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A changing and developing environment , indeed, affects the organizational development of Indonesian National Police , called Polri in Bahasa . These environmental changes will affect the management of Indonesian National Police organization. The e xternal environmental factors that most influence organizational activities of Indonesian National Police consist of micro external environmental factors , including the personnel of Indonesian National Police and the public, as well as the macro external e nvironmental factors covering political and legal conditions in Indonesia. Organizational changes in Indonesian National Police institution have massively occurred since Indonesian National Police Reformation in 1999 - 2000 and due to the Bureaucratic Reform s launched by the government in 2010. The most prominent change from Indonesian National Police Reform is the organizational culture of Indonesian National Police , from previously having a military culture to fully become a police organization which protec ts and serves the community. Meanwhile, the changes due to the b ureaucratic r eform are implemented from the realization of programs and activities designed to improve the performance and the effectiveness and efficiency of Indonesian National Police ’s duties . By realizing and conducting these programs and activities, the level of public satisfaction with the services provided by Indonesian National Police has increased . This also shows an increase in the context of the image of Indonesian National Polic e in the eyes of the people . Keywords : organizational environment , organizational change , police services , police reform , bureaucratic reform
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Badruddozza Mia, Mohammad, and Magnus Ramage. "ICT-mediated organizational change in microfinance organizations: a case study." Problems and Perspectives in Management 16, no. 3 (July 6, 2018): 40–47. http://dx.doi.org/10.21511/ppm.16(3).2018.04.
A strong research tradition on the economic and social impacts of microfinance intervention has been going on. But a dearth of studies on microfinance organizational and management perspectives is there, although the social and economic impacts of this development program largely depend on its organizational setup and intervention management. ICT (decipher!!!) has been used in microfinance organizations for quite a long period of time. This study looks into the ICT-mediated material and social changes that happen in this unique type of organization and its management. The study was conducted using exploratory case study in two organizations. A number of semi-structured interviews and focus groups have been conducted at different layers of the organizations. The study found that ICT has profound implications for change in different material and social aspects of microfinance organizations. As a catalyst, ICT causes organizational structure shrank both horizontally and vertically. Because of the use of ICT a loss-of-middle phenomenon emerges in organizational structure and a tendency of centralized decision authority prevails. It helps boosting up the operational performance and transparency and lowering the long-debated interest rate of microfinance. It engenders profound changes in human resources and socio-cultural aspects of microfinance organizations. However, if protective mechanism is not adopted then the use of ICT may have detrimental effects to the social performance of microfinance. This study contributes to the knowledge domain of ICT-mediated organizational change and the microfinance policy makers by exploring the implications of ICT to different organizational aspects. It contributes by unearthing the detrimental effect of ICT to the development outcome of microfinance intervention.
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Rocque, Ritika. "Organizational Change." International Journal of Advances in Nursing Management 5, no. 4 (2017): 375. http://dx.doi.org/10.5958/2454-2652.2017.00081.6.
Change is again in the spotlight. Much of the current debate about organizational change is focusing on large scale changes, e.g. public sector reshaping or the role of the third sector, for example, and many private sector organizations are working hard on internal efficiencies. All of these bring huge challenges. But what about the people and the teams within these organizations, who must continue to deliver today as well as achieve changes to their own roles and services for delivery tomorrow? This article describes some of the current drivers of change, and the challenges for teams. It highlights a number of models and approaches which describe the cycle of change and the elements of team effectiveness, and gives practical advice on how to use those to develop and support teams in a time of change. Our advice is grounded in good practice gained through real life experience, with practical tips and suggestions. These will help readers to build and rebuild teams so that they remain effective and the people in them motivated and aligned to the organization’s goals.
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Woodard, Dudley B., Jr., Patrick Love, and Susan R. Komives. "Organizational Change." New Directions for Student Services 2000, no. 92 (2000): 61–70. http://dx.doi.org/10.1002/ss.925.
