high levels of change readiness prior to implementation of the change. A review of the literature supported the importance of establishing organizational readiness for change (ORC), but a gap remained in the empirical data and extant literature about whether presumed antecedents identified in ORC theory contribute to increased levels of ORC. The purpose of this study was to gather empirical data to address this question of whether change valence and informational assessment scores are associated with increased levels of organizational readiness for implementing change. The research design was quantitative and nonexperimental. Data were collected via online Likert-type survey from employees (n = 70) in an organization undergoing significant change. An analysis was performed using OLS regression and principal components analysis. The results showed that change valence and informational assessment were positively and significantly associated with increased organizational readiness for change score (β = 1.778, p < .001, and β = 1.392, p < .001, respectively), and that change commitment and efficacy loaded favorably in a principal components analysis of ORC score. The findings are significant to the field of management as they show how establishing increased levels of change valence and informational assessment may help positively influence employee participation and organizational change outcomes. The study is socially significant because it may illuminate differences in perception between employees and leadership regarding change and may contribute to greater inclusion of a broader array of employee perspectives, opinions, and experiences in the organizational change process.
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Framer, Barbara S. "A psychoanalytic approach to organizational decline: Bowen theory as a tool for organizational analysis." Diss., Virginia Tech, 1993. http://hdl.handle.net/10919/40113.
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An approach to organizations which views them as social constructions provides new insights into the phenomenon of organizational decline. In this view, organizations are seen not as objective entities, but, rather, are viewed as products of the human beings who comprise their membership. This view also sees human beings as actors whose behavior is governed not only by rationality, but also by unconscious processes. Any full understanding of organizational action requires an appreciation of the extent to which human beings are governed by the dynamics of the psyche, which operates outside of conscious awareness. An approach to organizational decline which encompasses these assumptions examines how the members of the organization consciously and! or unconsciously collaborate to create the conditions of decline.
This research begins with a psychoanalytic model of human behavior, Bowen Theory, which explains how individuals function within relationship systems such as families and organizations. The theory also examines how dysfunction is created within those systems when the relationship process becomes ineffective or dysfunctional. Using the case study method, the dissertation describes how the decline experienced by three distinct organizations can be understood as a consequence of the relationship process created and sustained by the participants in each of the organization's human system.<br>Ph. D.
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Richley, Bonnie A. "A Theory of Socio-business Diffusion: Understanding the influence of Mondragón Corporación Cooperativa as a positive force for change at the intersection of business and society." Cleveland, Ohio : Case Western Reserve University, 2009. http://rave.ohiolink.edu/etdc/view?acc_num=case1244226182.
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Thesis (Ph.D.)--Case Western Reserve University, 2009<br>Title from PDF (viewed on 19 August 2009) Department of Organizational Behavior Includes abstract Includes bibliographical references Available online via the OhioLINK ETD Center
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Dellar, Graham Brendon. "Organizational change for school development: a study of implementation of school-based decision-making groups." Curtin University of Technology, Department of Education, 1990. http://espace.library.curtin.edu.au:80/R/?func=dbin-jump-full&object_id=15568.
