Dissertations / Theses on the topic 'Organisational transformation'
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Mathe, Lucratia-Shandi. "Business transformation through organisational ambidexterity and organisational agility." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/64878.
Full textMini Dissertation (MBA)--University of Pretoria, 2017.
nk2018
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted
Kyriakidou, Olympia. "Organisational identity and change : the dynamics of organisational transformation." Thesis, University of Surrey, 2001. http://epubs.surrey.ac.uk/723/.
Full textEdwards, Mark Gerard. "An integral metatheory for organisational transformation." University of Western Australia. Faculty of Business, 2008. http://theses.library.uwa.edu.au/adt-WU2008.0145.
Full textDixon, Sarah E. A. "Organisational transformation in the russian oil industry." Thesis, Henley Business School, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.429033.
Full textStergiou, Maria. "A process-centered architecture for organisational transformation." Thesis, University of Kent, 1999. https://kar.kent.ac.uk/21775/.
Full textCorreia, Jorge Antonio Pinto. "Identification of essential knowledge co-creation processes for effective organisational transformation of service organisations." Thesis, University of Buckingham, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.436889.
Full textMaguire, Catherine. "An exploratory study of organisational transformation in manufacturing SMEs." Thesis, University of Strathclyde, 2010. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=12402.
Full textBisschoff, F. A. "Key success factors in the implementation of organisational transformation." Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/51808.
Full textENGLISH ABSTRACT: Managers are continuously faced with new problems and organisations are facing a severe battle for survival. The purpose of this study is to provide managers with a practical guideline based on a holistic and integrated approach of how to face and successfully overcome transformation challenges that they are facing. It has become imperative that managers learn how to effectively reposition and re-organise their organisations in order to meet the challenges of the future with confidence. The areas that will be addressed in this study will provide managers with the relevant information on how to transform their organisation as well as provide insights into how to approach the implementation thereof. The planning, positioning and implementation of transformation is one of the most important tools for organisations strategically gain the competitive advantage into the future. The Bisschoff generic key success factor organisation transformation model have been developed that will enable managers to approach the issues of transformation with confidence. This study has been compiled and written in such a manner as to provide managers with guidelines of techniques and models to apply the theory and literature in their respective organisations. The main purpose of this study is to provide a body of knowledge on the issues surrounding a successful transformation process.
AFRIKAANSE OPSOMMING: Bestuur staar voortdurend nuwe uitdagings in die gesig en organisasies word bedreig deur 'n uiterste stryd om herlewing. Hierdie studie het ten doel om bestuurders te voorsien van 'n praktiese handleiding gebaseer op 'n hilistiese en geintegreerde benadering om die uitdagings van transformasie waarvoor hulle te staan kom met sukses te trotseer en te oorkom. Dit het van uiterste belang geword dat bestuurders tegnieke aanleer om hulle onderskeie organisasies so te herposisioneer en te her-organiseer dat hulle in staat gestel sal word om die uitdagings van die toekoms met sukses te oorkom. Die areas ter sprake in die studie het ten doel om bestuur van relevante inligting te voorsien oor hoe om organisasies te transformer en insig te verskaf oor die benadering van implementering. Die beplanning, posisionering en implementering van transformasie is een van die belangrikste hulpmiddels vir organisasies om strategies die kompeterende voordeel te verkry in die toekoms. Die Bisschoff generiese sleutel sukses faktor organisasie transformasie model is ontwerp om bestuurders in staat te stel om die uitdagings rakende transformasie met sekerheid aan te durf. Hierdie studie is onderneem en saamgestel om bestuurders te voorsien met 'n handleiding waarin tegnieke en modelle beskryf word waarbinne die teorie en literatuur in hulle organisasie toegepas kan word. Die kern doel van hierdie studie is om 'n liggaam van transformasie te voorsien rakende die vraagstukke rakende 'n suksesvolle transformasie proses.
