Relevant bibliographies by topics / Change in organization

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
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Academic literature on the topic 'Change in organization'

Author: Grafiati
Published: 4 June 2021
Last updated: 9 February 2022

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Journal articles on the topic "Change in organization"

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Syamsuriadi, SYAMSURIADI. "LINGKUNGAN DAN MANAJEMEN PERUBAHAN DALAM ORGANISASI." Adaara: Jurnal Manajemen Pendidikan Islam 8, no. 1 (2019): 816–34. http://dx.doi.org/10.35673/ajmpi.v8i1.420.

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Abstract. Every organization in this modern era experiences challenges of change due to the uncertainty of the organization's environment. In the view of an open system, the organizational environment is described as everything that is around the organization that may influence and be influenced by the organization. Organizations cannot live without the environment, because both are inseparable entities. Thus changes in the environment must be followed by appropriate adjustment steps by the organization in order to maintain its effectiveness. One way to make adjustments appropriately is it requires management with planned management of change. A planned change process will be able to minimize the risks that will be caused. Whereas the unplanned process of change will have an adverse impact on the life of the organization. Therefore, in managing change it is necessary to apply various approaches, and change management models, so that organizations are able to lead strategic changes.
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Furxhi, Gentisa, Sonela Stillo, and Marinela Teneqexhi. "Organizational Change: Employees Reaction Towards It." European Journal of Multidisciplinary Studies 1, no. 1 (2016): 303. http://dx.doi.org/10.26417/ejms.v1i1.p303-308.

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The organizations, in the present days,are facing a dynamic environment which makes that no organization is immune towards change. Technological changes, innovations in communication, movements in the job market, globalization, make the organization face continuous challenges regarding competition, general non-stability of the macro-environment, merging and re-engineering of the work processes. To face these challenges, the organization reassesses the strategies, structure, policies, actions, processes and their culture. So the organizational change (OC) is inevitable in the environment where the organizations operate. Organizational change can be a very small change (additional) or it can be fundamental (transformative). Regardless of the form, function or size that the organizatioal change can make, there is an agreement between the community of the researchers that the pace of the organizational change has never been as high as in our days and it must be considered as a “feature which is present in the organizational life both in the operational level as well as in the strategic level” (By, 2005). Researchers already see the organizational change as a feature, present and continuous of the organizational life, inconsistent with the previous conceptualism that viewed the organizations as relatively stable systems, which developed over time through additional planned changes, which took place in regular and predicted phases (Burnes, 2004; Cummings -Worley, 2009). The famous expression “organizations don’t change, people do”, creates the need for change agents to understand that employees have different reactions to change initiative, because they have different personal experiences, motivation levels, socio-demographic characteristics, knowledges, values and different behavior models
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Junita, Audia, and Muhammad Hermansyur. "Learning Organization Sebagai Prediktor Kesiapan Berubah Organisasi." Jurnal Dinamika Akuntansi dan Bisnis 1, no. 2 (2014): 107–18. http://dx.doi.org/10.24815/jdab.v1i2.3579.

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As a public service organization, health center changes required to provide quality health services to the community better. One of the factors that affect the formation of organizational readiness for change is a learning organization. Ideally a learning organization can be a learning facility for its members on an ongoing basis and may direct the member to keep the environment abreast. The transform research is performed to assess whether the health center in the city of Medan has been transformed into a learning organization and how it affects the formation of learning organization change readiness of the organization. This research was the study of causality. Location of the study conducted in 13 health centers Inpatient scattered in the district in the city and sample Medan. Population of health workers in health centers is as much as 195 respondents. Data sourced from primary data and were collected using a questionnaire. The analysis technique used is regression technique. The research proves that the health center in the city of Medan has become a form of organizational learning organizations that do good, so too has the readiness to turn into public service organizations in the health sector in accordance with the demands of the times. Dimensions of organizational learning simultaneously changed significantly influence organizational readiness; with dimensions connecting the organization to its environment is the most dominant influence in shaping the organization's readiness for change.
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Shironina, E. M. "Organization as an Object of Change." Economics and Management 26, no. 6 (2020): 597–605. http://dx.doi.org/10.35854/1998-1627-2020-6-597-605.