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This study analyses, interprets and describes the dynamics of the change process occurring as members of three secondary school communities attempted to implement a Ministry of Education initiative involving the establishment of a school-based decision-making group.A review of literature on innovation and change, organization theory and school improvement is presented as a basis for the establishment of a conceptual framework for the study. Within this framework, implementation is viewed as the interaction of the innovation with the characteristics of each adopting school. These interactions are viewed as occurring within two change environments. The first, the general change environment, is shared by all schools under study. This environment reflects the broader economic, political and educational pressures prompting change. The second environment is specific to each school. It forms the immediate context within which the implementation process occurs. Before examining the specific nature of the implementation process within each school site, attention is given to the general change environment from which the innovation emerged. This is accompanied by an analysis of the evolutionary nature of the innovation itself as it underwent progressive clarification at Ministry of Education level.To assess the influence that specific environmental characteristics have on the implementation process, schools with markedly differing setting characteristics were selected for study. An instrument to assess school organizational climate was developed, (SOCQ) and then administered to twenty three secondary schools in the Perth metropolitan area. The resulting data were analysed and used to select three schools with distinctly different organizational climate characteristics for closer study of the implementation process.For each school, detailed portrayals of the implementation ++<br>events were distilled in order to capture the complexities of the change. Cross-case analysis of the casestudy data was then undertaken to draw out particular issues, events and interactions that appeared to be of importance in directing the implementation process within individual schools and across all three sites.The final chapter addresses the initial set of research questions and presents a series of findings and associated recommendations stemming from this study. Of the range of findings to emerge from the study three appear to be of critical importance for our understanding of the organizational change process. The first finding is that the implementation of a policy innovation is best viewed as a process of "interactive modification" That is, a process whereby the innovation prompts modifications to be made to the adopting system and where the adopting system prompts modifications to be made to the innovation in a complex and dynamic manner. This finding goes beyond the notion of of change as "adaptation" or "evolution" to suggest more dynamic and interrelated process of change occurring to both the innovation and the adopting system. The second finding is that adopting system, the school, is best viewed as an open social system influenced by and yet exerting an influence upon the broader change environment in which it exists. Consequently the implementation of change is subject to influence by infomation, issues, events and interventions stemming from internal and external sources. The reality of the organizational change process is therefore far more complex and dynamic than previous theories and models of change suggest. A third and related finding is that secondary schools appear to be comprised of a number of sub-systems. The extent to which these sub-systems are interdependent or linked appears to influence not only the school's initial response to ++<br>change but also the schools capacity to undertake meaningful and significant implementation of an innovation. This finding has implications for the design of specific change strategies that focus on improving the degree of sub-system linkage within a school. Such change strategies might occur prior to or run concurrently with other strategies concerned with the implementation of specific organizational changes.It is hoped that these findings have value for several audiences. First, they should be of particular importance to Ministry and school personnel presently confronted by organizational change. Second, the findings should not only serve to inform those building change theory, but also those educators who might hold responsibility for the implementation of similar policy innovations.
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Rankine, Tim. "Building a theory about change in Australian software firms." View thesis, 2008. http://handle.uws.edu.au:8081/1959.7/37753.
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Thesis (Ph.D.) -- University of Western Sydney, 2008.<br>A thesis submitted to the University of Western Sydney, College of Business, School of Management, in partial fulfilment of requirements for the degree of Doctor of Philosophy. Includes bibliographical references.
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Henderson-Carter, Rya S. "A Business Case for Return on Investment: Understanding Organizational Change." ScholarWorks, 2011. https://scholarworks.waldenu.edu/dissertations/1168.
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Since 2010, 2,000 U. S. leaders spent {dollar}150 billion on return on investment (ROI) training, yet questions still exist on how to measure the benefits of organizational change. The purpose of this embedded single-case study was to explore how business leaders could use ROI to characterize the benefit of intervention strategies for organizational change. Stakeholder theory and Maslow's hierarchy of needs theory formed the conceptual framework for this study. A purposive sample of 20 civilian personnel managers located at a medical facility for veterans in central Texas participated in semistructured interviews. The 5 primary themes that emerged using thematic analysis were (a) training, (b) leadership, (c) communication, (d) recognition, and (e) consistency. Implications for positive social change include the possibility of organizational leaders applying these findings to develop better intervention strategies. Such interventions could improve processes for stakeholders and create an open dialogue with business leaders within the government sector.
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Grimolizzi-Jensen, Conrado Joaquin. "Organizational Change: Evaluating the Effect of Motivational Interviewing on Readiness to Change." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1536.