Nabe, Percival Mvuyisi. "Organisational transformation using total quality management and ISO 9000." Thesis, Cape Peninsula University of Technology, 2008. http://hdl.handle.net/20.500.11838/1209.
Full textEngineering by its very nature is associated with quality processes. Ineffective processes have the potential to jeopardize the chances of providing consistently, products that meet customer and applicable regulatory requirements. By implication, this senario also calls for organizational transformation. SA Five Engineering (Pty) Ltd (SAF), which will serve as the target organization for this research study has in the past year suffered numerous complaints of poor products as a result of ineffective processes, impacting on production quality. Both 150 9000 and the concept of Total Quality Management have the potential to mitigate ineffective processes within SAF. The key research objective with this research study, is to recommend how to improve ineffective processes and the competitive advantage of SAF through improved products. Furthermore, to analyze the business organization in order to determine the extent to which Total Quality Management principles are deployed with the aim of developing a model, which will serve as a benchmark for sustained improvement. The research problem deals with ineffective processes within SAF which impacts adversely on delivery of quality products and services. The research design and methodology to be conducted within the ambit of this research study is applied research, as applied research is designed to apply its findings to solve a specific existing problem. The research will furthermore fall in the social world as the research relates to a structured business research study pertaining to how things are, and why. The research will be conducted from both an empirical and theoretical research paradigm, using a survey for the purpose of data collection. The research method that will be applied within the context of this research study will be a case study research.
Christensen, Bjørner Bodøgaard. "Reframing consulting as transformation from within human relating." Thesis, University of Hertfordshire, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.269444.
Full textBasson, Bruce Ahswin. "Organisational commitment after a transformation process at a provincial government department." Thesis, University of the Western Cape, 2008. http://etd.uwc.ac.za/index.php?module=etd&action=viewtitle&id=gen8Srv25Nme4_4414_1260521840.
Full textOrganisations are by nature, dynamic entities that continuously undergo transformation in response to both internal and external pressures, which are imposed on them (Robbins, Odendaal &
Roodt, 2003). Government departments are by no means immune to these changes, which pose challenges that affect their service delivery. During periods of fundamental transformation, individuals typically experience changes in their levels of organisational commitment, which impacts on effective and efficient service delivery. Organisational commitment as an area of research is one of the factors that could lead to greater morale, strong organisational climate, motivation and productivity in many organisations facing transformation (Salami, 2008). The aim of this study was to investigate the level of organisational commitment after a transformation process at a Provincial Government Department. Recent organisational transformations (both in the private and public sector) have included the redrawing of divisional boundaries, flattening of hierarchic levels, spreading of spans of control, revising compensation, streamlining processes and reforming governance (Ndlovu &
Brijball Parusumar, 2005). The results of the research indicate that employees are moderately committed to the organisation. Statistically significant relationships were found between the dimensions of organisational commitment, except for affective commitment and total commitment which were not significant. 
Furthermore, results indicate that statistically significant differences exist based on the biographical characteristics (namely, gender, race, tenure, marital status, age and job level) but these characteristics do not significantly explain the variance in organisational commitment for this organisation. A limitation of the research is that the sampling composition and research design preclude the results of this study being generalised to other organisations and it is recommended that a stratified random sampling design be utilised for future research.
Vladimirova, Doroteya Kamenova. "Transformation of traditional manufacturers towards servitized organisations." Thesis, Cranfield University, 2012. http://dspace.lib.cranfield.ac.uk/handle/1826/7905.
Full textStebbings, H. "Business process resource networks : a multi-theoretical study of continuous organisational transformation." Thesis, Cranfield University, 2016. http://dspace.lib.cranfield.ac.uk/handle/1826/10182.
Full textFord, Elizabeth C. "The development of co-operative ideology, from social transformation to organisational survival." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp03/MQ65486.pdf.
Full textEdwards, Bryce. "Political parties in New Zealand: A study of ideological and organisational transformation." Thesis, University of Canterbury. Sociology, 2003. http://hdl.handle.net/10092/5725.