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There is an understanding in the scientific community and business circles that the pace of change has never been as high as it is now, and organizational changes affect all organizations in all sectors of the economy. Change management involves creating appropriate representations of the organization as an object of change – hence the relevance of examining the conceptual models of organization.Aim. The presented study aims to examine the development and evolution of the conceptual models of organization in management theory and practice, with the definition of the type of organizational culture serving as a reflection of the dominant worldview that defines organizational management.Tasks. The authors systematize the conceptual models of organization, identify features and trends in the development of the conceptual models of organization, propose an information processing model for the formation of organizational management that would substantiate the diversity of the conceptual models of organization.Methods. This study uses general scientific methods of cognition and analysis of scientific works of foreign and Russian authors on management.Results. The conceptual models of organization are examined, and the type of organizational culture characteristic of each model is identified. An information processing model for the formation of organizational management is proposed, substantiating the genesis of the diversity of the conceptual models of organization. The study shows that there is no single universal model of organization.Conclusions. The concepts of “human-oriented” organizations are developing within the framework of the “entity – management entity” paradigm. The essence of “human-oriented” organizations is reflected in the following conceptual models: the learning organization (P. Senge, M. Pedler, J. Burgoyne, T. Boydell), the requisite organization (E. Jaques), the horizontal organization (F. Ostroff), the biological organization (F. Gouillart, J. Kelly), the yellow organization (C. Graves, D. Beck, C. Cowan), the green organization (C. Graves, D. Beck, C. Cowan, F. Laloux), the teal organization (C. Graves, D. Beck, C. Cowan, F. Laloux). Each organization creates its own organizational model and the corresponding organizational type of management of joint activities based on its history, cultural environment, and worldview of the organization’s members. The developed conceptual models of organization emphasize the transformative role of the organization’s members and the influence of transformative rather than reproductive processes.
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Florea, Radu. "Change Management and the Role of Leadership in Facilitating Organizational Change in Corporate Takeovers." European Journal of Economics and Business Studies 4, no. 1 (2016): 68. http://dx.doi.org/10.26417/ejes.v4i1.p68-72.

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Facilitating organizational change depends to a great extent on the ability of the management team to coordinate the amendments related to a recent merger with another organization or to the takeover of a medium-sized company by a multinational organization. Change management is one of the most discussed topics in the study of organizations; modern companies that are constantly subjected to significant changes in order to adapt to market requirements need a management capable of developing the capacity to solve atypical problems and improve performance across their enterprises. In this regard, change management is the organization's orientation towards continuous development to improve results. This paper focuses on explaining the managerial role in modern organizations through the conceptual definition of management and by defining the principal element in organizational implementation, namely leadership. An organization can be brought to a desired status - significantly different from the actual one- only through optimum management of the change process; change management can thus be represented as the process of adapting the organization to the requirements imposed by an outside entity - in this case, a multinational organization that requires a different set of rules and procedures. This can be achieved through the development of leadership skills in management, in order to facilitate the change process specific to any takeover or corporate merger. The paper seeks to circumscribe leadership as a central element in facilitating the transition of the organization by acquiring and retaining organizational commitment. The new directions of leadership research as a reference for conceptual change management is defined respectively as transformational leadership and transactional leadership (Riaz and Haider, 2010).
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Zona, Mega Asri. "EMPLOYEE ATTITUDES TOWARD CHANGE IN PUBLIC SECTOR ORGANIZATION." Managament Insight: Jurnal Ilmiah Manajemen 15, no. 1 (2020): 19–32. http://dx.doi.org/10.33369/insight.15.1.19-32.

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This research aim to examine four constructs that represent employee attitudes towards organizational change; readiness for change, commitment to change, openness to change and cynicism about organizational change. This research would help the public organization to overcome changes.. This research is a type of descriptive research that aims to describe the nature of something that is ongoing at the time the research is conducted and examine the cause of a particular symptom. The population in this study are employees of public sector organizations that are undergoing organizational changes in the Province of West Sumatra. The sampling technique in this study uses purposive sampling where the sampling technique is based on a certain criterion. In this case the criteria for sampling are employees with organizations that are undergoing changes. The data collection technique used was a survey by distributing questionnaires to employees of public sector organizations in West Sumatra. The number of respondents in this study were 100 respondents. The result shows that openness to change have the highest mean, followed by readiness to change, commitment to change and cynicism about organizational change. It means that employees in public organization in West Sumatra are willing to accommodate and accept change. Keywords: employee attitudes towards organizational change; readiness for change; commitment to change; openness to change; cynicism about organizational change
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Anderson Strachan, Peter. "Managing transformational change: the learning organization and teamworking." Team Performance Management: An International Journal 2, no. 2 (1996): 32–40. http://dx.doi.org/10.1108/13527599610114989.

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The area of organizational learning and the learning organization is of burgeoning interest among progressive business organizations, educationalists and consultants concerned with transformational change in turbulent business environments. A key feature of this approach to learning and managing change is a focus on teamworking. Reviews the organizational literature and identifies the role of teamworking in building a learning organization. A challenge facing contemporary business organizations is to redefine and change their organizations in such as way as to be consistent with the learning organization notion, but many difficulties remain to be articulated in the design of such organizations.
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R, Dheera V., and Jayasree Krishnan. "A Study on Employee Attitude towards Organizational Change and the impact of Change Management on Organization Commitment." Restaurant Business 118, no. 3 (2019): 158–69. http://dx.doi.org/10.26643/rb.v118i3.7639.