Dissertations / Theses on the topic "Organizational change":
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Fuentes, Riffo Daniela Viviana. "Organizational Change in Volunteer-Based Organizations: Communication Change Strategies in Church Congregations." TopSCHOLAR®, 2015. http://digitalcommons.wku.edu/theses/1504.
The current study fills a gap in the communication and management literature by providing additional insight regarding the effective communication strategies used by church leaders during organizational change. The researcher sought to find out how beliefs held by church members predicted their receptivity to change and their intent to leave their organization. Participants from diverse church denominations (N = 208) completed an online survey questionnaire asking them to think about a particular change they had experienced in their current or former church. The results of statistical analysis showed: (a) Church members´ beliefs regarding discrepancy, efficacy, principal support, and valence, positively predicted their receptivity to change, and negatively predicted their intention to leave the organization; (b) beliefs regarding valence were the most relevant for church members to become receptive towards change, and for them to stay in their church during organizational change; (c) among the trust dimensions, benevolence acted as a mediator in the relationship of principal support and valence with intent to leave. This study provides some evidence regarding organizational change in a volunteerbased church context. Practical applications are discussed for church leaders who are implementing change in their congregation. Additionally, future directions are proposed.
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Larsson, Tatiana. "Communication in Organizational Change : Case of a public organization." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-96613.
Communication is usually seen as a tool for success with organizational change. What makes communication so important is that it lays the foundation for the understanding and perception of the organization and the process of change. This study is about communication between the manager and the employee at times of change. The purpose of this study is not primarily to streamline communication in organizational change, but first and foremost to understand how communication works, what perceptions and reactions create communication between both the manager and the employee. The most important lessons come from six people: three managers and three employees' experiences and perceptions of communication in organizational change in a public organization. In this study, I explore how managers and employees perceive organizational change, what roles they have in change itself, how their communication works. Here I also discuss what it means to lead change for a manager and to follow the leader for an employee. The results of this study show that there are uncertainties in communication and the desire to improve it. Thanks to this study, it is possible to understand how a lack of communication affects the employee in organizational change, while good communication creates the conditions for successful organizational change.
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Blunck, Paula. "Perceived Communication During Organizational Change." PDXScholar, 1994. https://pdxscholar.library.pdx.edu/open_access_etds/4718.
Organizational change often involves the creation of work teams. This research examines how the creation of self-managed work teams within a particular organization affects perceived communication. Previous research suggests that self-managed teams would socially construct a different view of the organization especially as it relates to power than would those in traditional organizational departments. Attitudes about communication and power within the organization are analyzed in nine self-managed teams and five traditional departments. This analysis is conducted through both qualitative and quantitative means. Group comments and discussions are used in a qualitative analysis. Multidimensional scaling is used to reveal underlying attitudinal differences the self-managed teams and traditional departments may have about others within the organization. Two different scales are used to measure perceived attitudes about relationships to management and others within the organization. The first scale is modified from a family communication patterns instrument and is used to measure the analogous equivalent of the supervisor/subordinate (parent/child) relationship within the organizational family. The second scale explores the perceptions of cooperativeness, competitiveness, and independence between groups. Finally, a value ranking is used to measure perceptual differences the groups have about the organization's view of the customer. The results of this research suggest some differences exist between the two groups regarding perceptions of power and management Differences about perceptions related to boundaries suggests self-managed teams will construct a different reality as a function of their group. Results regarding perceptions of others and perceptions of the organization's view of customers were mixed. It cannot be strongly concluded that these differences exist as a function of the self-managing teams or because of the types of jobs members in self-managing teams hold. Due to a number of constraints researching in this particular organization, further examination and validation of findings were not possible. Most of the teams, for example, had been together for only two months. A possibility for future research may include some longitudinal studies.
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Schmitz, Heidi Anne. "Degree of organizational change and job insecurity." CSUSB ScholarWorks, 1997. https://scholarworks.lib.csusb.edu/etd-project/1402.
Stubbs, Lee. "Is the open organisations profile a valid and reliable measure of openness in organisations?" ePublications@bond, 2007. http://epublications.bond.edu.au/theses/15.
