Relevant bibliographies by topics / Theory of Organizational Change

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Theory of Organizational Change'

Author: Grafiati
Published: 29 June 2021
Last updated: 29 July 2025

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Journal articles on the topic "Theory of Organizational Change"

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Janicijevic, Nebojsa. "Organizational learning in the theory of organizational change." Ekonomski anali 51, no. 171 (2006): 7–31. http://dx.doi.org/10.2298/eka0671007j.

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The concept of organizational learning has been presented and placed within the referential frame of the organizational change theory. It appears that organizational changes shows to be a wider concept than organizational learning, since every learning includes change, but every change does not necessarily include learning. Organizational learning presents a particular type of organizational change, one which comprises creation and utilization of knowledge, includes changes of both cognitive structures and behaviors of organizational members, and necessarily is normative by its nature. The ref
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DONALDSON, L. "ORGANIZATIONAL PORTFOLIO THEORY: PERFORMANCE-DRIVEN ORGANIZATIONAL CHANGE." Contemporary Economic Policy 18, no. 4 (2000): 386–96. http://dx.doi.org/10.1111/j.1465-7287.2000.tb00035.x.

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Hage, Jerald, and Kurt Finsterbusch. "Three Strategies of Organizational Change: Organizational Development, Organizational Theory and Organizational Design." International Review of Administrative Sciences 55, no. 1 (1989): 29–57. http://dx.doi.org/10.1177/002085238905500105.

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J. Adriaenssen, Daniel, and Jon-Arild Johannessen. "Prospect theory as an explanation for resistance to organizational change: some management implications." Problems and Perspectives in Management 14, no. 2 (2016): 84–92. http://dx.doi.org/10.21511/ppm.14(2).2016.09.

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The problem in organizational change projects is that people often resist organizational change. Many change projects in organizations do not reach their goals. The question is why? This paper investigates how prospect theory can be used to explain people’s resistance to organizational change. Prospect theory is based on research from Kahneman and Tversky. If we know why people resist organizational change, we as leaders can do something to promote the change project. The objective of this article is to advise managers and leaders on ways of reducing resistance to organizational change. The au
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Sternberg, Robert J. "Effecting organizational change: A "mineralogical" theory of organizational modifiability." Consulting Psychology Journal: Practice and Research 54, no. 3 (2002): 147–56. http://dx.doi.org/10.1037/1061-4087.54.3.147.

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Frahm, Jennifer A., and Kerry A. Brown. "BUILDING AN ORGANIZATIONAL CHANGE COMMUNICATION THEORY." Academy of Management Proceedings 2005, no. 1 (2005): C1—C6. http://dx.doi.org/10.5465/ambpp.2005.18781296.

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Yong Sun Chang. "Organizational Change: Focusing on Congruence Theory." Korean Review of Organizational Studies 9, no. 3 (2012): 95–123. http://dx.doi.org/10.21484/kros.2012.9.3.95.

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Turner, John R., and Nigel Thurlow. "ORGANIZATIONAL CHANGE: THE SUBSTRATE-INDEPENDENCE THEORY." Performance Improvement Journal 62, no. 3 (2023): 94–101. http://dx.doi.org/10.56811/pfi-22-0010.

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This article provides a new perspective on organizational change by utilizing the substrate-independence theory. The substrate-independence theory utilizes constructor theory from the field of physics, concepts from information theory, and counterfactuals from science to identify, map, and address organizational change. The concepts presented in the current article highlight the initial steps in mapping one's landscape that include the environment and its constraints and barriers. These maps become information in real-time that aid organizational leaders and practitioners navigate ambiguity an
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van den Oord, Ad, Karen Elliott, Arjen van Witteloostuijn, Melody Barlage, Laszlo Polos, and Sofie Rogiest. "A cognitive organization theory (COT) of organizational change." Journal of Organizational Change Management 30, no. 6 (2017): 903–22. http://dx.doi.org/10.1108/jocm-08-2016-0164.

