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Dissertations / Theses on the topic 'Organizational change – Management'

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Published: 4 June 2021

Last updated: 25 July 2025

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1

Hughes, Michael Wesley. "Implementing ERP in manufacturing organizations : improving success through managing organizational change." Thesis, Georgia Institute of Technology, 1999. http://hdl.handle.net/1853/29332.

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2

Law, Cho-wa. "Change management : a people-oriented approach /." Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18003771.

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3

羅左華 and Cho-wa Law. "Change management: a people-oriented approach." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1996. http://hub.hku.hk/bib/B31267348.

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4

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 les

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5

Warner, Ashley M. "Becoming more open to change recommendations for a change management program /." Online version, 2004. http://www.uwstout.edu/lib/thesis/2004/2004warnera.pdf.

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6

Snabe, Birgitte. "The usage of system dynamics in organizational interventions a participative modeling approach supporting change management efforts /." Wiesbaden : Deutscher Universitäte-Verlag, 2007. http://www.springerlink.com/content/v4x321/.

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7

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 collecte

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8

MacIntosh, Malcolm Leslie. "The management of change in four manufacturing organizations." Title page, contents and abstract only, 2001. http://web4.library.adelaide.edu.au/theses/09PH/09phm15188.pdf.

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Bibliography: leaves 350-402. This thesis is concerned with the process of change and adaptation in four Australian manufacturing companies in the period 1989 to 1996. The thesis seeks to explain the reaction of these companies to the pressures for change, and particularly for the adoption of 'best practice' management prescriptions in the organization of work and human resource management. The operating hypothesis adopted is that the pattern of changes undertaken by manufacturing organizations are shaped by a variety of factors both external to and within the company, but that management beli

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9

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 a

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10

Du, Plessis Johannes Jacobus. "Organisational change management in the IT department." Pretoria : [s.n.], 2008. http://upetd.up.ac.za/thesis/available/etd-08222008-121322.

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11

Mitchell, Lorianne D. "Emotional Reactions to Organizational Change." Digital Commons @ East Tennessee State University, 2013. https://dc.etsu.edu/etsu-works/3052.

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12

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

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13

Engelbrecht, David Johannes. "Progressive change management keys towards organisational effectiveness." Thesis, Stellenbosch : Stellenbosch University, 2001. http://hdl.handle.net/10019.1/52415.

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Thesis (MBA)--Stellenbosch University, 2001.<br>Organisations find themselves in a challenging and changing environment. The focus of the study is to use the Marden diagnostic model of change management as a guide to transform organisations in order to meet competitive challenges of changing market conditions. The first half of the study underlines the need for organisations to stay in a mode of constant change. It explains the systems approach to organisational change that is prescribed by the Marden diagnostic model of change. The change process is initiated by focusing the organisati

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14

Swearingen, Robert. "The Ship of Change: A Model for Organizational Diagnosis and Change Management." Diss., North Dakota State University, 2019. https://hdl.handle.net/10365/31717.

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Grounded in developmental theory, the Ship of Change provides a renewed look at diagnostic relationships between organizational elements, and their interactions through the lens of a metaphorical ship analogy. Elements are identified and arranged based on empirical studies from the field with causal considerations emphasized by Burke-Litwin. The model uses a two-tiered visual perspective to depict multi-dimensionality that links core organizational elements to work unit activities through the interplay of culture, communication and climate. The model is intended for both the conveyance of prin

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15

Banish, Bryan J. (Bryan John) 1971, and Muhammad I. 1960 Nawaz. "The role of culture in organizational change." Thesis, Massachusetts Institute of Technology, 2003. http://hdl.handle.net/1721.1/29712.

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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2003.<br>Includes bibliographical references (leaves 116-118).<br>Today more companies are developing strategies that require providing total solutions to their customers rather than just delivering products. Many such companies have a strong culture that derives from years of successfully delivering differentiated products. The move toward a more "solutions oriented" business is difficult. The strategic initiative is a critical first step but often belies the cultural transition that must take place concurrent

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16

Snabe, Birgitte Milling Peter. "The usage of system dynamics in organizational interventions a participative modeling approach supporting change management efforts /." Wiesbaden : Deutscher Universitäts-Verlag, 2007. http://site.ebrary.com/id/10231917.