This study is primarily about the Open Organisations Profile, a questionnaire developed in the United States by Professor Oscar Mink (1991) to assess openness in the workplace and thus assist in decisions on organisational change and development. The Open Organisations Profile was developed as an assessment tool of the Open Organisations theoretical model. The Open Organisations Model offers researchers a lens to assess an organisational system and the system’s ability to adapt to internal and external changes in its environment, while maintaining a sense of unity.While the Open Organisations Profile has been used extensively in Australia and the United States of America, limited research has examined its psychometric properties. This current set of studies aimed to examine the psychometric qualities of the instrument. The first study examined the reliabilities and factor structure of the Open Organisations Profile. Results indicated that the Open Organisations Profile displayed high internal consistency ranging from r = .80 to r = .95. Furthermore confirmatory factor analysis (CFA) confirmed the theoretical three factor model of unity, internal responsiveness and external responsiveness.The second study assessed cultural differences and similarities between Australia and American using the profile. The findings suggested that significant differences existed between the countries and also between male and female values across the nine dimensions measured.The final study examined the relationships between the three higher order factors of openness and customer satisfaction and sales performance. The study found that the three factors of openness had a mediating effect on customer satisfaction and sales performance. The three studies showed the Open Organisation Profile offers researchers a reasonably reliable and valid instrument for assessing the openness of an organisation and its ability to adapt to internal and external changes in the organisation’s environment. Furthermore, the Open Organisations Profile could be used as guide to the areas that need to be addressed to help the organisation improve service delivery, customer satisfaction and financial return.
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Smith, Lindsay C. "Organizational Change Development Interventions: Are Multiple Interventions Useful?" Thesis, University of North Texas, 2005. https://digital.library.unt.edu/ark:/67531/metadc4802/.
The effects of multiple interventions in organizational development change were studied in a comprehensive meta-analytic review. Thirteen organizational interventions were assessed on five outcome variables based upon previous research of six major meta-analytic reviews. Findings based on 138 studies indicated that there were no significant effects of multiple interventions on positive organizational change as opposed to individually implemented interventions. The findings are not congruent with previous findings of organizational development change, and possible issues surrounding these differences are discussed.
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Phillips, Tobe M. "Individual Behavior Change in the Context of Organization Change: Towards Validation of the Transtheoretical Model of Change in an Organizational Environment." Thesis, University of North Texas, 2004. https://digital.library.unt.edu/ark:/67531/metadc4686/.
A review of literature indicates limited effort to understand and explain employees' acclimation to, and adoption of, new behaviors required by organization change initiatives. Psychological theories of individual behavior change have, in restricted instances, been applied into organizational environments. The transtheoretical model of change (TTM) offers a comprehensive explanation of behavior change uniting multiple theories of individual change. TTM describes change as a series of stages that individual progress through before arriving at the decision to implement a change in behavior. Movement through the stages is facilitated by processes which increase the probability of a behavior change effort's success. The present research investigated the potential applicability of TTM for explaining individual level change within a new context, specifically, an organizational environment. To examine if individual change in the context of an organization occurs in the fashion described by TTM, measures of core TTM constructs were delivered to employees in a water department of a city in the American southwest. The water department was immersed in an organization change initiative necessitating individual behavior change by its employees. Results of TTM core construct measures and their relationships with each other and the stages of change were examined. Initial findings are indicative of TTM's potential applicability as a description of behavior change within an organizational context. Implications of these findings, potential applications, imitations of the current research, and recommendations for future research are discussed.
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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.
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 & Tippett, 2002). Measuring the impacts of change on employees and on organizational effectiveness during the change can add value and help increase the chances for change initiative success by allowing necessary adjustments and identifying and leveraging additional business improvement predictors along the way.
In this dissertation, I answer the question “What is the impact of going through a major organizational change on business outcomes and employee and organizational health?” My results suggest that an organization can transform the expected negative effects of a major change effort to positive effects by focusing on three things: 1) Improving employee mental health; 2) Increasing positive practices, including leadership’s impact on the organization; and 3) Improving employee involvement, communication, and teamwork. Finally, the results also show that improved employee mental health and improved positive practices are significantly related to improved business outcomes. Organizational change outcomes can be successfully informed by linking business outcomes with change impact measures.
