Dissertations / Theses on the topic 'Organizational behavior; Organizational change'

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.

For that purpose I have collected bibliometric data from 1948 to 2016 and conduct a network analysis based on co-occurrence of keywords of Organizational Change.

My network analysis suggests five major findings. First, the field of Organizational Change has reached a level of maturity, which reduces the likelihood of breakthrough innovations. Second, only five concepts are dominating the field of Organizational Change today, which I label the “Top Five”: Change management, leadership, organizational culture, organizational learning, and innovation. Third, we are barking up the wrong tree, which means there is an inherent inconsistency between the topicality of the field, i.e. the dominance of very few topics, and the low success rate of Organizational Change projects. Fourth, it is still unclear how to exactly define and reliably measure change. Finally fifth, there seems to be too much focus on the paradigm that change is always preferably over an equilibrium.

I therefore propose three suggestions for further research. First, look beyond the Top Five concepts and create more dissonant discussion within the field, including a critical review of established paradigms. Second, revisit the established definitions and measurements of change, which includes questioning the widespread assumption that the majority of change efforts are failing. Finally third, conduct a network analysis based on a network of social actors of the field of organizational change, i.e. authors of organizational change.

The purpose of this qualitative, single case study was to understand leadership behaviors that motivate internal stakeholders to trust a leader’s vision, embrace change, facilitate employee willingness to passionately implement actions needed for an organizational change initiative and willingly sustain a change initiative. A sample of 20 internal stakeholders was studied, five leaders and 15 followers within an organization of 800+ employees, located in the southwestern region of the United States, which is currently undergoing a change initiative. The research questions were based upon Kurt Lewin’s three-step model of change: unfreezing, transitioning, and refreezing. This research asked how leadership behaviors facilitated employee willingness to trust a leader’s vision and embrace change, passionately implement actions needed for a change, and sustain a change initiative, making an implemented initiative the new normal for the organization. Three themes emerged to address the research questions: 1) know your audience and walk your talk; 2) communication, vision, trust, and buy-in; and 3) residual passion and perseverance. Findings suggested that leadership behaviors influence internal stakeholders in relation to a change initiative and that leaders who are hands-on, consistent, and demonstrate a clear vision increased the possibility of gleaning passion and trust to increase the potential for success during an organizational change initiative.

Organizational agility represents a new field of organizational study that is not well examined. In the past organizations had an unmatched competitive advantage due to low competition and higher barriers to entry into their markets. As a result, many organizations dominated their industries. However, in the era of globalization, individuals with an internet connection and the right skills can start new organizations that can compete on a global level. Consequently, organizations now are facing more competition that they experienced in the past. Another reason for increase competition is new technology. Technology is improving increasingly faster than any time in history. Therefore, organizations that are not agile could not survive in the current environment.

Agile entities realize that they have to become flexible and nimble to withstand competition. Accordingly, the researcher in this study proposes an organizational agility model and this proposed model is the focus of the study. The proposed model significant arises from the fact that currently there are limited numbers of models that help organizations in becoming agile entities. The characteristics in this study were based on Worley and Lawler (2010) “Agility and Organization Design: A Diagnostic Framework”. The study conducted a survey utilizing an instrument developed by Dr. Worley and Dr. Lawler that contains 15 agility characteristics. The survey uses all 15 characteristics to determine if the organization is agile. In addition, the study utilizes three of the 15 agility characteristics to determent if a relationship occurs between the study variables.

This quantitative study examined the relationship between change capability, learning capability, shared leadership and organizational agility. Moreover, understanding these relationships could assist scholars and practitioners in producing change programs that emphasize certain behaviors that make an organization agile. The study surveyed 116 participants and found that focusing on change capability, learning capability and shared leadership could contribute in creating agile organizations. Consequently, after evaluating the study results, a new agility model emerged. This model shows that organizations can achieve agility by developing change capability, learning capability, shared leadership, shared purpose and flexible resources. Ultimately, achieving agility could help organizations compete and endure now and the future.