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Organizations that are aiming to successfully implement change needs the support and acceptance of employees who are their key stakeholder. This study analyses the influence of Employees` attitude towards organization change. The research also aims at evaluating the influence of employees’ attitude towards commitment to organization and job after the introduction of change in the organization. The study was conducted among 300 employees who belonged to executive and managerial category from different star rated hotels in Chennai, Tamil Nadu, India which are currently embracing organization changes. The findings indicate that employees of the study demonstrate a positive approach towards the change management in their organization. The observations also project that a positive approach by employees towards changes, is a very good indication for organizations to know that their workforce is committed towards the organizational goals. Hence with the support of change agents, adequate communications and by creating awareness about the need for change will result in sustainable growth in the organizations.
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Grama, Blanca, and Ramona Todericiu. "Change, Resistance to Change and Organizational Cynicism." Studies in Business and Economics 11, no. 3 (2016): 47–54. http://dx.doi.org/10.1515/sbe-2016-0034.

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AbstractOver the past decades, the focus of the scientists has shifted towards the area of organizational change. The concept has been approached from several perspectives and studied by numerous disciplines and refers to a shift or transformation of an organization, of several components of the organization or of the processes that lie within. Being in an environment characterized by competitiveness and complexity, organizations are under a constant need of change, of progress, while the aim of each change is to improve the aspects that make this happen. The dynamics of the labour force market has contributed to the creation of an environment in which organizations are permanently facing the need to implement various changes regarding their strategy, structure, processes or culture. Henceforth, the factors that can alter the implementation of change benefit from an increased focus. Understanding the reason for which some employees can resist change can have major financial implications for the organization. When considering the human resources involved in the change, nothing seems simple; most of the times things are not as they should be, and most of the employees experience a resistance to change, sometimes in the form of change-specific cynicism, a notion defined as the belief of employees that the organization in which they work lacks integrity. This paper represents the cultural adaptation of Change-Specific Cynicism Scale (a scale proposed by David J. Stanley in 1998, validated on the Canadian population), to the specifics of the Romanian population and supplies a method of evaluating change-specific cynicism for the specialized literature. Statistic results have shown that the Change-Specific Cynicism Scale has a high level of internal consistency (α=0,84) and can be used exclusively for equivalent populations. Moreover, this paper aims to approach the term organizational cynicism and its role in the context of organizational change.
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Sobri, Rachmad. "PERAN KEPEMIMPINAN PENDIDIKAN ISLAM DALAM MANAJEMEN PERUBAHAN ORGANISASI PENDIDIKAN." Transformasi : Jurnal Kepemimpinan & Pendidikan Islam 3, no. 1 (2019): 59–72. http://dx.doi.org/10.47945/transformasi.v3i1.347.

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This article discusses changes in Islamic education organizations, who raised the role of Islamic education leadership in the change management of mini research education organizations at MTs Al-Mujahirin Patuk Yogyakarta. Basically every organization will make changes in the body of the organization is logical and formal. Good organizational change is a systemic and planned change and requires a top leader to drive a change and be suported by elements within it.
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Dissertations / Theses on the topic "Change in organization"

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Larsson, Tatiana. "Communication in Organizational Change : Case of a public organization." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-96613.

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Communication is usually seen as a tool for success with organizational change. What makes communication so important is that it lays the foundation for the understanding and perception of the organization and the process of change. This study is about communication between the manager and the employee at times of change. The purpose of this study is not primarily to streamline communication in organizational change, but first and foremost to understand how communication works, what perceptions and reactions create communication between both the manager and the employee. The most important lessons come from six people: three managers and three employees' experiences and perceptions of communication in organizational change in a public organization.  In this study, I explore how managers and employees perceive organizational change, what roles they have in change itself, how their communication works. Here I also discuss what it means to lead change for a manager and to follow the leader for an employee. The results of this study show that there are uncertainties in communication and the desire to improve it. Thanks to this study, it is possible to understand how a lack of communication affects the employee in organizational change, while good communication creates the conditions for successful organizational change.
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Smith, Grant Ritchie. "Organizational change and the post-bureaucratic organization : a critical case." Thesis, University of Portsmouth, 2009. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.500348.

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The claim that there is a need for continuous organizational change has become a modern day cliche. In particular it has been taken up by influential management gurus who have provided popular versions of debates that have been going on within the academic literature for numerous years. The most influential of these debates is that of the post-bureaucratic organization. This shares with the guru models of change the assumption that a radical epochal transition is taking place in the way organizations and working relationships are structured. However despite the attention which these claims have received there is still relatively little detailed empirical evidence against which to evaluate them.
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Solouki, Zahra. "Organization Narratives for Strategic Change." Doctoral thesis, Universitat Ramon Llull, 2018. http://hdl.handle.net/10803/482170.