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17

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

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18

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 wa

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19

Higdon, Lora Elizabeth. "Change management for small business leaders." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10182301.

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<p> Small business owners face challenges associated with leading change, and many times lack the necessary resources to manage it properly. The purpose of this descriptive qualitative study was to determine what challenges leaders of small businesses face in managing change, what strategies and practices those leaders employ, and how the leaders of small businesses measure success in managing change. This study also determined what advice leaders of small businesses would suggest for managing change. Four research questions were created to assist with this process, and 13 semi-structured inte

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20

Tluchowska, Malgorzata. "Management of group processes during organisational change /." [St. Lucia, Qld.], 2002. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe17057.pdf.

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21

Huising, Ruthanne. "The pursuit of organizational change : becoming and being an agent for change." Thesis, Massachusetts Institute of Technology, 2008. http://hdl.handle.net/1721.1/44744.

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Thesis (Ph. D.)--Massachusetts Institute of Technology, Sloan School of Management, 2008.<br>"June 2008."<br>Includes bibliographical references (leaves 138-148).<br>This dissertation addresses two questions: How do employees become mobilized to initiate and drive change in organizations? How do managers draw on external and internal resources in introducing and sustaining change projects? I answer these questions using business process redesign (BPR) as a case of organizational change. To answer the first question I analyze the experiences of 57 employees selected to participate on one of sev

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22

Walford, Bernard. "Evolution of a project organisation in a client authority." Thesis, Hong Kong : University of Hong Kong, 1989. http://sunzi.lib.hku.hk/hkuto/record.jsp?B25946869.

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23

Ip, Pui-lam Stephen. "The strategic role of airline revenue management systems and the importance of change management /." Hong Kong : University of Hong Kong, 1997. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18832155.

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24

Paulsen, Neil. "Group identification, communication and employee outcomes during organizational change /." St. Lucia, Qld, 2002. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe16732.pdf.

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25

Vitale, Dean C. Armenakis Achilles A. "Organizational change recipients and choosing an opinion leader a mixed methods investigation /." Auburn, Ala, 2008. http://repo.lib.auburn.edu/EtdRoot/2008/SUMMER/Management/Dissertation/Vitale_Dean_35.pdf.

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26

Smith, A. B. (Riana). "Change dynamics within project management an assessment tool /." Pretoria : [s.n.], 2007. http://upetd.up.ac.za/thesis/available/etd-11222007-152309.

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27

Sampath, Raj. "Exploring Organizational Change through an Understanding of Intrapreneurship." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4098.

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Organizations need to constantly innovate to be relevant in a highly competitive market. Intrapreneurship, defined as entrepreneurship within the organization, is one method to bring about this constant innovation. The purpose of this study was to explore intrapreneurship, through a multiple case study, to gain a better understanding of which business strategies can foster successful intrapreneurship initiatives. The theories of Pinchot and Porter on intrapreneurship and organizational competitiveness formed the theoretical lens for this study. The sample for this study consisted of 5 business

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28

Taylor, Eileen. "Leading organizational change in higher education." Thesis, Indiana Wesleyan University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3685153.

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<p> Leaders are frequently required to lead change due to mergers, expansions into new markets, and new initiatives to enter global markets compounding the need for change leadership. Frequent change is more the rule rather than the exception. Change is more needed today yet a poor result from leading change can adversely impact a leader's influence. How does a leader know when to lead a change initiative or when to take the easier route and simply stay with the status quo? </p><p> An in depth study of what appeared to be a very risky and highly successful organizational change initiative

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29

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 incre

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30

Wile, Kristina. "Theories of organizational change--a system dynamics perspective." Thesis, Massachusetts Institute of Technology, 1994. http://hdl.handle.net/1721.1/12084.

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31

Mahoney, James Scott. "Clipped wings : management discourses during organisational change at Australia's Civil Avilation Authority /." Canberra, 2007. http://erl.canberra.edu.au/public/adt-AUC20081113.153047/index.html.