The purpose of the research study was to predict managerial resistance to status quo bias given the presence of dissatisfaction, vision, and a process outlined for change in the environment. According to the 79 participants surveyed in the study, dissatisfaction, vision, and a process outlined for change provided a statistically significant model for predicting manager resistance to status quo bias for the sample studied. Leaders may be able to use the results of the study to determine manager readiness for change. However, at best the study found only 45.3% of the reasons that predict managerial resistance to status quo bias, providing an opportunity for future researchers to validate empirically other factors that may predict manager resistance to status quo bias.

After 12 years of negotiation, Saudi Arabia joined the World Trade Organization (WTO) in 2005. The impact of joining the WTO has caused many Saudi organizations to change some of their old ways to keep up with competition from all around the world. Foreign investments created a healthy competition that encouraged Saudi Arabian organizations to change, adapt, and thrive in the market. With the need for change, Saudi Arabian organizations are facing employees’ resistance for unknown reasons. The purpose of this study was to analyze the reasons behind resistance to change in Saudi Arabian organizations and suggest approaches to minimize resistance and facilitate successful organizational change. Many researchers have found a relationship between organizational justice and employees’ behavior, especially during organizational change. Additionally, Saudi Arabian culture influences employees’ behavior towards change. Therefore, this correlational study examine the relationship between resistance to change and organizational justice, as well as the relationship between resistance to change and demographic measures in one Saudi Arabian organization. The scales that were used in this study are pre-existing and have been tested for validity and reliability. To measure resistance to change, the researcher used Oreg’s (2003) Resistance to Change Scale, which divides resistance to change into four factors (routine seeking, emotional reaction, short-term focus, and cognitive rigidity), and Colquitt’s (2001) Organizational Justice Scale, which divides organizational into four dimensions (distributive, procedural, interpersonal, and informational). A total of 55 completed surveys were collected with 76.4% male respondents, and 85.5% under the age of 40 years old, which showed how young and male dominant the workforce is in Saudi Arabia. The study concluded that the organizational justice dimensions of procedural and interpersonal justice have a negative significant relationship with employees’ resistance, especially the short-term focus factor. Moreover, from the demographic measures, the age factor also had a significant negative relationship with resistance to change, mostly with the short-term focus factor.

Leadership found the best form of communication and behaviors challenging and elusive during all phases of Merger and Acquisitions, (M&A). The majority of M&A resulted in lower than expected shareholder value as measured by yearly profits. A qualitative Delphi design was used to identify the key descriptors of leadership communication and behaviors witnessed that influenced motivation, morale, and productivity during mergers and acquisitions. The participants engaged by email in two rounds of behavior and communication key descriptor creation, and a telephonic interview that presented the witnessed M&A. The 25 participants were experts because of their knowledge of the PLM and software industry, knowledge of the industry’s history of mergers and acquisitions, and witnessed leadership communication and behavior during merger and acquisitions. In addition, the majority of the participants experienced multiple mergers and acquisitions under change leaders. This positioned the participants as experts that identified the successful leadership communication and behavior in a merger and acquisition. The Delphi results introduced the criticality in regard to knowledge in the art of leadership regarding adaptability to change and appropriate application of communication and behaviors during M&A. NVivo 10 a qualitative analysis tool helped produce organization, and broader meaning to the key descriptors. Once the key descriptors were categorized as leadership qualities, behaviors, and processes themes were extracted from the collected data that produced consensus in regard to best communication and behaviors, which positively influenced motivation, morale, and productivity of employees.

Much has been written in academic and popular publications about organizational change. Topics have ranged from case studies to anecdotal stories of how leaders can change an organization. There is little written on changing the culture and vision of a profession at the macro level.

This dissertation shows that one key to effecting change within a profession is to educate those at the entrant level and thereby effect change with the profession. Over time, these new entrants to the profession will rise to senior positions and be able to effect greater change through the hiring, training, and mentoring processes inherent in the professions and the organizations for which they work. One way to effect change in these entrants is through education in college and professional schools. This study is specifically focused on effecting change in the interdisciplinary field of engineering and public policy. Public policy involves countless infrastructure issues at all levels of government. Engineers are well-versed in dealing with the technical issues of infrastructure but their voice is often lacking at the policy level. Similarly, political scientists are well-versed in policy but are often lacking in a thorough understanding of the technical aspects of the policy.