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Purpose In this paper, the authors develop a cognitive organization theory (COT) of organizational change. COT was developed in the 2000s, by taking insights from cognitive psychology and anthropology to rebuild the foundation of organizational ecology (OE), grounding macro processes of organizational legitimation, inertia and mortality in micro processes of appeal and engagement. COT also explored the micro-level process of organizational change, arguing that four features (i.e. asperity, intricacy, opacity, and viscosity) of an organization's texture impact the appeal of organizational chang
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Aslam, Usman, Farwa Muqadas, Muhammad Kashif Imran, and Abdul Saboor. "Emerging organizational parameters and their roles in implementation of organizational change." Journal of Organizational Change Management 31, no. 5 (2018): 1084–104. http://dx.doi.org/10.1108/jocm-08-2017-0300.

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Purpose The purpose of this paper is to investigate new emerging organizational parameters and their roles in successful change implementation. These organizational parameters are rarely investigated especially in the context of organizational change (OC) in private and public sector organizations. Design/methodology/approach In cumulative, 403 valid responses have been obtained randomly from public sector workers by using self-administered questionnaires. Findings The results reveal that knowledge sharing regarding incremental and radical changes can helpful for effective OC implementation. F
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Dissertations / Theses on the topic "Theory of Organizational Change"

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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 &amp; Tippett, 2002). Measuring the impacts of change on employees and
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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 collecte
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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 n
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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 ch
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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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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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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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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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Books on the topic "Theory of Organizational Change"

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Jones, Gareth R. Organizational theory, design, and change. 7th ed. Pearson/Prentice Hall, 2013.

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Jones, Gareth R. Organizational theory, design, and change. 6th ed. Pearson/Prentice Hall, 2010.

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R, Jones Gareth, ed. Organizational theory, design, and change. Pearson Prentice Hall, 2006.

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Fossum, Lynn B. Understanding organizational change: Converting theory to practice. Crisp Publications, 1989.

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Tonder, C. L. Van. Organisational change: Theory and practice. Van Schaik, 2004.

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John, Hayes. The theory and practice of change management. 3rd ed. Palgrave Macmillan, 2010.

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Pålshaugen, Øyvind. The end of organization theory? John Benjamins Pub., 1998.

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Sally, Hulks, and Wiggins Liz, eds. Organizational change: Perspectives on theory and practice. Oxford University Press, 2012.

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Bedeian, Arthur G. Organizations: Theory and design. Dryden Press, 1991.

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1923-, French Wendell L., Bell Cecil 1935-, and Zawacki Robert A, eds. Organization development: Theory, practice, and research. 3rd ed. BPI/Irwin, 1989.

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Book chapters on the topic "Theory of Organizational Change"

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Acharya, Tulasi, and Wilson McLean. "Organizational Change and Organizational Development." In Public Administration and Organization Theory. Routledge India, 2025. https://doi.org/10.4324/9781003600237-13.

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Cox, Raymond W. "Organizational Dynamics and Change." In Public Administration in Theory and Practice. Routledge, 2019. http://dx.doi.org/10.4324/9781351003940-11.

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Kuk, Linda, James H. Banning, and Marilyn J. Amey. "Organizational Process and Change Theory." In Positioning Student Affairs for Sustainable Change. Routledge, 2023. http://dx.doi.org/10.4324/9781003446354-6.

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De Ambrogio, Ugo. "Organizational cultures and change interventions." In New Theory and Practice of Transactional Analysis in Organizations. Routledge, 2021. http://dx.doi.org/10.4324/9781003173564-10.

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Beehner, Christopher G. "Systems Theory." In The Palgrave Encyclopedia of Leadership and Organizational Change. Springer Nature Switzerland, 2025. https://doi.org/10.1007/978-3-031-51650-4_39-1.

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Kuk, Linda, James H. Banning, and Marilyn J. Amey. "Seeing Student Affairs Organizations Through the Lens of Organizational Theory." In Positioning Student Affairs for Sustainable Change. Routledge, 2023. http://dx.doi.org/10.4324/9781003446354-2.

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Mackenzie, Kenneth D. "Overview of the Theory of the Organizational Hologram." In The Organizational Hologram: The Effective Management of Organizational Change. Springer Netherlands, 1991. http://dx.doi.org/10.1007/978-94-011-3917-5_3.

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Clancey, William J. "Practice Cannot be Reduced to Theory: Knowledge, Representations, and Change in the Workplace." In Organizational Learning and Technological Change. Springer Berlin Heidelberg, 1995. http://dx.doi.org/10.1007/978-3-642-79550-3_2.