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Failure accompanies most organizational change efforts. Change agents' efforts focus on employee resistance or readiness to change without considering employee ambivalence. Motivational interviewing (MI) may reduce ambivalence and improve the success rate of organizational change initiatives. The purpose of this experimental research was to evaluate the effectiveness of MI to increase readiness to organizational change, to assess the influence of MI on change-related beliefs, and to investigate the relationship between beliefs and readiness to change. The theoretical framework was the transtheoretical model of change, the theory of planned behavior, and social cognitive theory. Through random assignment, 56 employees of a company undergoing change and located in the Midwest region of the United States populated the experimental and control groups. Members of the experimental group participated in 3 motivational interviewing sessions over a 30-day period. Participants indicated their readiness and underlying change-related beliefs by completing the Job Change Ladder and the Organizational Change Recipients' Belief Scale. Within and between group differences from a mixed ANOVA revealed that MI significantly increased readiness to change. There was not a significant difference between the beliefs of both groups as indicated by the results of the MANOVA test. Participants' beliefs explained readiness to change as evidenced by the results from the use of multiple regression. The findings indicate that leaders of organizational and societal change initiatives could incorporate MI to prepare individuals and groups to embrace the change process, thereby improving the chances that the change initiative will be successful.
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Delich, Joshua T. "Organizational Behavior: Perceptions Analysis of Micro and Macro Organizational Behavior in an Organizational Setting." Thesis, University of North Texas, 2015. https://digital.library.unt.edu/ark:/67531/metadc822756/.
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Understanding organizational behavior (OB) has profoundly influenced organizational performance and how people behave in organizations. Researchers have suggested various micro and macro organizational behaviors to be the impetus for high-performing organizations. Through a policy capturing approach this study builds on these findings by specifically examining the perceptions of micro and macro organizational behaviors in an organizational setting. The participants (n =181) completed a Micro and Macro Organizational Behavior Perceptions Questionnaire. Results showed perception differences exist between subordinates and supervisors. Additionally, participants perceived job satisfaction to be the most important micro organizational behavior, whereas organizational design was perceived to be the most important macro organizational behavior. However when comparing hierarchal positions in the organization, supervisors weighted leadership as the most important and subordinates weighted job satisfaction as the most important organizational behavior. While these findings only scratch the surface as to how organizational behavior is perceived, the implications challenge leaders to close the OB perception gap. Correspondingly, organizational behavior thinking may result in improving individual and organizational performance.
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Jackson, Joey J. "Investigating the challenges senior pastors of Missionary Baptist Churches of Greater Minneapolis experience during change." Thesis, University of Phoenix, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3583288.
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<p> According to a review of the literature, Christian churches are divided because of constant rejection of change. In spite of the 70% failure rate of all organizational change efforts, successful change initiatives are achievable. Senior pastors assume the primary role of leadership within the church, and were tasked with the responsibility of leading God’s people through change and guiding the evolution of the church. Parishioners rely on senior pastors to provide the vision, as many parishioners continue to hinder the change efforts of the senior pastor. The hermeneutical phenomenological research design was used in the qualitative study to investigate the phenomenon of change through the challenges experienced by senior pastors of Missionary Baptist Churches of Greater Minneapolis during change. Seventeen senior pastors of Missionary Baptist Churches of Greater Minneapolis participated in audio taped face-to-face interviews. During the analysis five themes emerged: (a) mixed emotions; (b) servant of the Lord; (c) relationships; (d) organizational culture; and (e) communication is the key. Recommendations for senior pastors, organizational leaders, and Seminary and Bible Colleges were developed from the results of the qualitative hermeneutical phenomenological study.</p>
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Rhodes, Vicki Wilson. "Temporary organizational change and uncertainty applying uncertainty reduction theory and style analyses to email /." Connect to this title online, 2008. http://etd.lib.clemson.edu/documents/1239895422/.
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Angelica, Schoeppner L. "Work-Life Balance Policy Change Proposal for Athens Country Public Libraries." Ohio University / OhioLINK, 2018. http://rave.ohiolink.edu/etdc/view?acc_num=ohiou1541673333378484.
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DeLay, IV Hardy L. "Leadership Strategies for Developing and Implementing Organizational Change." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4135.