Through an introductory course in engineering and public policy, undergraduate students from the seemingly disparate fields of engineering and political science were placed in a common classroom and through lectures, writings, presentations, and guided discussions their attitudes on key areas were changed. Areas studied were professional interest, legitimacy, deference, the public policy process, and education outside of a specific field. Through the process of education, changes in each of these areas was possible. Further, the movement was towards making students in each discipline more open to the input, opinions, and attitudes of others, and specifically in shifting engineers toward a more positive view of the public policy process. Being exposed to these topics and to each other’s thought processes, changes in professional attitudes were made.

While there is not a specific profession for which any research has been done, the military is used, in places, as an analog to the profession of engineering.

The concept of implementing organizational learning principles in an organization to help individuals and groups ?learn to learn? (Schein, 2017), thereby making the ongoing adaptation and change that inevitably occurs in organizations more successful, is an interesting problem to explore. While interesting, there are very few studies that examine the sustainability of change in any context. Several theoretical models incorporate the idea of sustaining, or institutionalizing, change. But, very few empirical studies actually explore that concept. The purpose of this qualitative, descriptive, embedded case study was to explore how a government agency developed and sustained organizational learning, using the Organizational Learning Systems Model (OLSM) as a lens. To fulfill the purpose of this study, the following research question was addressed: How did a government agency introduce and sustain organizational learning during and after a planned change? The results from this study contributed to the literature and to the practitioner community by showing that (1) the organization introduced and implemented organizational learning by centrally managing the learning subsystems during the change itself; (2) the organization introduced and sustained organizational learning by involving, encouraging, and empowering employees and middle managers during the change; (3) the organization introduced and implemented organizational learning by aligning all messaging from senior leadership to front-line employees during the change; (4) the organization implemented and sustained organizational learning by encouraging practice to learn the new behaviors and to iterate the change plan based on lessons learned; (5) the organization sustained organizational learning by counting on middle managers to sustain sensemaking and organizational learning post-change; and, (6) the organization was challenged in sustaining organizational learning because the specific change to a dispersed work environment has several unintended consequences that make it a tricky change. A conceptual model to augment the OLSM was proposed. Future studies could: (1) test the conceptual model proposed; (2) explore the impacts of a dispersed work environment using OLSM or social network analysis; and, (3) examine the relationship between open office design and a dispersed work environment.

The pastoral care ministry in one Catholic parish recently experienced transitional leadership changes. The assignment of a different parish priest and new coordinators of the Pastoral Care Ministry presented the opportunity to explore new and diverse ideas for improvement in process, faith formation, and sustainable change. Implementing an action research inquiry (AIM) was a perfect opportunity to create synergy and cohesion for all involved and to explore what additional resources and support are needed with the ministry. Our results identified many improvements to continue to work on, but more importantly, through cycles of action and reflection we built relationships and developed a community of practice (COP) with the coordinators and the pastoral care ministers. Trust was established, allowing for vulnerability, new ideas, and confidence in our efforts to seek improvement, training, and faith formation within the group.

Mind mapping is a communication tool that has been around for decades though it is rarely discussed as a tool for facilitating organizational change. It is possible for this underutilized communication tool and the ever-present challenge of organizational change to work in harmony on a more consistent basis. This exploratory research asked Change Leaders and Change Participants about their current mind mapping usage or experience, and requested their input on the use of mind mapping for organizational change efforts. There were 76 Change Leaders and 11 others who self-described themselves as Change Participants who responded to a virtual data collection process. Overall change readiness levels were predominantly at the moderate level, 37% of Change Leaders and 45% of Change Participants, an encouraging statistic for organizations considering change. Respondents reported that mind mapping is mostly used as a personal tool for organization, planning events, setting goals, and writing papers. Change Leaders (n=20) who reported using mind mapping professionally, commented they used it primarily for communication and collaboration, and project and systems planning and design. Specific practices included coaching, clarifying objectives, evaluating and monitoring projects, assessing lessons learned, redesigning curriculum, realigning resources, setting expectations, objectives and goals, and establishing timelines. One study conclusion was that these change practitioners understood how change is inevitable, and indicated their willingness to actively participate. This makes it important for organizations to capitalize on change participants’ knowledge and enthusiasm to enable successful change and enhance employee well-being. Concluding that attitudes, behaviors, and feelings toward change vary based on the role one plays, Change Leaders can benefit from the efforts of Change Participants by simply respecting their role and knowledge and involving them in the entire process, from planning to implementation. It is a foregone conclusion that communication is essential for any change process regardless of what specific tool is used, but the importance of selecting an appropriate method(s) based on the situation, message, and the recipients is critical. Using mind mapping as a change management tool specifically designed for certain aspects of organizational change is highly recommended, as it allows for both linear and non-linear communication.