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32

Davis, Carolyn D. "Organizational innovation the role of top management in different stages of innovation implementation /." Diss., Available online, Georgia Institute of Technology, 2004:, 2003. http://etd.gatech.edu/theses/available/etd-04062004-164628/unrestricted/davis%5Fcarolyn%5Fd%5F200312%5Fphd.pdf.

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33

Kubheka, Praise-God Ntandokayise Mandla. "Factors influencing employee engagement during change." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/3135.

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A lot of attention over the years has been focused on understanding employees resistance to change. A few researchers have provided insights into the reasons why some employees remain positive and engaged during times of uncertainty and changes in the organosation. To help build this knowledge area the study was aimed to investigating the factors that drive employee engagement during change. One-hundred-and-twenty employees, across a cross-section of jobs at a specific bank in South Africa, were surveyed. The empirical results obtained from the survey showed that independent variables such as

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34

Mgquba, Nolukhanyo. "Factors influencing effectiveness of change management interventions in a selected petrochemical company in the Western Cape, South Africa." Thesis, Cape Peninsula University of Technology, 2017. http://hdl.handle.net/20.500.11838/2663.

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Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2017.<br>Change in today‟s business situation may be seen as unavoidable; however, the absence of standard change interventions within an organisation can cause an impact on the functioning of the business and its survival in the long run. Thus, it is ideal for the South African petrochemical industry to find a suitable intervention for change models that will assist them in navigating its effectiveness. This study has used an investigative approach to understand the effectiveness of interventions of change mana

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35

Tonaszuck, David M. (David Michael) 1966. "The impact of leadership on systematic organizational change." Thesis, Massachusetts Institute of Technology, 2000. http://hdl.handle.net/1721.1/82679.

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Thesis (S.M.)--Massachusetts Institute of Technology, System Design & Management Program, 2000.<br>This electronic version was submitted by the student author. The certified thesis is available in the Institute Archives and Special Collections.<br>Includes bibliographical references (p. 81-82).<br>by David M. Tonaszuck.<br>S.M.

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36

Skordouli, Rosemary. "Operationalisation of strategic change in business schools identity deconstructing and integration management /." Thesis, Available from the University of Aberdeen Library and Historic Collections Digital Resources, 2009. http://digitool.abdn.ac.uk:80/webclient/DeliveryManager?application=DIGITOOL-3&owner=resourcediscovery&custom_att_2=simple_viewer&pid=58977.

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37

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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38

Self, Dennis R. "Assessing the management of readiness an empirical examination using a mixed-methods approach/." Auburn, Ala., 2005. http://repo.lib.auburn.edu/2005%20Summer/doctoral/SELF_DENNIS_21.pdf.

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39

Gowdy, Daniel Troyce. "Serving change| Understanding the efficacy of servant leader behaviors to influence follower commitment to organizational change." Thesis, Indiana Wesleyan University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=3742928.

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<p> Leading successful organizational change is central to an effective leadership approach. Servant leadership with its emphasis on follower growth and development, may be beneficial for organizational change. This study added to the understanding of servant leadership and commitment to organizational change by surveying participants (<i>n</i> = 244) of a large non-profit specialized healthcare organization implementing an electronic medical records system to assess if perceived servant leader behaviors correlate with followers’ attitude toward change. This study utilized Winston and Fi

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40

Sewell, Martha H. "The organizational change process analysis through two case studies." Thesis, Massachusetts Institute of Technology, 1985. http://hdl.handle.net/1721.1/15324.

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Thesis (M.S.)--Massachusetts Institute of Technology, Sloan School of Management, 1985.<br>MICROFICHE COPY AVAILABLE IN ARCHIVES AND DEWEY.<br>Bibliography: leaves 149-155.<br>by Martha H. Sewell.<br>M.S.

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41

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 semistruct

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42

Nilsson, Towe. "A Transparent Agile Change : Predicting a Transparent Organizational Change from Change Recipients’ Beliefs and Trust in Management." Thesis, Linnéuniversitetet, Institutionen för psykologi (PSY), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-95495.