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Aquesta tesi examina el rol de la retòrica i les narratives en la gestió. Un objectiu més ampli d'aquesta investigació és compendre millor el rol de la retòrica i la narratives en la pràctica de la gestió. Ja que la retòrica i les narratives típicament es fan servir per a la creació de sentit en situacions incertes i per donar forma a un camí que sigui possible en el futur, aquest que és un objectiu més ampli, serà subjecte a un examen detallat basat en les preguntes següents. Quin és el paper de les narratives en condicions incertes? Com faciliten les narratives dels projectes de canvi? • Quan són necessàries la retòrica i les narratives en el treball directiu? El primer article, "La retòrica i Cap Control, una Nova Funció Directiva", suggereix una resposta a aquesta pregunta, usant el concepte de "fases de desenvolupament" en la formulació del problema. Per exemple, la declaració "volem trobar una cura per a les malalties autoimmunes" requeriria obertura retòrica, ja que l'activitat concreta que porta a un resultat específic és confusa encara. No obstant, com els investigadors treballen en la persuasió entre els uns i els altres per a que un tema específic estigui en el focus, llavors l'abast de les interpretacions es va estrenyent, i, a través del tancament retòric, un consens sobre el problema es va assolint. En altres paraules, la decisió de situar-se en l'obertura o tancament retòric està basada en l'etapa en la qual se situa el problema, concreta o abstracta. • Quin és el paper de les narratives en situacions incertes, com la situació de canvi? Per investigar aquesta pregunta, el segon article, "El Camí No Pres: Narratives d'Acció i Canvi organitzacional", compara dos tipus de narratives pel que fa a la seva obertura retòrica. La primera narrativa té una trama rígida i clara, però el seu desenllaç deixa certs nivells de vaguetat, per tant, podria tenir una àmplia varietat de finals. El segon tipus de narrativa accentua un final clar i fixat, però estem davant d'una descripció vaga del procés, per tant manté una trama flexible i oberta a interpretació. • Com es dirigeix el canvi en projectes? El tercer article d'aquesta dissertació es titula: "El Conte de Dos Casos: Ampliació de l'Enfocament d'Estudis sobre Comportament en l'Empresa" aprofita dos casos de països veïns i segueix el seu camí cap a la internacionalització, per tal de comparar la seva retòrica i narratives pel que fa a l'estructura organitzativa i comunicació. Malgrat la seva proximitat geogràfica, es revela que els dos tenen menys pràctiques en comú del que s'esperava. Una de les contribucions més interessants d'aquest projecte és veure la llibertat de formular futurs projectes per mitjà de narratives com un factor irreemplaçable en les organitzacions. Això no és només una necessitat indiscutible davant les incerteses d'un entorn canviant, sinó també sembla que és un desig humà, ja que els individus lluitaran per això d'una manera o altra.<br>Esta tesis examina el rol de la retórica y la narrativas en la gestión. Un objetivo más amplio de esta investigación es mejorar la comprensión del rol de la retórica y las narrativas en la práctica de la gestión. Puesto que la retórica y las narrativas típicamente se usan para la creación de sentido en situaciones inciertas y para dar forma a un camino que sea posible en el futuro, este que es un objetivo más amplio será sujeto a un examen detallado basado en las preguntas siguientes. ¿Cuál es el papel de las narrativas en condiciones inciertas? ¿Cómo facilitan las narrativas los proyectos de cambio? • ¿Cuándo son necesarias la retórica y las narrativas en el trabajo directivo? El primer artículo, “La retórica y Ningún Control, una Nueva Función Directiva”, sugiere una respuesta a esta pregunta, usando el concepto de “fases de desarrollo” en la formulación del problema. Por ejemplo, la declaración “queremos encontrar una cura para las enfermedades autoinmunes” requeriría apertura retórica, ya que la actividad precisa que lleva a un resultado específico es confusa aún. Sin embargo, puesto que los investigadores trabajan en la persuasión de unos a otros puesto que un tema específico tiene que estar en el foco, el alcance de las interpretaciones se va estrechando, y, a través del cierre retórico, un consenso en el problema se puede alcanzar. En otras palabras, la decisión de situarse en la apertura o cierre retórico está basada en la etapa en la que se situa el problema, concreta o abstracta. • ¿Cuál es el papel de las narrativas en situaciones inciertas, como la situación de cambio? Para investigar esta pregunta, el segundo artículo, “El Camino No Tomado: Narrativas de Acción y Cambio organizacional”, compara dos tipos de narrativas en cuanto a su apertura retórica. La primera narrativa tiene una trama rígida y clara, pero su desenlace deja ciertos niveles de vaguedad, por lo tanto, podría tener una amplia variedad de finales. El segundo tipo de narrativa acentúa un final claro y fijado, pero estamos ante una descripción vaga del proceso, por lo tanto mantiene una trama flexible y abierta a interpretación. • ¿Cómo se dirige un proyecto de cambio? El tercer artículo de esta disertación se titula: “El Cuento de Dos Casos: Ampliación del Enfoque de Estudios sobre Comportamiento en la Empresa” aprovecha dos casos de países vecinos y sigue su camino hacia la internacionalización, a fin de comparar su retórica y narrativas en cuanto a la estructura organizativa y comunicación. A pesar de su proximidad geográfica, se revela que los dos tienen menos prácticas en común de lo esperado. Una de las contribuciones más interesantes de este proyecto es ver la libertad de formular futuros proyectos por medio de narrativas como un factor irremplazable en las organizaciones. Esto no es sólo una necesidad indiscutible ante las incertidumbres de un entorno cambiante, sino también parece que es un deseo humano, ya que los individuos lucharán por ello de una manera u otra.<br>This thesis examines the role of rhetoric and narratives in management. The broader objective of this research is to improve our understanding of the role of rhetoric and narratives in management practice. As rhetoric and narratives are typically invoked to create meaning in uncertain situations and to shape a possible path to the future, this broader objective will be subject to a detailed examination based on the following questions. What is the role of narratives in uncertain conditions? How do narratives facilitate change projects? •When are rhetoric and narratives needed in managerial work? The first paper, “Rhetoric and No Control, a New Managerial Function”, suggests an answer to this question, using the concept of “stages of development” in problem formulation. For example, the statement “we want to find a cure for autoimmune diseases” would require rhetorical openness, as the precise activity that leads to a specific outcome is yet unclear. However, as the researchers work on persuading each other that a specific topic needs to be at focus, the scope of interpretations narrows, and, through rhetorical closure, a consensus on the problem at hand can be reached. In other words, the decision to engage in openness or closure is based on what stage the problem is at, concrete or abstract. •What is the role of narratives in uncertain conditions, such as change? To investigate this question, the second paper, “The Road Not Taken: The Narratives of Action and Organizational Change”, compares two types of narratives regarding their approach to rhetorical openness. The first narrative type has a rigid and clear plot but leaves a certain degree of vagueness to the outcome, therefore, it might have a variety of endings. The second narrative type stresses on a clear and fixed ending, while keeping a vague description of the process, therefore maintaining the flexibility of the plot and its openness to interpretation. •How is a change project managed? The third paper in this dissertation titled: “The Tale of Two Cases: Expanding the Behaviour Approach to the Firm” takes advantage of two case studies from neighbouring countries and follows their internationalization path, in order to compare their rhetoric and narratives regarding the organizational structure and communication. Despite their geographical proximity, it is revealed that the two have fewer practices in common than expected. One of the most interesting contributions of this project, is viewing freedom to formulate future plans by means of narratives as an irreplaceable factor in organizations. Not only is it an undeniable need in the face of uncertainties of an ever-changing environment, but also it seems to be a human desire, as the individuals will strive for it in one way or another.
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Inzunza, Rolando Eduardo. "Board transition in a student government organization, developing effective organizational change." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp01/MQ40336.pdf.