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Ramage, Magnus. "Schön, Donald: Learning and Change in His Work – Reflection on Theory and Theory on Reflection." In The Palgrave Handbook of Organizational Change Thinkers. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-319-49820-1_57-2.

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Ramage, Magnus. "Schön, Donald: Learning and Change in His Work – Reflection on Theory and Theory on Reflection." In The Palgrave Handbook of Organizational Change Thinkers. Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-38324-4_57.

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Conference papers on the topic "Theory of Organizational Change"

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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
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Onyshchenko, D., and A. Poltorak. "Theoretical foundations of change management at enterprises." In international scientific-practical conference. MYKOLAYIV NATIONAL AGRARIAN UNIVERSITY, 2024. http://dx.doi.org/10.31521/978-617-7149-78-0-67.

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Every organization operates in dynamic and volatile environment and for this reason organizations should adopt the approaches to managing change. This conceptual study presents the tools for managing changes in the organization. The findings of this study offer a number of practical implications. It is expected to increase our understanding about the change management process in organizational context and this study will be of value to the academic researchers and practitioners. The study may be equally useful to the entrepreneurs who are engaged in initiating their new businesses. The main st
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Ceacir, Irina. "Asynergy between organizational culture, team motivation and change: foundations for institutional resilience." In Conferința științifică națională cu participare internațională "Integrare prin cercetare și inovare", dedicată Zilei Internaționale a Științei pentru Pace și Dezvoltare. Moldova State University, 2025. https://doi.org/10.59295/spd2024s.47.

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This research investigates the interplay between organizational culture, team motivation, and change management as foundational elements for institutional resilience. It aims to understand how these factors interact to create a resilient organization capable of adapting to rapid and unpredictable changes. The study explores the concept of organizational culture, its influence on employee behavior, and its role in facilitating change. Team motivation is examined through various theories, highlighting its impact on performance and innovation. The research also delves into change management strat
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Jokanović, Bojana, Ivana Tomić, Andrea Okanović, Leposava Grubić-Nešić, and Nikola Stojić. "THE INFLUENCE OF ORGANIZATIONAL CHANGE ON THE EMPLOYEE’S PERFORMANCE." In 19th International Scientific Conference on Industrial Systems. Faculty of Technical Sciences, 2023. http://dx.doi.org/10.24867/is-2023-t6.1-12_02041.

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In order to survive in a global knowledge economy, all organizations that want to position themselves well in the market must initiate changes or adapt to the already occurring changes in the environment. The aim of this study is to explore the impact of organizational changes on performance of employees. The significance of this study is in determining how different types of organizational changes affect employees and their performance. It is extremely important to study changes from the perspective of employees. If employees do not see the change as a threat, they will more easily accept it
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Markopoulos, Evangelos, Alisia Jordanou, Hannu Vanharanta, and Jussi Kantola. "Co-opetitive Management and Leadership Methodology for Democratic Organizational Change." In 14th International Conference on Applied Human Factors and Ergonomics (AHFE 2023). AHFE International, 2023. http://dx.doi.org/10.54941/ahfe1003731.

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If change is constant, then change management is constant, but maintaining successful change management programs and strategies can be challenging, especially if the impact of the change is big or the time between the changes is small, or the frequency of changes is high. Organizational changes can be seen as mandatory route for the adaptation of new markets trends, client expectations or response to social and geopolitical situations and events that demand structural and radical changes for the organization to move on. However organizations are composed of humans and change management tends t
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Schneijdenberg, Lieke, and Katrina Heijne. "Acquisitional Creativity: Improving Impact in Deliberate Organizational Change." In 14th European Conference on Creativity in Innovation. AIJR Publisher, 2023. http://dx.doi.org/10.21467/proceedings.154.12.

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Of all major change efforts within organizations, 70% fail to achieve their objectives. For a large part, this is caused by the mismatch of the strategy and the work culture of the organization that undergoes the change (Kerber &amp; Buono, 2005). To successfully implement change in organizations, it is key to match the plans to the needs and wishes of the people within the organization and gradually guide the steps of change towards the future goal. In the business community, the popularity of creativity has increased greatly. The use of creativity techniques can target participants’ motivati
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Hagerer, Ilse, and Uwe Hoppe. "German Universities as Actors in Organizational Design – A Qualitative Study." In Fifth International Conference on Higher Education Advances. Universitat Politècnica València, 2019. http://dx.doi.org/10.4995/head19.2019.9333.