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Leaders in some narcotics treatment programs struggle with change development and implementation. The objective of this single-case study was to explore strategies used by leaders in a narcotics treatment program to develop and implement organizational change initiatives successfully. Participants included 4 leaders who had developed and implemented successful change initiatives repeatedly for more than 10 years in a narcotics treatment program in the southeastern United States. Bertalanffy's general systems theory was the basis for the conceptual framework. Data collection included semistructured interviews of leaders of a narcotics treatment program and collection of archival data, such as reports relating to strategic planning, core value analysis, and risk assessments. Data analysis, using qualitative analysis software revealed 3 themes: communication, education through research, and resistance. The identified themes aligned with the conceptual framework, as the themes work together as a unit. Recommendations for action include further research for the application of social media in the treatment of patients. Leaders of narcotics treatment programs may use the findings to improve the success of social change development and implementation. Successful social change within these programs could result in the betterment of community relations and an increase in productive members of society who contribute to the economic health of the community.
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Larsson, Caroline, and Sofie Johansson. "The Line-Manager as a Crucial Link During an Organizational Change." Thesis, Örebro universitet, Institutionen för juridik, psykologi och socialt arbete, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:oru:diva-88858.
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Earlier studies have identified factors that could be a threat to an employee'swell-being, performance, and motivation during an organizational change.However, there is a lack of research on hierarchical management organizationsand a line-manager's part of how a change is delivered to employees. With theuse of self-determination theory as a basis, this study examined a top-manager'smotivation style towards their line-managers, in the context of anorganizational change, and whether the line-manager's basic psychologicalneeds are satisfied. The hypothesis for the present study expresses: A linemanager'slevel of satisfaction with its basic psychological is associated withits top-manager's motivation style orientation. The sample (N= 52) consists oftwo levels of management, top-managers, and line-managers, and this studyshows a between-subject effect, and a within-subject effect, where, based onmotivation style, the rating on experienced satisfaction and frustration aredifferent. The proposal for further research suggests taking all the differenthierarchical management levels into account during an organizational change.<br>Tidigare studier har identifierat faktorer som kan hota anställdasvälbefinnande, prestation och motivation under en organisationsförändring.Det saknas dock forskning inom organisationer med ett hierarkiskt ledarskapoch linjechefens roll i hur en förändring levereras till anställda. Med selfdeterminationtheory som grund undersöker denna studie en toppchefsmotivationsstil gentemot sina linjechefer, under en omorganisation, och ifallderas grundläggande psykologiska behov är uppfyllda. Hypotesen för denaktuella studien är följande: linjechefens upplevelse av att ha autonomi,samhörighet, och kompetens tillfredställt har en association med derastoppchefs motivationsstil. Urvalet (N= 52) består av två nivåer av ledning,toppchefer och linjechefer. Resultatet visar en effekt både mellan och inomgrupperna, där upplevd tillfredsställelse och frustration är olika baserat påmotivationsstil. Förslag till senare forskning föreslås att ta hänsyn till allanivåer i en hierarkisk ledning under en organisationsförändring.
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Raynard, Mia. "Deconstructing Complexity: Configurations of Institutional Complexity and Structural Hybridity." SAGE Publications, 2016. http://dx.doi.org/10.1177/1476127016634639.
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This article unpacks the notion of institutional complexity and highlights the distinct sets of challenges confronting hybrid structural arrangements. The framework identifies three factors that contribute to the experience of complexity - namely, the extent to which the prescriptive demands of logics are incompatible, whether there is a settled or widely accepted prioritization of logics within the field, and the degree to which the jurisdictions of the logics overlap. The central thesis is that these "components" of complexity variously combine to produce four distinct institutional landscapes, each with differing implications for the challenges organizations face and for how they might respond. The article explores the situational relevance of an array of hybridizing responses and discusses their implications for organizational legitimacy and performance. It concludes by specifying the boundary conditions of the framework and highlighting fruitful directions for future scholarship.