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Smith, Amber Rose. "Communication Strategies Used During Organizational Change in a Health Care Organization." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4561.

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More than 4.9 million businesses exist in the United States, and leaders within these businesses have to acclimate to change. Clear and effective communication is vital to the success of an organization. According to scholars and health care leaders focusing on strategies to communicate change during organizational change is a critical aspect of sustainability and profitability. The conceptual framework of this study was communication theory. The purpose of this single case study was to explore successful strategies that some health care leaders used to communicate during organizational change in a health care organization in El Paso, Texas. The data collection process consisted of collecting data from semistructured interviews and organizational documents, and the analysis process included grouping key words and reconstructing data into themes. The 4 key themes that emerged from this process included building trust through organizational communication is critical during change, the use of technologies, as a tool for communication is key during change, 2-way communication needs to occur during organizational change, and communication about change is vital through comprehensive organizational meetings. Health care leaders provided insights on management and communication strategies and responsibilities leaders and employees go through during organizational change. The implications for positive social change include strategies to improve communication that could help health care leaders with their employees and their patients during organizational change, which could increase the profitability of the organization and potentially generate a more thriving and healthy community.
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Smith, Lindsay C. "Organizational Change Development Interventions: Are Multiple Interventions Useful?" Thesis, University of North Texas, 2005. https://digital.library.unt.edu/ark:/67531/metadc4802/.