Full textWieczorek-Fojcik, Franciszka. "Leadership by subjectives : a communications strategy for emergent personal and organisational transformation." Thesis, Middlesex University, 2004. http://eprints.mdx.ac.uk/13639/.
Full textGårlin, Karl, and Mathias Kostet. "Change Through Transformation : An exploratory case study on leadership in contrasting organisational contexts of IKEA Sweden." Thesis, Umeå universitet, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-123230.
Full textAbrahams, Brian Peter. "The impact of organisational culture on organisational citizenship behaviour within the South African Police Service in the Western Cape." University of the Western Cape, 2016. http://hdl.handle.net/11394/5279.
Full textResearch evidence suggests that strengthening the cultural roots of an organisation (Organisational Culture) can lead to the observance of increased behaviours that goes beyond the call of duty (Organisational Citizenship Behaviour) across all sectors within a given organisation. Organisational cultures that encourage innovation, sense of togetherness and positive competition, are ideal in encouraging employees to perform beyond normal expectations in organisations. Organisational culture is therefore a critical element that contributes to organisational success and effectiveness. The focus of this study is to determine the impact that the organisational culture of the South African Police Service, as an organisation, has on the Organisational Citizenship Behaviour of its members in the Western Cape. The empirical study involved the participation of 127 respondents from three of the largest police stations in the Western Cape. A survey was conducted using the Organisational Culture Assessment Instrument (OCAI) and the Organisational Citizenship Behaviour Scale (OCBS) to assess the hypothesised relationship between the variables. An analysis of the results suggests that all of the dimensions of Organisational Culture (Clan, Adhocracy, Hierarchy and Market) are positively related to all of the dimensions of Organisational Citizenship Behaviour (Altruism, Sportsmanship, Civic Virtue, Conscientiousness and courtesy).
Bak, Ozlem. "Implications of e-business technologies in automotive supply chains : an organisational transformation approach." Thesis, University of East Anglia, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.441596.
Full textKukkamalla, Prasanna Kumar. "Orchestrating organisational transformation for business model innovation towards servitization in the automotive industry." Doctoral thesis, Universitat de Girona, 2020. http://hdl.handle.net/10803/672201.
Full textL’objectiu de la present tesi doctoral és presentar la innovació en model de negoci d’una empresa i el canvi organitzatiu que l’acompanya en el procés de servitització. Es proposa generar coneixement nou en l’àmbit de la innovació en model de negoci i els factors que impacten el procés de transformació i el canvi organitzatiu de la servitització d’una empresa d’automoció. S’apliquen tècniques qualitatives i un disseny metodològic de casos d’estudi. Les evidències s’han obtingut de fonts secundàries, que inclouen informes anuals, notes de premsa, pàgines web i revistes d’automoció. S’han obtingut i revisat 103 documents públics de varies fonts corresponent al període 2016-2019. S’ha aplicat la tècnica d’anàlisi temàtica per analitzar les dades
Programa de Doctorat Interuniversitari en Dret, Economia i Empresa
Schefe, Neville L. "The impact of complexity in information system driven organisational transformations." Thesis, Queensland University of Technology, 2016. https://eprints.qut.edu.au/99502/1/Neville_Schefe_Thesis.pdf.
Full textRuddle, Keith. "Understanding journeys of transformation : exploring new paradigms in strategic change and enterprise transformation." Thesis, University of Oxford, 1999. http://ora.ox.ac.uk/objects/uuid:ffb6a092-8476-4a07-899b-be41d4037caa.
Full textOyemomi, Oluwafemi Oyedele. "The impact of organisational factors on knowledge sharing performance." Thesis, University of Plymouth, 2017. http://hdl.handle.net/10026.1/9844.
Full textMertiri, Savo. "Digital Transformation in the IT Solutions sector." Thesis, Uppsala universitet, Industriell teknik, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-367079.
Full textGlykas, Michael Markos. "Agent relationship analysis in organisational transformation : the ARMA methodology for systematic business process redesign." Thesis, University of Cambridge, 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.282871.