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The popularity of agile methodologies is steadily increasing. This study is an intent to balance the agile change literature with a psychological perspective and quantitative measures of an agile change made within a Swedish organization. Organizational change recipients’ beliefs (discrepancy, appropriateness, valence, efficacy, & principal support) and trust in management were measured in an online survey to see how well these variables could predict a successful agile change towards transparency. The results indicate a lack of support for several previously cited success factors in the a

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43

Lee, Yiu-kuen Louis, and 李耀權. "Organizational change in Customs and Excise Department." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1992. http://hub.hku.hk/bib/B31964308.

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44

Frew, Michael K. "Managers' experience of organizational transformation /." Full-text version available from OU Domain via ProQuest Digital Dissertations, 1994.

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45

Martin, Graeme. "Exploring the links between strategic change and organizational outcomes." Thesis, Abertay University, 1999. https://rke.abertay.ac.uk/en/studentTheses/7934d416-300c-4ba4-aa0c-34770c840d6c.

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This thesis discusses and comments on published work that explores the links between managerial attempts at major strategic and organizational changes (referred to throughout the thesis as strategic change) and key organizational outcomes. The opening chapter reviews the literature on strategic organizational change, particularly focussing on models of organizational change, extant research into success and failure of change programmes and the evaluation of change. A model of strategic organizational change is presented that demonstrates the links among key variables and outcomes of change. In

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46

Novitskaya, Anna, and Momina Rajput. "Role of Organizational Culture in Creating Readiness for Change Project." Thesis, Umeå universitet, Företagsekonomi, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-85603.

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Given the dynamic and unpredictable nature of modern business environment, organizations need to always be ready for change. It is essential for employees to be able to accept change initiatives at workplace and contribute to them constructively. The authors of this research suggest that due to the similarities in the nature of their implementation process, projects are the most appropriate vehicle for implementing change initiatives. Change initiatives implemented through projects take characteristics of planned change and exclude emergent changes from the scope the scope of this research. T

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47

Scott, Kristoffer, and Tasmin Hoque. "Ideella organisationer och den lärande funktionen : En fallstudie av KFUM Sverige." Thesis, Södertörns högskola, Institutionen för samhällsvetenskaper, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-30501.

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Bakgrund och problem: Lärande inom organisationer har effekt på hur organisationer hanterar förändring och anpassar sin organisation för en förbättrad effektivitet, vilket kan leda till konkurrensfördelar. Det är intressant att se på ideella organisationer och deras lärande funktion då organisationsformen skiljer sig från den privata sektorn där företag i större utsträckning arbetar med lärande mer strukturellt medan ideella organisationer ofta baserar sin lärande funktion på lösa samtal. Vår undersökning tar avstamp från detta och mer specifikt i den ideella organisationen KFUM Sverige. Efter

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48

Britton, Leola. "An investigation into the competencies associated with change leadership : a case study analysis of an information technology organisation." Thesis, Nelson Mandela Metropolitan University, 2010. http://hdl.handle.net/10948/1227.

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In this research, the researcher-consultant together with the management corps of a merged IT organisation, embarked on a process of participative research with the aim to identify the competencies and skills that are required of the management-leadership corps to drive a process of change management and to ensure the organisation will be characterised by sustained growth and development. In using participative research methodology, qualitative data was mainly gathered through informal interviews and focus group sessions to identify the competencies and skills that are defined as important for

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Mantashe, Lunga Xolisa. "Understanding change and implications of divisional management model (DMM ) in a merged multi- campus University in South Africa." Thesis, University of Fort Hare, 2014. http://hdl.handle.net/10353/6103.

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The study sought to understand change and transition in a multi-merged campus university in South Africa. Specifically the objectives were to understand the Human Resource (HR) plan, how it is being rolled out, the reactions of workers to it, the effects of the plan on workers and the processes put in place to mitigate, rather than aggravate, the current and foreseeable consequences of the Human Resource plan. A qualitative case study was used and focus groups and semi-structured interviews (triangulated with observation and document analysis) were used on a purposive sample of unions and the

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Licklider, Mary M. "Organizational change in education : a case study of school-to-work /." free to MU campus, to others for purchase, 2000. http://wwwlib.umi.com/cr/mo/fullcit?p9974653.

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