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Winkel, Geellis. "IS-implementation : a tri-motors theory of organizational change : case study of how an IT-enabled process of organizational change because of the presence of a teleological, life-cycle, and dialectical motor unfolds within a Dutch government organization." Thesis, University of Bradford, 2010. http://hdl.handle.net/10454/5203.
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The reason for the study is that IT-enabled organizational change processes such as information system implementations have high costs and disappointing results. Studies to identify causes of the mentioned failures are mainly based on a variance approach. This study applies another approach which is not yet performed in this field of research and affects several themes. Based on a process approach data is compared with ideal-process theories to identify the generative mechanisms causing the unfolding of the process. Thus, the study identifies a recipe and not the ingredients.
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Osentoski, Nicole Jean. "Replacing the Handshake with Automated Rules. An exploration of the effects of multi-role performativity during organizational change on the change agent." Thesis, University of Bradford, 2015. http://hdl.handle.net/10454/14368.
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This is an auto/ethnographic account of one organization and one person as we concurrently moved thru a process of IT driven planned organizational change. The purpose of the study is to explain how the change agent is affected by the experience of leading change. Using actor-network theory and a polyphonic approach, I present a multi-voiced, multi-actor account of the social network in situ and trace how the various actors engaged with one another during the organizational change process. I reflect upon my own multi-role performativity when acting in the role of the internal change agent next to my daily job roles and explore the effects on both me and the network; which identifies that a new actor network has been created. Finally, a multi-voiced exploration of myself is presented which traces my evolution from researcher to auto/ethnographer, further demonstrating the effects of multi-role performativity on the human actor. The study demonstrates that the effects of organizational change on both the social network and the actors within the network cannot be foreseen. Furthermore, in combining the use of Actor Network Theory and auto-ethnography, the study provides new insights into the effects of performance on the human actor within a socio-technical network, which is an unexplored dimension within the field of organizational change.
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Campbell, Thomas M. "An examination of the influence of control theory and concurrent organizational change on the reality therapy movement /." Access abstract and link to full text, 1987. http://0-wwwlib.umi.com.library.utulsa.edu/dissertations/fullcit/8724576.
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Thompson, Ashley. "Understanding the Impact of Radical Change on the Effectiveness of National-Level Sport Organizations." Thesis, Université d'Ottawa / University of Ottawa, 2018. http://hdl.handle.net/10393/38085.
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The purpose of this dissertation was to understand how radical organizational change impacts the effectiveness of national-level sport organizations, during the process of change, through the perceptions and experiences of internal and external stakeholders. Four research questions were addressed: (1) What success factors and challenges do national-level sport organizations face while undergoing radical change? (2) How does radical change impact the goals, internal processes, resources, and multiple constituents of the focal organization? (3) How does radical change impact external stakeholders? (4) How does radical change impact the effectiveness of external stakeholders’ own organizations? A single case study was built using 32 semi-structured interviews and 61 documents, and data were thematically analyzed. Results showed an initial decline in overall organizational effectiveness in the early stages of the change process followed by an increase. Findings highlight similarities and differences between internal and external stakeholder perspectives, demonstrating the importance of obtaining both perspectives when studying organizational effectiveness during radical change.
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Kasten-Daryanani, R. Amrit. "Poetic Leadership, A Territory of Aesthetic Consciousness and Change." Antioch University / OhioLINK, 2008. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1210204925.
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Holliday, Linda Ann. "Knowledge convergence theory the role of knowledge transfer in a corporate transformation /." Full text available, 1997. http://images.lib.monash.edu.au/ts/theses/holliday.pdf.
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Stone, David E. "Organizational change factors for increasing online learning within a southeastern state university system." Digital Archive @ GSU, 2012. http://digitalarchive.gsu.edu/msit_diss/104.
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This bounded case study describes the readiness of a Southeastern State University System to support the growth of online learning. Structured as a case study, the view provided of the Southeastern State University System in this moment in time provides a contextually rich view of the phenomenon of change within a university system. The study answers the following questions regarding the change towards online course delivery: Does the Southeastern State University System have a primarily transformational or transactional orientation? What are the key change facilitating factors within the Southeastern State University System? What are the key change restraining factors within the Southeastern State University System?