Full textAl-shehry, Abdullah Mohammed. "Transformation towards e-government in The Kingdom of Saudi Arabia : technological and organisational perspectives." Thesis, De Montfort University, 2009. http://hdl.handle.net/2086/2418.
Full textMeier, Silvan Ralph [Verfasser]. "Organisational Transformation of Chinese Media Groups: The Gradual Emergence of Strategic Actors / Silvan Ralph Meier." Berlin : Freie Universität Berlin, 2017. http://d-nb.info/1136319271/34.
Full textSeidl, David. "Organisational identity and self-transformation : an exploratory study from the perspective of new systems theory." Thesis, University of Cambridge, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.409737.
Full textKim, Hyun Jeong. "E-government transformation and organisational learning : the case of Supreme Court Registry Office in Korea." Thesis, University of Warwick, 2004. http://wrap.warwick.ac.uk/2632/.
Full textRodgers, Helen Marie. "Gender and post bureaucracy : the impact of organisational transformation upon female careers and gender relations." Thesis, University of Kent, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.310268.
Full textAlharbi, Abdulhafeez. "The appropriation of technology in the process of an imposed organisational transformation : a relational approach." Thesis, Cardiff University, 2015. http://orca.cf.ac.uk/80227/.
Full textThompson, Robert M. "Bottom-up constructions of top-down transformational change : change leader interventions and qualitative schema change in a spatially differentiated technically-oriented public professional bureaucracy." Queensland University of Technology, 2006. http://eprints.qut.edu.au/16425/.
Full textNyame-Asiamah, Frank. "The deferred model of reality for designing and evaluating organisational learning processes : a critical ethnographic case study of Komfo Anokye teaching hospital, Ghana." Thesis, Brunel University, 2013. http://bura.brunel.ac.uk/handle/2438/7582.
Full textApostolou, Katerina. "Role of organisational learning in maintaining a stable context for transformation : the case of a Scottish SME." Thesis, University of Edinburgh, 2014. http://hdl.handle.net/1842/9445.
Full textAl-Sehaimi, Zainab. "Organisational transformation in the Saudi oil sector : patterns of structural adjustment to environmental exigencies 1933-1993." Thesis, University of Strathclyde, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.366934.
Full textThompson, Robert M. "Bottom-up constructions of top-down transformational change : change leader interventions and qualitative schema change in a spatially differentiated technically-oriented public professional bureaucracy." Thesis, Queensland University of Technology, 2006. https://eprints.qut.edu.au/16425/1/Robert_Thompson_Thesis.pdf.
Full textFurin, Anna, and Emma Martinsson. "LEADERSHIP FOR CHANGE : -Action research within a Lean transformation." Thesis, KTH, Skolan för teknikvetenskaplig kommunikation och lärande (ECE), 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-174023.
Full textSyftet med studien har varit att undersöka hur ledarskap kan stödja organisationsförändring genom att ge makt till projekt- och teamledare att främja organisationsförändringen till en Lean/Agil verksamhet. Lean är en management filosofi som baseras på att mäta flödeseffektivitet istället för resurseffektivitet. För att skapa flöde finns vissa grundprinciper som att minimera slöseri, arbeta i team och att ständigt stäva efter att förbättra. Ledarskap har i flera studier poängterats som en viktig faktor för att få till en lyckad organisationsförändring som består. I vårt examensarbete har vi stärkt implementeringen av Lean genom att fokusera på visuell planering, feedback och ledarskap sammankopplat med teorier om organisationsförändring. Detta har skett genom att vi har tillhandahållit ett coachande ledarskap under workshops och ett studiebesök för en pilotgrupp, bestående av teamledare och projektledare vid två Divisioner inom Saab Technologies. Slutsatsen av studien är att ledarskap är en nödvändig faktor för att lyckas med en omorganisation oavsett på vilken nivå av företagets organisation. Ledningsgruppen måste leda med visioner och skapa långsiktiga mål. Utifrån dessa mål bör sedan tydliga hållpunkter skapas som implementeras och utvärderas i korta intervall, de hållpunkterna sipprar sedan neråt i organisationen och översätter mål och vision till aktion. Bilden av att en omorganisation förändrar företaget över en natt behöver suddas ut till förmån för att skapa små kontinuerliga förändringar som i det långa loppet leder till en ny organisation. Även projektledare och teamledare måste leda sina projekt och team för att omorganisationen ska gå framåt och inte stagnera. Ledarskapet måste i sin tur anpassas till varje situation, att leda med tanken på att ett team och projekt befinner sig i olika faser precis som en omorganisation. Visuell planering har fungerat som en översättningsfunktion och som någonting greppbart i omorganisationen samt fungerat som ett ankare för att fortsätta implementera Lean i organisationen.