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Smith, Grant Ritchie. "Organizational change and the post-bureaucratic organization : a critical case." Thesis, University of Portsmouth, 2009. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.500348.
The claim that there is a need for continuous organizational change has become a modern day cliche. In particular it has been taken up by influential management gurus who have provided popular versions of debates that have been going on within the academic literature for numerous years. The most influential of these debates is that of the post-bureaucratic organization. This shares with the guru models of change the assumption that a radical epochal transition is taking place in the way organizations and working relationships are structured. However despite the attention which these claims have received there is still relatively little detailed empirical evidence against which to evaluate them.
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Snabe, Birgitte. "The usage of system dynamics in organizational interventions a participative modeling approach supporting change management efforts /." Wiesbaden : Deutscher Universitäte-Verlag, 2007. http://www.springerlink.com/content/v4x321/.
David, Dominique A. Organizational Justice and Organizational Change. New York, NY: Routledge, 2021. |: Routledge, 2020. http://dx.doi.org/10.4324/9781003057659.
Auster, Ellen R., Krista K. Wylie, and Michael S. Valente. Strategic Organizational Change. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230508064.
Book chapters on the topic "Organizational change":
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Akingbola, Kunle, Sean Edmund Rogers, and Alina Baluch. "Organizational Change." In Change Management in Nonprofit Organizations, 1–35. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-14774-7_1.
Daly, Noel. "Organizational Change." In Nursing Informatics, 18–24. New York, NY: Springer New York, 1988. http://dx.doi.org/10.1007/978-1-4757-4160-5_3.
Edmondson, Amy C. "Organizational Change." In The Palgrave Encyclopedia of Strategic Management, 1195–99. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_767.
Xenikou, Athena, and Adrian Furnham. "Organizational Change." In Group Dynamics and Organizational Culture, 182–207. London: Macmillan Education UK, 2013. http://dx.doi.org/10.1007/978-1-137-26546-3_8.
Edmondson, Amy C. "Organizational Change." In The Palgrave Encyclopedia of Strategic Management, 1–5. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_767-1.
Barnhill, Christopher R., Natalie L. Smith, and Brent D. Oja. "Organizational Change." In Organizational Behavior in Sport Management, 81–90. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-67612-4_8.
Lewis, Laurie. "Organizational Change." In Origins and Traditions of Organizational Communication, 406–23. First edition. | New York, NY : Routledge, 2020.: Routledge, 2019. http://dx.doi.org/10.4324/9780203703625-24.
Conference papers on the topic "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.
Natural, social, political, technological and economic environment of an organization constantly change making timely and relevant information and knowledge critical for competitive advantage and business success. Such constant changes can cause disruption and with it need for adaptation of business models, digital transformation and improvement of knowledge management systems. Digital business and digital workforce are being even more accentuated with ongoing epidemic and new information technologies emerge to help organizations in achieving their goals. Information technology is an important element of knowledge management that supports its processes of creation, acquisition, storage, sharing and application of organizational knowledge. Other important elements, or classic pillars, are organization, leadership and learning. They all include people and people really are key enablers of development and progress. Technology, processes and people in organization are intertwined;:they change and are changed by each other, and are specific for each organization. Knowledge management makes use of those connections to foster organizational change, but is also influenced and changed by them.
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Ploscaru, Andra Nicoleta, Claudia Cristina Rotea, Marian Cazacu, and Daniela Victoria Popescu. "Exploring the Direct Influence of the Organizational Change Process on Organizational Performance." In 9th BASIQ International Conference on New Trends in Sustainable Business and Consumption. Editura ASE, 2023. http://dx.doi.org/10.24818/basiq/2023/09/036.