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The effects of multiple interventions in organizational development change were studied in a comprehensive meta-analytic review. Thirteen organizational interventions were assessed on five outcome variables based upon previous research of six major meta-analytic reviews. Findings based on 138 studies indicated that there were no significant effects of multiple interventions on positive organizational change as opposed to individually implemented interventions. The findings are not congruent with previous findings of organizational development change, and possible issues surrounding these differences are discussed.
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Phillips, Tobe M. "Individual Behavior Change in the Context of Organization Change: Towards Validation of the Transtheoretical Model of Change in an Organizational Environment." Thesis, University of North Texas, 2004. https://digital.library.unt.edu/ark:/67531/metadc4686/.

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A review of literature indicates limited effort to understand and explain employees' acclimation to, and adoption of, new behaviors required by organization change initiatives. Psychological theories of individual behavior change have, in restricted instances, been applied into organizational environments. The transtheoretical model of change (TTM) offers a comprehensive explanation of behavior change uniting multiple theories of individual change. TTM describes change as a series of stages that individual progress through before arriving at the decision to implement a change in behavior. Movement through the stages is facilitated by processes which increase the probability of a behavior change effort's success. The present research investigated the potential applicability of TTM for explaining individual level change within a new context, specifically, an organizational environment. To examine if individual change in the context of an organization occurs in the fashion described by TTM, measures of core TTM constructs were delivered to employees in a water department of a city in the American southwest. The water department was immersed in an organization change initiative necessitating individual behavior change by its employees. Results of TTM core construct measures and their relationships with each other and the stages of change were examined. Initial findings are indicative of TTM's potential applicability as a description of behavior change within an organizational context. Implications of these findings, potential applications, imitations of the current research, and recommendations for future research are discussed.
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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 &ldquo;Top Five&rdquo;: 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>
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Frey, William R. "Organization and change in medical rehabilitation /." The Ohio State University, 1987. http://rave.ohiolink.edu/etdc/view?acc_num=osu1487584612164495.

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Stubbs, Lee. "Is the open organisations profile a valid and reliable measure of openness in organisations?" ePublications@bond, 2007. http://epublications.bond.edu.au/theses/15.

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This study is primarily about the Open Organisations Profile, a questionnaire developed in the United States by Professor Oscar Mink (1991) to assess openness in the workplace and thus assist in decisions on organisational change and development. The Open Organisations Profile was developed as an assessment tool of the Open Organisations theoretical model. The Open Organisations Model offers researchers a lens to assess an organisational system and the system’s ability to adapt to internal and external changes in its environment, while maintaining a sense of unity.While the Open Organisations Profile has been used extensively in Australia and the United States of America, limited research has examined its psychometric properties. This current set of studies aimed to examine the psychometric qualities of the instrument. The first study examined the reliabilities and factor structure of the Open Organisations Profile. Results indicated that the Open Organisations Profile displayed high internal consistency ranging from r = .80 to r = .95. Furthermore confirmatory factor analysis (CFA) confirmed the theoretical three factor model of unity, internal responsiveness and external responsiveness.The second study assessed cultural differences and similarities between Australia and American using the profile. The findings suggested that significant differences existed between the countries and also between male and female values across the nine dimensions measured.The final study examined the relationships between the three higher order factors of openness and customer satisfaction and sales performance. The study found that the three factors of openness had a mediating effect on customer satisfaction and sales performance. The three studies showed the Open Organisation Profile offers researchers a reasonably reliable and valid instrument for assessing the openness of an organisation and its ability to adapt to internal and external changes in the organisation’s environment. Furthermore, the Open Organisations Profile could be used as guide to the areas that need to be addressed to help the organisation improve service delivery, customer satisfaction and financial return.
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Books on the topic "Change in organization"

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Huse, Edgar F. Organization development and change. 3rd ed. West Pub. Co., 1985.

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Organization development: The process of leading organizational change. Sage, 2009.

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Organization development: The process of leading organizational change. 2nd ed. Sage Publications, 2012.

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1940-, Kelly James N., ed. Transforming the organization. McGraw-Hill, 1995.

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Kondalkar, V. G. Organization development. New Age International (P) Ltd., Publishers, 2009.

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Organization development. University Press of America, 2006.

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Cummings, Thomas G. Organization development and change. 4th ed. West Pub. Co., 1989.

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Organization, power and change. Handelshøjskolens forlag, 1995.

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Ontario. Task Force on the Organization of Work. The Organization change process. The Council, 1994.

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G, Worley Christopher, ed. Organization development and change. 5th ed. West Pub. Co., 1993.

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Book chapters on the topic "Change in organization"

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Linstead, Stephen, and Alison Pullen. "Managing change." In Management and Organization. Macmillan Education UK, 2009. http://dx.doi.org/10.1007/978-1-349-92292-5_14.