Francis, Tyrone John. "The heuristics of breakthrough : the living experience of transformation and its implications for organisational innovation and development." Thesis, University of the West of England, Bristol, 2011. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.570443.
Full textMakaudi, Gaotsiwe Samson. "Organisational transformation and the morale of the police : a comparative study between Potchefstroom and Mafikeng / Gaotsiwe Samson Makaudi." Thesis, Potchefstroom University for Christian Higher Education, 2001. http://hdl.handle.net/10394/1519.
Full textNath, Tanmoy D. "Leveraging information technology in the supply chain for organisational transformation : a meta analysis of the supply chain literature." Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2009. https://ro.ecu.edu.au/theses/159.
Full textKhan, Shahyan. "Leadership in the digital age : A study on the effects of digitalisation on top management leadership." Thesis, Stockholms universitet, Management & Organisation, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-133809.
Full textPletsch-Betancourt, Martina. "Impulse für organisationales Lernen durch Projektumsetzung im akademischen Arbeitskontext: Studie zur Wirkung und Umsetzbarkeit von Qualitätsmanagement-Projekten an lateinamerikanischen Hochschulen." Doctoral thesis, Universitätsbibliothek Leipzig, 2013. http://nbn-resolving.de/urn:nbn:de:bsz:15-qucosa-130665.
Full textThis study explores whether and how the implementation of quality management projects in the context of academic work in Latin America can provide impetus for the improvement of organisational learning in public and private universities. The projects implemented by deans, directors of institutes, deputy vice chancellors and vice chancellors in Argentina, Costa Rica, Ecuador, El Salvador, Guatemala, Honduras, Nicaragua, Panama and Peru during the training programme UniCambio XXI are aiming at the improvement in quality of teaching, organisational development, evaluation and accreditation or, in general, at quality management. These projects that are either anchored in the whole university, in a faculty or in an institute draw the attention of the author even in the practical phase, which is why she is conducting a preliminary study with a short questionnaire, as well as a main study with the project completion reports, and an in-depth study in South America with semi-narrative problem-centred interviews. In connection with this, two methodological basic strategies are pursued for the research. On the one hand, the hermeneutic, interpretative and illuminating approach for the analysis of the relevant texts from the latest academic discussion and in the procedure for interpreting the data collected. On the other hand, the empirical qualitative approach serves for surveys in the field of action. The data are unlocked with the help of a technique of category-led textual analysis, summarising. The computer-aided management and analysis of the data takes place with the help of the CAQDA software ATLAS.ti. The main results in terms of contents are focused on three areas. Firstly, the inhibiting or stimulating factors for the project process, whereby management, human resources and integration into the institutional framework must be mentioned, in particular. Secondly, the gain in knowledge which arises as a direct or indirect impact of the project. In the individual, there is a gain in tacit, personal, individual knowledge based on experience. The impacts in the institution extend to the gain in tacit routine knowledge, as well as in explicit conceptual and systematic knowledge. For the routine knowledge gained, the focus is on the awareness or the conduct of the organisation. As far as the gain in conceptual knowledge is concerned, the generation of documents, the creation of new products or the establishment of foundations for a language to be developed jointly for a concept or a procedure are in the foreground. The increase in systematic knowledge takes place through the development of models, through long-term training programmes, through the specification of a methodology for the institution or the establishment of on-line databases. In addition, on the institutional level, the institutionalisation of the knowledge gained is an impact of the project particularly worth highlighting. Taking the impact in context, it extends from improvements in the direct local project environment to changes in the national project environment. Thirdly, the four types of knowledge transformation that occur as intermediate steps in the learning process. In socialisation, tacit knowledge can be absorbed as tacit knowledge by other people through shared experiences. Externalisation through the collective clarification of concepts transforms tacit knowledge into explicit knowledge, whereby the introduction of dialogue culture plays an outstanding role. Externalised