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After the latest reforms in higher education according to the NPM (New Public Management), the autonomy of universities and the organizational perspective have been strengthened. According to predominantly used neo-institutional research in higher education, organizations adapt their structure by the pressure of legitimacy from outside. So the research question arises, if universities are actors and if so, what are the influencing factors on organizational structure. The goal is to point out the reasons for organizational design and if they act on their own or only adapt changes by pressure fr
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VOICA, Orlando, Cristina VEITH, and Iyad ISBAITA. "ASPECTS OF ORGANIZATIONAL COMMUNICATION INFLUENCING THE SUCCESS OF CHANGE." In International Management Conference. Editura ASE, 2022. http://dx.doi.org/10.24818/imc/2021/05.03.

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This paper aims to analyse some organizational routines that can influence the success of organizational change. Thus, we analyse several communicational elements that influence the implementation of a change, from the perspective of their interdependence. The data were collected through an online questionnaire and statistically evaluated. The quantitative analysis was based on the responses to questionnaire from 258 organizations in both public and private sectors. We hypothesized that a successful change is reliant on some particular factors specific to the communication process. The analysi
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Stanca, Ionela Petruta, and Tudor Tarbujaru. "Modern Management: The Biggest Challenge of an Era Full of Changes." In 8th International Scientific Conference ERAZ - Knowledge Based Sustainable Development. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2022. http://dx.doi.org/10.31410/eraz.2022.133.

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The 21st century was marked by countless changes and upheav­als around the world that very much revealed a new age. This era of fast, sudden, and omnipresent change has serious implications for our future. In today’s fast-paced world, each organization needs new tools and methods to strengthen its effectiveness. Strong competition in the worldwide mar­ketplace requires organizations to figure out ways to be competitive. Com­petitive advantage is achieved only by organizations that are ready for ex­treme changes and employ techniques and concepts of non-stop improve­ment. In order to obtain a c
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Ristovska, Andrijana, and Ljupco Eftimov. "ORGANIZATIONAL CHANGE AND EMPLOYEE STRESS: EMPIRICAL ANALYSIS OF EMPLOYEES IN THE REPUBLIC OF NORTH MACEDONIA." In Economic and Business Trends Shaping the Future. Ss Cyril and Methodius University, Faculty of Economics-Skopje, 2021. http://dx.doi.org/10.47063/ebtsf.2021.0001.

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This paper addresses the issue of the importance and necessity of introducing constant organizational changes and their impact on employee stress as one of the primary pull factors of the employee turnover intention. In this regard, human resource managers in organizations are becoming increasingly aware that hiring and retaining talents are the most important determinants of success in the complex global world and that they must work more intensively on modernizing the process of change management to help employees, not only for acceptance, but also for their involvement in the change impleme
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Reports on the topic "Theory of Organizational Change"

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Nolan, Parker Stephen. Network Theory: How Can Its Application Cultivate the Conditions to Support Young Creatives? Creative Generation, 2021. http://dx.doi.org/10.51163/creative-gen004.

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As observers to the intersectional fields of culture, education, and social change, Creative Generation witnessed the chosen organizational structure of “networks” come into vogue – particularly as smaller, community-based organizations have begun to participate in larger-scale, collaborative initiatives. In almost all examples, the individuals and organizations involved do their collaborative work through a “network,” using any number of connections and patterns. This qualitative inquiry sought to understand how applying Network Theory to organizational structures can cultivate the conditions
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Greenan, Nathalie, and Jacques Mairesse. Organizational Change in French Manufacturing: What Do We Learn From Firm Representatives and From Their Employees? National Bureau of Economic Research, 1999. http://dx.doi.org/10.3386/w7285.

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McKnight, Katherine, and Elizabeth Glennie. Are You Ready for This? Preparing for School Change by Assessing Readiness. RTI Press, 2019. http://dx.doi.org/10.3768/rtipress.2019.pb.0020.1903.

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Schools routinely face federal and state mandated changes, like the Common Core State Standards or standardized testing requirements. Sometimes districts and schools want to take on new policies and practices of their own, like anti-bullying programs or using technology to deliver instruction. Regardless of the origin of the change, implementation requires them to take on additional work; yet experts estimate that only 30 to 50 percent of major change efforts in organizations will succeed. Failing change efforts result in not only financial losses but also lowered organizational morale, wasted
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Futch Ehrlich, Valerie A. Leadership Development as a Lever for Social Change: An Evaluation Framework and Impact Storytelling Approach. Center for Creative Leadeship, 2022. http://dx.doi.org/10.35613/ccl.2022.2050.