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Lochmann, Hans-Dieter, and Michaela Rüsch-Kornasoff. "Organization Change Strategy." In Reengineering Zwischen Anspruch und Wirklichkeit. Gabler Verlag, 1996. http://dx.doi.org/10.1007/978-3-322-82513-1_18.

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Cameron, Kim, and Jon McNaughtan. "Positive Organizational Change." In Practicing Organization Development. John Wiley & Sons, Inc, 2015. http://dx.doi.org/10.1002/9781119176626.ch23.

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Brooks, Scott M., and Jeffrey M. Saltzman. "Navigating Change." In Creating the Vital Organization. Palgrave Macmillan US, 2016. http://dx.doi.org/10.1057/978-1-137-53694-5_8.

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Rothwell, William J., Roland L. Sullivan, Taesung Kim, Jong Gyu Park, and Wesley E. Donahue. "Change Process and Models." In Practicing Organization Development. John Wiley & Sons, Inc, 2015. http://dx.doi.org/10.1002/9781119176626.ch3.

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Hoffmann, Matthew J. "Climate change." In International Organization and Global Governance. Routledge, 2018. http://dx.doi.org/10.4324/9781315301914-54.

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Brooks, Scott M., and Jeffrey M. Saltzman. "Making Change Stick." In Creating the Vital Organization. Palgrave Macmillan US, 2016. http://dx.doi.org/10.1057/978-1-137-53694-5_9.

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Barrett, Richard. "Whole system change." In The Values-Driven Organization. Routledge, 2017. http://dx.doi.org/10.9774/gleaf.9781315558530_5.

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Marin, Dalia. "Assessing Structural Change." In Perspectives in Industrial Organization. Springer Netherlands, 1990. http://dx.doi.org/10.1007/978-94-009-2073-6_14.

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Doppler, Klaus, and Christoph Lauterburg. "Organization: Design for Change." In Managing Corporate Change. Springer Berlin Heidelberg, 2001. http://dx.doi.org/10.1007/978-3-662-04526-8_2.

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Conference papers on the topic "Change in organization"

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Lovrenčić, Sandra. "Knowledge Management as a Facilitator of Organizational Change." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.82.

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Natural, social, political, technological and economic environment of an organization constantly change making timely and relevant information and knowledge critical for competitive advantage and business success. Such constant changes can cause disruption and with it need for adaptation of business models, digital transformation and improvement of knowledge management systems. Digital business and digital workforce are being even more accentuated with ongoing epidemic and new information technologies emerge to help organizations in achieving their goals. Information technology is an important element of knowledge management that supports its processes of creation, acquisition, storage, sharing and application of organizational knowledge. Other important elements, or classic pillars, are organization, leadership and learning. They all include people and people really are key enablers of development and progress. Technology, processes and people in organization are intertwined;:they change and are changed by each other, and are specific for each organization. Knowledge management makes use of those connections to foster organizational change, but is also influenced and changed by them.
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Mukti, Dyah Puspo, and Nidya Dudija. "Organizational Change Dynamics : A Learning Organization Process toward World Class Organization." In 3rd International Seminar and Conference on Learning Organization. Atlantis Press, 2016. http://dx.doi.org/10.2991/isclo-15.2016.15.

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Conger, Dorian S. "Can Safety Culture Be This Important?" In 2014 22nd International Conference on Nuclear Engineering. American Society of Mechanical Engineers, 2014. http://dx.doi.org/10.1115/icone22-31241.

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Organizational culture has been extensively studied since the 1950’s. The research consistently demonstrates that an organization’s culture has a direct and immediate impact on the behaviors of the people working within the organization. For many years, the culture of an organization was not a part of the evaluation process when performance deficiencies or incidents were evaluated. In some instances, organizations were even told specifically that such ‘soft’ issues were not to be considered. Now, it seems that the pendulum has swung completely in the opposite direction. Organizations are encouraged and sometimes even required to consider safety culture contributions to performance problems and accidents/incidents. Few systematic methods exist to evaluate the contributions of safety culture to incident and accidents as part of a root cause analysis. This paper explores several questions related to the importance of safety culture and how it can be evaluated and changed for the betterment of the organization(s) involved. Some of the critical questions are: 1) How is it possible that safety culture has become so important in evaluating the performance of an organization? 2) Whether in terms of deficiencies or accident/incidents — can safety culture be reliably measured, particularly during a root cause analysis? 3) If it can be measured, how can it be changed? 4) Does organizational culture change have to take years to accomplish?
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Nicolae (Stan), Ana-Maria. "Human Resources’ Resistance to Change - from Routine to Entrepreneurship Ideas." In 2nd International Conference Global Ethics - Key of Sustainability (GEKoS). LUMEN Publishing House, 2021. http://dx.doi.org/10.18662/lumproc/gekos2021/12.