and, as a result, available concepts or models serve as a basis for other future activities. The combination transforms explicit knowledge into new explicit knowledge, whereby the rebuilding of knowledge through redesign and restructuring, with the help of the discussion about knowledge that is already available in the institution, can be regarded as one of the most important impacts of the projects. Internalisation through the internalisation of knowledge into the individual knowledge base in turn transforms explicit knowledge to tacit knowledge. The project managers perceive that a project opens up a concrete learning space for adults in their working life, and, at the same time, demands practicable results. Through the formalised project framework, a thematic focus is facilitated, which in turn leads to the targeted institutionalised allocation of funds. Here, the aspect of prioritisation comes into the foreground – the project requires the definition of a concrete framework and a concrete subject, which, on the one hand, fits into the institution with its conditions, and, on the other hand, makes it possible for the institution to develop as a result of a project, as a field for the formation, the transformation and the institutionalisation of knowledge opens up with every step. With the increased awareness of the training participants with respect to the great potential and scope of projects, they can plan and organise their project from the start in such a way that the greatest possible space is set up for the process of organisational knowledge creation in their own work context. The project appears as a medium with which the predetermined, everyday structures can be loosened and broken up. In a manageable time-frame, it forces the organisation, in a positive sense, to release additional resources, whether in the form of human resources, or in the form of financial or spatial resources. Thus, the project represents a temporary additional burden for the institution, which, however, at the same time, allows it to unleash and test new potential and to leave the beaten track. If the procedures have proven themselves in the context of the project, they may find their way into the institution in the form of changes in conduct or structural, conceptual or institutional strategic changes which stand for the learning that has taken place and the future resulting organisational learning
Müller, Sven. "Post-socialist organisational transformation : a retro-perspective of a unique decade of change : a regional study in East Germany." Thesis, Brunel University, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.249737.
Full textBonnet, Daniel. "Le pilotage de la transformation en environnement de coopération inter-organisationnelle : essence socio-économique de la transformation et des stratégies de transformations." Lyon 3, 2007. https://scd-resnum.univ-lyon3.fr/out/theses/2007_out_bonnet_d.pdf.
Full textThe draft of the Socio-economic Theory of Organizations allows to stamp the notions of transformation and change. This perspective allows to promote transformation within organizations with an autonomous theoretical approach, of socio-economic essence, in break with a comprehension of transformation as a form of change. Transformation est an endogenous and immanent socio-economic process. His process takes place in the facilities of the organization. It makes happen the change, all forms of which he inserts. Since then, the success of change, and more broadly any strategical or organizational implementation, must be leaned on the improvement of quality and effectiveness of functioning and management of the organization. To achieve change, the organization must develop its capacity permanently to be transformed. It assumes two prior conditions, on one hand to develop the capacity of study of transformation, on the other hand the permanente activation of process of me transformation. These three conditions can be united if the organization defines and implements a strategy of piloting of transformation. The strategy of transformation distinguishes itself from the strategy of change, because it consists in intervening in the facilities of functioning and management of the organization. Sur methodological plan, research implements the method of Research-intervention, said "Socio-economic Intervention", developed by the Institute of Socio-Economie from Firms and from Organizations (H. SAVALL and V. ZARDET, ISEOR, FRANCE). This method allows to conceive and to establish a strategy of transformation in the process of the common management of the organization and its functioning. Research shows that this fourth condition must be united to achieve change
Tootoonchy, Mahshid. "Investigating the PMO and PfM co-transformation : a routine perspective." Thesis, Queensland University of Technology, 2017. https://eprints.qut.edu.au/105562/1/Mahshid_Tootoonchy_Thesis.pdf.