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Founded with the mission to “advance the understanding, practice, and development of leadership for the benefit of society worldwide”, the Center for Creative Leadership (CCL) has served both the social and commercial sectors for over 50 years. Many of our programs across corporate, government, philanthropic, and social (e.g., NGOS, nonprofits, K12 institutions, higher education institutions, and population health organizations) sectors have the goal of improving outcomes for individual leaders and groups, and extending those outcomes to create impact at the organizational, community, or socie
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Álvarez, Carola, Jacqueline Bueso-Merriam, and Rodolfo Stucchi. So you think you know what drives disbursements at the IDB? Think, think again... Inter-American Development Bank, 2012. http://dx.doi.org/10.18235/0009059.

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This paper focuses on the performance of IDB projects between 1996 and 2011 disbursements. We present evidence on the evolution of disbursements with respect to the available funds and the evolution of disbursements with respect to the historic disbursement curve of IDB projects. We also identify the main factors driving disbursements. Our findings show that disbursements improved in the last 10 years; in particular, they improved after the organizational changes instituted after 2006. With respect to the factors driving disbursements, we find that: (i) Country is more important than sector in
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West, George, Marco Velarde, and Alejandro Soriano. IDB-9: Operational Performance and Budget. Inter-American Development Bank, 2013. http://dx.doi.org/10.18235/0010526.

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In IDB-9 the Board of Governors of the Inter-American Development Bank (IDB) mandated the adoption of a results-based budgeting process (RBB) that would be aligned to and would help achieve the key performance targets of the Corporate Results Framework (CRF), as well as improve accountability and transparency. In addition, they mandated the use of a Balanced Score Card Performance Management System (BSC) that would incorporate the results from an External Feedback System (EFS). The Governors also requested that the Bank continue its efforts to improve organizational efficiency. The IDB has mad
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Dellmuth, Lisa Maria, Maria-Therese Gustafsson, Niklas Bremberg, and Malin Mobjörk. IGOs and Global Climate Security Challenges: Implications for Academic Research and Policymaking. Stockholm International Peace Research Institute, 2017. http://dx.doi.org/10.55163/cayw7004.

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Climate change poses a new class of security challenges that is confronting societies worldwide. Increased risk of famine, destroyed infrastructure, houses and shelter, and violent conflicts might all be consequences of climate change through gradual changes to ecosystems and extreme weather events. As a way to mitigate these challenges, states have delegated increased power to intergovernmental organizations (IGOs). This Fact Sheet summarizes the key findings of the first systematic review of research on IGOs and climate security, and the implications of existing studies for the theory and pr
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Parker, David. Scaling Tutoring: Five Key Factors to Benefit More Students. Inter-American Development Bank, 2023. http://dx.doi.org/10.18235/0005111.

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The text highlights the significance of tutoring in education, stating that no other intervention in educational research has a comparable impact. Due to this impact, education advocates worldwide are advocating for scaling tutoring to address learning inequalities exacerbated by the global pandemic. The optimism for scaling tutoring is based on two key assumptions. First, it assumes that tutoring will remain effective when scaled up. Second, it assumes that scaling tutoring is feasible. The author describes the 5 key factors for scaling up tutoring programs: (1) a well-specified theory of cha
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Contreras Salamanca, Luz Briyid, and Yon Garzón Ávila. Generational Lagging of Dignitaries, Main Cause of Technological Gaps in Community Leaders. Analysis of Generation X and Boomers from the Technology Acceptance Model. Universidad Nacional Abierta y a Distancia, 2021. http://dx.doi.org/10.22490/ecacen.4709.

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Community and neighborhood organizations are in the process of renewing the organizational culture, considering technological environments in the way of training, and advancing communally, being competitive in adaptation and learning, creating new solutions, promoting change, and altering the status quo, based on the advancement of technology over the last few years, currently applied in most organizations. The decisive factor is the ability of true leaders to appropriate the Technological Acceptance Model –TAM– principles, participating in programs and projects, adopting new technologies from
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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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