Organizational change can significantly impact organizational performance, but this impact can be different depending on the nature and purpose of the change and how it is managed. The paper proposes a model for evaluating the effects of the organizational change process on organizational performance, staff retention, and organizational abandonment. The empirical study in which the model is tested was carried out among 294 employees from Romanian organizations who answered the questionnaire questions. Structural equation modeling was used to process the data and obtain the results. Effective change management and employee involvement in the change process can contribute to the success of organizational change and the development of a positive organizational culture, leading to increased organizational performance, high employee retention, and the organizational dropout rate minimization. In addition, organizations should also consider open and transparent communication with employees, as well as providing support in developing the skills and competencies of employees so that they can adapt to organizational changes and contribute to the organization's success.
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Ciulei (Ionescu), Florentina, Angela Morlovea, Delia Mioara Popescu, and Constanta Popescu. "The Personal Change of The Manager - Core of the Organizational Change." In G.I.D.T.P. 2019 - Globalization, Innovation and Development, Trends and Prospects 2019. LUMEN Publishing, 2022. http://dx.doi.org/10.18662/lumproc/gidtp2022/03.
The school organizations in Romania are confronted with the continuous perspective of change by reference to the legislative changes, to those at the level of the educational paradigm, but also at the social level. The present paper aims at a historical and evolutionary recovery of the concept of change in the school organization, with emphasis on identifying strategies and techniques for managing the process of developing and changing the manager, taking into consideration his professional competences and his personal abilities, considered as core and trigger agent for effective change in the organization. Personal change involves dynamics, which implies personal development, becoming, training. In order to complete the process of personal change of a school manager it takes a long time, of involvement in one's own development in order to trigger induce support the change of the school organization. In order to adopt the most appropriate organizational strategy (maintaining/restricting/developing or diversifying the organization), the manager must constantly evaluate his own abilities/competencies, to value those that bring performance to his organization. The methodology consisted in the rigorous analysis of the specialized literature and the empirical research, instrumented by a survey based on a questionnaire applied to the managers of 15 early education organizations in Dâmboviţa county. The main conclusions from the study focus on the process of becoming a manager, with an emphasis on the triggering moment of his personal change, transposed into behaviors that will have implications for the culture of his organization.
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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.
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 and therefore take part in it, which in turn leads to improved performance and quality in the organization. Change produces a deep effect on an employee's attitude, so it will result in performance of employees. Achievement of an organization depends on how it enhances employee performance and encourages commitment to the organization. Today, knowledge and ideas quickly become outdated, and employees must acquire new knowledge throughout their entire lives in order to cope with changes. This main goal of present study is to expand the existing base of scientific knowledge, so it can be a useful base for researchers to develop further analysis.
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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.
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 & 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’ motivation, readiness for change, and acquire insights on different perspectives within an organization. This paper discusses how these benefits can improve not only a design process, but also client acquisition activities. Purpose – This paper describes the power of using creativity techniques to improve the succession rate of planned organizational change. Design/methodology/approach – Using the research by design approach, the Discovering Desire toolkit was designed. Three iterations of the proposed design were performed. This paper presents the results of a study of how these different versions of the creative approach to a sales process were experienced by employees of a Dutch consulting firm and their clients. The concept was tested in four rounds in which the interaction was experienced by a total of 13 different participants, from both a consulting -and a non-consulting background. Originality/value – This paper will propose an approach on how creativity techniques can be used within a sales process to improve the impact of planned organizational change. Studying the iterative design process, new insights and perspectives towards balancing the playfulness and formality of a session and balancing the leading and serving role of the facilitator arose.
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Solovyova, Victoria Sergeevna, and Elena Anatolyevna Malysheva. "MANAGING ORGANIZATIONAL CHANGE PROCESSES." In Российская наука: актуальные исследования и разработки. Самара: Самарский государственный экономический университет, 2022. http://dx.doi.org/10.46554/russian.science-2022.02-1-124/129.
Wahyuni, Nanik, Ulfi Kartika Oktaviana, and Indah Yuliana. "Organizational Change, Organizational Performance, and Management Accounting Practice Change in Sharia Banking." In Proceedings of the 6th International Conference on Community Development (ICCD 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/iccd-19.2019.101.