Keywords: mind mapping, organizational change, Organizational Change Readiness Assessment, OCRA, visual communication

This study examined the relationships between affective commitment to change (desire), normative commitment to change (obligation), and continuance commitment to change (cost), as predictors of behavioral support for change. Affective commitment to change and normative commitment to change both demonstrated curvilinear relationships with behavioral support. Continuance commitment to change did not. This study also used residualized relative importance analyses, techniques for a full decomposition of the variance in nonlinear regression models. The nonlinear models accounted for more of a change in variance than did the linear regression models. The discussion section includes a scatterplot diagram intended to bridge the gap between scholars and practitioners in that the figure illustrates a range of resistant to commitment behaviors that cause organizational change initiatives to fail. The conclusion provides recommendations for researchers regarding the inclusion of a nonlinear frame when designing organizational change studies, and recommendations for practitioners regarding the damage that compliance is responsible for in organizational change initiatives.

Keywords: commitment to change, resistance to change, organizational change

Drug-testing for employment is still a controversial topic decades after being widely implemented by organizations as experts on both sides of the debate cite ethical and legal concerns among others. The public’s attitudes toward drug-testing, specifically Organizational Attractiveness (OA) and Job Pursuit Intentions (JPI), have predominantly been negative, although when there is a safety element to the job the view towards drug screening is more positive. The aim of this study was to examine if attitudes changed if safety-related jobs were involved. The participants were 106 students at a Midwestern university. Participants took either a pencil and paper or an online version of the survey, both which included job ads and follow up questionnaires testing OA, JPI, and attitudes toward drug-use. A 2x2 MANOVA found that participants had more OA toward organizations that did not drug-test for employment that toward those that did. Other hypotheses were not supported. Opportunities for additional research and possible limitations of the study are discussed.

The purpose of this qualitative case study was to understand the process of learning and organization development and change (ODC) in a community-based enterprise in Myanmar as impacted by a certificate program in organizational development. Decades of military rule, civil war, and limited access to high-quality health and education services led to the creation of over 200,000 community-based organizations and enterprises in Myanmar. One initiative to support development and change in these organizations was the Payap University-International Rescue Committee Certificate Program in Organizational Development that was offered to members of over 100 organizations in Southeast Myanmar and along the Thai-Myanmar border from 2014-2017.

One exemplary organization that had four members participate in the certificate program was selected for this study, and data were collected over a four-week period through interviews, observations, documents, and a focus group. The primary research question framing this study addressed how the process of learning and ODC occurred in this organization as impacted by the certificate program.

The following three categories emerged from the data analysis: learning from the certificate program, the process of learning and change, and evidence for change. These findings led to an understanding of the essence of the process of learning and change, first through the diffusion of learning in the organization as a driver of development and change, and then through an open-systems change model including its inputs, changes processes, and outputs. In addition to the certificate program as an input to development and change processes, this study showed the importance of political and economic changes, culture, and organization characteristics as antecedents to change. This research highlighted the centrality of social learning through role modeling in the diffusion of learning and demonstrated the importance of buy-in from the organization’s members as well as their perceived alignment of the change efforts with the needs or the organization.

This case study examines response to organizational change and the structuring interactions between knowledgeable agents and organizational context. The conceptual framework for this study combines Piderit’s (2000) concept of multidimensional resistance to change and Stones’ (2005) strong structuration theory in order to investigate external and internal structures and active agency. The research site was a small regional hospital within a large mid-Atlantic health system. The health system introduced a new online reporting system (ORS) in February 2014. This empirical study examined the file manager’s response to ORS change within the organization. Data was collected through observations, documents and interviews with the health system leadership, ORS change agents, and file managers. Stones’ (2005) methodological bracketing approach guided the data collection and analysis.