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Nowadays, change has become a constant presence inside the organizations and its existence in organizational life has proved to be necessary for its evolution. The term ‘’change’’ conveys the idea of renovating or transforming an existing thing by adding some values or reducing others. This way, it can be said that change is a process of organizational transformation- especially regarding human resources and overcoming the resistance to change. No one is immune to change and this process affects all members of an organization, either in a positive or negative way. On one hand, it can bring together the members of an organization to achieve a common objective, on the other hand it may be a disruptive factor, a divisional factor and a source of conflict. Although the change may mean something different for different people, it is not something new.
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Little, J. "Change your organization (for Peons)." In Proceedings of the Agile Development Conference, 2003. ADC 2003. IEEE, 2003. http://dx.doi.org/10.1109/adc.2003.1231453.

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Esparcia, Sergio, and E. Argente. "Forces That Drive Organizational Change in an Adaptive Virtual Organization." In 2012 Sixth International Conference on Complex, Intelligent, and Software Intensive Systems (CISIS). IEEE, 2012. http://dx.doi.org/10.1109/cisis.2012.64.

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Adlam, John. "NORNE - The Organization Challenge/ Implementing Change." In Offshore Technology Conference. Offshore Technology Conference, 1995. http://dx.doi.org/10.4043/7923-ms.

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Hyatt, Laura. "EFFECT OF NARRATIVES ON ORGANIZATION CHANGE." In 14th International Technology, Education and Development Conference. IATED, 2020. http://dx.doi.org/10.21125/inted.2020.2557.

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Ma, Guo-fang. "Non-Governmental Organization and Public Crisis Management." In Public Administration in The Time of Regional Change. Atlantis Press, 2013. http://dx.doi.org/10.2991/icpm.2013.26.

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DuHadway, Linda P., and Thomas C. Henderson. "Informing change: Course content analysis and organization." In 2015 IEEE Frontiers in Education Conference (FIE). IEEE, 2015. http://dx.doi.org/10.1109/fie.2015.7344368.

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Reports on the topic "Change in organization"

1

Schumacher, J. C. Table of Organization Change Required for Logisticians. Defense Technical Information Center, 2009. http://dx.doi.org/10.21236/ada511311.

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Paddock, Jr, and Alfred. PSYOP: On a Complete Change in Organization Practice, and Doctrine. Defense Technical Information Center, 2010. http://dx.doi.org/10.21236/ada523696.

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Bogart, Robert K. Leading Change: Transitioning the AFMS into a High Reliability Organization. Defense Technical Information Center, 2016. http://dx.doi.org/10.21236/ad1012830.

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Bochenek, Grace, Timothy Kotnour, and James Ragusa. Driving Change from the Middle in High-Tech Organizations: An Approach and Lessons Learned from a Military Science and Technology Development Organization. Defense Technical Information Center, 2005. http://dx.doi.org/10.21236/ada608610.

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Bendixen, Shannon, Michael Campbell, Corey Criswell, and Roland Smith. Change-Capable Leadership The Real Power Propelling Successful Change. Center for Creative Leadership, 2017. http://dx.doi.org/10.35613/ccl.2017.2049.

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If you could ask 275 senior executive leaders about how to lead change, what would they have to say? What if they talked about the most important factors for success, what you should do more of, do less of, or avoid all together? What if their experiences could help you lead change in your organization and provide an early warning system to avoid failure? Do we have your attention? If you are a leader facing complex business challenges in your organization that require changes in the way people have always done things, we offer the following insights from the senior executives we asked about their experiences in leading change: 1. Change yourself. Leading change successfully means spending time outside of your comfort zone. As the individual leading an initiative you must change your mindset, actions, and behaviors. 2. Don’t go it alone. Leading change is a team activity. People come together driven by a compelling, and frequently communicated, message about why we are changing. 3. Know the signs . Recognize the early warning signs that indicate an initiative is starting to derail.
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Caliendo, Lorenzo, Ferdinando Monte, and Esteban Rossi-Hansberg. Exporting and Organizational Change. National Bureau of Economic Research, 2017. http://dx.doi.org/10.3386/w23630.

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Blunck, Paula. Perceived Communication During Organizational Change. Portland State University Library, 2000. http://dx.doi.org/10.15760/etd.6602.

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Wittig, Robert C. Leading Change: Military Leadership in Civilian Organizations. Defense Technical Information Center, 2012. http://dx.doi.org/10.21236/ada561960.

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Kline, Jr, and John P. Security Assistance Organizations: A Time for Change. Defense Technical Information Center, 1988. http://dx.doi.org/10.21236/ada192578.

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Edwards, Dominick L. Spouse Influence in Army Organizational Change. Defense Technical Information Center, 2008. http://dx.doi.org/10.21236/ada505495.

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