Nakajima, Hidehiro. "Organizational Culture and Organizational Inertia as the Barrier of Organizational Change." In 2023 AERA Annual Meeting. Washington DC: AERA, 2023. http://dx.doi.org/10.3102/2010314.
Šahić, Elvir, Mirha Bićo Ćar, and Savo Stupar. "Organizational Changes and Work Design in the Context of Industry 4.0 – A Paradigm Change." In BASIC TECHNOLOGIES AND MODELS FOR IMPLEMENTATION OF INDUSTRY 4.0. Academy of Sciences and Arts of Bosnia and Herzegovina, 2023. http://dx.doi.org/10.5644/pi2023.209.15.
Industrial production is currently experiencing a revolutionary transformation through digitization processes and networked technology, so that it necessarily goes through a series of essential changes, which require conceptual design and creation of new terms. In the field of social organization of work, the processes of management and control are experiencing radical changes, and many novelties that bring technological innovations provide the opportunity to analytically observe the interaction relationships of different systems, without losing individuals, organizations and society in the context. Given that digital transformation is not a uniform process, the paper presents the advantages of a holistic approach in the analysis of organizational changes. New ways of organizing work bring various kinds of challenges that must be understood in order to be able to detect the social mechanisms that are at the very basis of change. The paper points out the specific social dimensions of technology that appear during the creation of organizational processes within the framework of the Fourth Industrial Revolution. The very term ‘industrial revolution’ is understood in the paper in a broader sense, and includes changes in social relations and the status of certain social groups, and not only changes in the production process and factors of production. The paper explains the status changes in power that are connected with the possibility of making business decisions in various forms of organizational practices, showing the increasingly pronounced complexity of interactional relationships between people and technology, which points to the necessity of interdisciplinary observation and finding a holistic approach to understanding the nature of the changes that are taking place.
Reports on the topic "Organizational change":
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Caliendo, Lorenzo, Ferdinando Monte, and Esteban Rossi-Hansberg. Exporting and Organizational Change. Cambridge, MA: National Bureau of Economic Research, July 2017. http://dx.doi.org/10.3386/w23630.
Blunck, Paula. Perceived Communication During Organizational Change. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.6602.
Edwards, Dominick L. Spouse Influence in Army Organizational Change. Fort Belvoir, VA: Defense Technical Information Center, January 2008. http://dx.doi.org/10.21236/ada505495.
Carlson, Scott M. Defeat: A Motivation for Organizational Change? Fort Belvoir, VA: Defense Technical Information Center, March 2007. http://dx.doi.org/10.21236/ada468391.
Herrera, Cristian. How do strategies to change organizational culture affect healthcare performance? SUPPORT, 2016. http://dx.doi.org/10.30846/1608114.
‘Organizational culture’ refers to characteristics shared by people who work within the same organization. These characteristics may include beliefs, values, norms of behaviour, routines, and traditions. The management of organizational culture is viewed increasingly as a necessary part of health system reform. It is therefore important for policymakers to be aware how strategies to improve organizational culture affect healthcare performance.
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Cullen-Lester, Kristin, and Phil Wilburn. Analytics for change: How networks and data science will revolutionize organizational change. Center for Creative Leadership, June 2016. http://dx.doi.org/10.35613/ccl.2016.1044.
Teister, Keith J. Organizational Change for the United States Armed Forces. Fort Belvoir, VA: Defense Technical Information Center, May 2004. http://dx.doi.org/10.21236/ada435834.
Murrell, Emily. Organizational Culture Change Resulting From Human Resources Outsourcing. Portland State University Library, January 2015. http://dx.doi.org/10.15760/honors.144.
McGuire, John. Leadership strategies for culture change: Developing change leadership as an organizational core capacity. Center for Creative Leadership, October 2003. http://dx.doi.org/10.35613/ccl.2003.2009.
Cupo, Douglas E. Strategic Organizational Change. Innovative Organizational and Job Designs to Improve Future Productivity and Operational Effectiveness. Fort Belvoir, VA: Defense Technical Information Center, April 1996. http://dx.doi.org/10.21236/ada309093.