The key change facilitating factors identified as part of the first phase of the study included: motivation to change, job/task requirements and organizational culture supportive of change. The perspectives of the administrators regarding facilitating factors differed, as did views on if the organizational culture was supportive of change. The CIO interviewed described a variation in perspectives regarding online learning based on institutional categories and missions, which was reflected in the interviews. The key change restraining factors were identified during the survey phase of the study as: change related systems, emotional impact of change and change mission and strategy. Financial incentives, both for the institutions and the individuals involved in online or blended activities was identified in the interviews. However, the CIO interviewed outlined a perspective that the funding model for collaborative programs in the university system was flawed. A perceived lack of change mission strategy was common through the interviews, with signs pointing towards improvement within the system, with a new focus on online learning as part of an initiative to have more college graduates within the state. This study provides a snapshot of the state of a university system as it adapts to the changing environment of higher education. The study describes the application of an established organizational change and development model to the study of online learning, which provides future researchers with a framework to investigate online learning at a university system level.
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Belal, Nacera Catherine. "Recontextualizing Culture, Power, and Change within MNCs." Thesis, The American University of Paris (France), 2019. http://pqdtopen.proquest.com/#viewpdf?dispub=13871675.
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<p> The current state of the global economy is in constant transformation. This transformation results in new industries, technologies, and markets. In order to effectively maintain relevance throughout these transformations, organizations must be equipped with the ability to manage change and foster innovation. An organization that is unable to adapt to the rapid changes taking place in this economy will be at greater risk for failure. Context, whether it be cultural, geographic, social or a mix of several overlapping dynamics, is the silent decider of organizational paradigms. The process of transferring organizational assets, such as strategy or culture, from one context to another, is known as recontextualization. This thesis seeks to address the significance of recontextualized organizational assets within a Multinational Corporation (MNC) and the impact on its employees and management structures. The case study will examine how recontextualization shapes a French Headquarter (HQ) - US subsidiary relationship, and more specifically how this contextual dynamic impacts the reception of a HQled change management mission. The conclusion of this thesis will provide perspective for future attempts at collaborative change must integrate greater awareness of recontextualization, particularly during their planned strategic organizational transformation. The supporting research presented throughout this work encompasses interviews with organizational development leaders, cross-cultural management and recontextualization experts, as well as employee testimonials and an autoethnography illustrating the complexities of the HQ-subsidiary relationship.</p><p>
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Sung, Wookje. "MANAGERS' NETWORK CHANGE AND THEIR PROMOTABILITY DURING A MERGER." UKnowledge, 2017. http://uknowledge.uky.edu/management_etds/9.
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I investigate whether cross-functional or cross-organizational networking following a large corporate merger and acquisition improves managers’ career outcomes. Previous research on networks and career success has focused on stable organizational environments, finding that large, open networks with many structural holes are most advantageous because of superior information benefits and control power, while closed networks provide redundant information that is unhelpful career-wise. However, I suggest that while dense, closed networks formed within knowledge (functional) or identity (legacy organization) boundaries might be detrimental to executives’ future promotability, closed networks are helpful if they are created across those boundaries. These ties help to facilitate knowledge transfer and develop a new superordinate post-merger identity and are ultimately valued by the organization. I tested this on junior executives’ email and survey data collected at two time points (pre-merger and a year later) from a newly-merged organization. Results show that while closed networks with higher constraint in general were detrimental to executive’s promotability pre-merger, they lose the negative effect in the post-merger tumult. Controlling for overall network constraint, increasing closed networks across functional and legacy organizational boundaries led to managers receiving higher promotability evaluations from top management, whereas increasing closed networks within one functional and legacy organizational boundary did not have a significant impact. Managers’ rank and networking strategy that joins other employees (i.e., having a tertius iungens orientation) 2 moderated the relationships between networks and promotability. Implications are discussed for career and social networks research.