The study identified the organizational contextual features that shaped the file managers response to organizational change. The findings present the structuring interactions between the internal and external structures as displayed through the active agency of the file managers. By examining the active agency between structures, five primary structuring interactions were identified as shaping the file managers’ response to the ORS change: (1) alignment of values, (2) prioritization, (3) influence, (4) engagement, and (5) managing tension. This study demonstrated that structuring interactions influence the active agency of the file managers related to the ORS change, and shaped file managers multidimensional response to the ORS change across cognitive, emotional, intentional and behavioral dimensions.

Ministerial advisers encounter challenges in communicating change to support sustainability in economic growth and capacity building in security missions between Afghan and United States leaders. The problem rooted in the differences among the Afghan leaders and the ministerial advisers would stabilize the Afghan economy and building capacity within security missions. The qualitative exploratory case study examined how communication challenges impede the progress of successfully advising Afghan senior leaders in support of sustaining economic growth and capacity building within security missions. Ten Ministry of Defense (MoDA) advisers were interviewed. During the analysis, two main groups, six themes, and 13 sub-themes emerged. Results corroborated the official government reporting, which found a misalignment with Afghan counterparts and in communicating and sharing information often limited the MoDA program's ability to assess advisory effectiveness. The results discovered that leaders should develop long-lasting and trusting relationships to be able to effectively communicate change. Results exposed that the training programs for these leaders who will communicate change should include more role-playing exercises and on the ground training, prior to placement into the adviser role. Peacekeeping advising efforts in Afghanistan will be successful by allowing time to overcome change-related learning curves. The recommendation for future training must include an evaluation of training programs, and the effectiveness in preparing the adviser with the necessary knowledge and skills to perform their assigned duties.

The present mixed-methods study examined how 19 experienced change leaders cope with ambiguity during transformational organizational change and whether mindfulness helps them do that. Study findings indicated that practitioners react in varying ways to ambiguity and employees generally react negatively. Change leaders rely on personal coping and project initiation strategies, ongoing guidance and support, agile and action-oriented approaches, courageous and bold leadership, and trust in their process to manage ambiguity for themselves. To help others deal with ambiguity, change leaders repeatedly articulate the change vision and direction and demonstrate confident, strong change leadership. Mindfulness appears to enhance leaders’ abilities to interact with others, maintain perspective, and attune with others’ emotional states. Mindful change leaders appear to more frequently practice self-awareness and self-care, seek professional advice and assistance, and exercise an agile, action-oriented approach to leading change as ambiguity coping mechanisms.

This case study examines the organizational changes and alignment that took place at Northern Kentucky University to enhance the public engagement agenda. Participants included 31 faculty members and five administrators. Based on qualitative interviews, 13 themes emerged related to change strategy needed to support public engagement as a core mission and value of the university. Findings suggest that Northern Kentucky University was successful in enabling a public engagement mission and vision, but that ongoing efforts are needed to continue past success. Further, the findings related to the change strategy are likely applicable to other changes at the university and should continue to be explored for future major planned change initiatives.

The purpose of this action research study was to understand the contribution of an appreciative inquiry (AI) intervention to a church ministry. Twenty-three ministry stakeholders participated in a 9-hour, 2-day AI process. Immediate post-event survey results indicated participant agreement that the AI intervention created a shared vision for the ministry. Survey data were analyzed using content analysis to identify four areas of opportunity for ministry growth and development. All participants reported interest in supporting these opportunities in the ensuring 3 months. Participants rated seven potential factors to support the implementation of opportunities. Recommendations are offered for the study organization and churches considering the use of AI. This study was intended to contribute to the continuing development of AI practice and theory for churches. The principles, practices, and the results generated from it are hoped to provide value in planning AI interventions within other congregations.

The purpose of writing The Role of Resistance to Change in Church Sustainability in Harlem, New York is to determine the role that resistance to change plays in ensuring that a church continues to survive in the face of the gentrification of the Harlem community. (Abstract shortened by ProQuest.)