Full textWoolnough, Kim Shantithe. "The relation between equity policies, employee perceptions and organisational culture." Diss., University of Pretoria, 2010. http://hdl.handle.net/2263/27275.
Full textDissertation (MA)--University of Pretoria, 2010.
Psychology
unrestricted
Crouzat, Pauline. "Collectifs de travail en ingénierie aéronautique : comment soutenir et développer l’activité collective en contexte de transformation organisationnelle et digitale ?" Thesis, Lyon, 2019. http://www.theses.fr/2019LYSE2131.
Full textEngineering knows an evolution of its organizational environment and of its tools (digitalisation). The development of collective activity is a valuable resource for health at work and for organisational performance (Caroly, 2010; Clot, 2010). That’s why it is necessary to preserve and protect it. Here, the objective is to determine conditions of activity that can participate to collective dynamics in engineering. Professionals involved are the key stone of this thesis.With our intervention research, we tried to identify the resources and the constraints of an efficient and significant collective activity for actors of engineering. Our working analysis combines two processes: understand to transform (interventional aim) and change to understand (epistemic and scientific aim).From a macro-organisational point of view, the first point is to identify socio-technical resources and constraints of collective activity. Then, we address personal experience, needs and expectations of actors in terms of collective dynamics (micro-organisational level); before designing and deploying interventions with them (meso-organisational level). Finally, we will see how it is possible to (re)-introduce a dialogical activity in the global work. This way permits to (re)-create opportunities for people to spot themselves in the ecosystem (team level) and to have a better understanding of shared practices and mutual expectations. To (re)-open the debate, focusing on the expression of people (rather than the information, only) can help actors to locate them in their work ecosystem and to fall within a matrix this system of work, over-equipped in terms of socio-technical tools
Iveroth, Einar. "Leading IT-Enabled Change Inside Ericsson : A Transformation Into a Global Network of Shared Service Centres." Doctoral thesis, Uppsala : Department of Business Studies, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-119624.
Full textThe provided document is only the summary and introductory chapter of the thesis (i.e. excluding the five papers). If you want more information about the thesis as a whole please contact the author einar.iveroth@fek.uu.se. Härtill 5 uppsatser.
Lundberg, Agnes. "The digital transformation - potential and barriers : A case study of a manufacturing company and its digitalisation towards a more sustainable production." Thesis, Karlstads universitet, Fakulteten för hälsa, natur- och teknikvetenskap (from 2013), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-68890.
Full textKrzywinski, Nora. "Strategic management and shaping cultural transformation processes at German Universities – Transfer and implementation of a cohesion approach of culture." Saechsische Landesbibliothek- Staats- und Universitaetsbibliothek Dresden, 2017. http://nbn-resolving.de/urn:nbn:de:bsz:14-qucosa-207685.
Full textUniversitätskultur kann als eines der Haupthindernisse für die Implementierung von strategischem Management an Universitäten angesehen werden. Vorhandene Ansätze der Organisationsforschung betrachten zwar Veränderungsprozesse, diskutieren die Rolle der Organisationskultur jedoch nur am Rande und fragen nicht nach dem Wie der Umsetzung einer solchen organisationalen Veränderung. Dieser Artikel betrachtet strategisches Management an Universitäten aus einer kulturtheoretischen Perspektive und überträgt das kohäsionsorientierte Organisationsmodell auf den Hochschulkontext. Es wird gezeigt, wie dieses Modell strategische Prozesse unterstützen kann, so dass es einen praktischen Nutzen für das Hochschulmanagement bietet