Dissertations / Theses: 'Organizational change – Management'

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

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

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

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Larsson, Tatiana. "Communication in Organizational Change : Case of a public organization." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-96613.

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Communication is usually seen as a tool for success with organizational change. What makes communication so important is that it lays the foundation for the understanding and perception of the organization and the process of change. This study is about communication between the manager and the employee at times of change. The purpose of this study is not primarily to streamline communication in organizational change, but first and foremost to understand how communication works, what perceptions and reactions create communication between both the manager and the employee. The most important 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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Warner, Ashley M. "Becoming more open to change recommendations for a change management program /." Online version, 2004. http://www.uwstout.edu/lib/thesis/2004/2004warnera.pdf.

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

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Unger, Cai. "Key Concepts of Organizational Change - A Bibliometric Network Analysis." Thesis, University of South Alabama, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10643261.

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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.

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

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Bibliography: leaves 350-402. This thesis is concerned with the process of change and adaptation in four Australian manufacturing companies in the period 1989 to 1996. The thesis seeks to explain the reaction of these companies to the pressures for change, and particularly for the adoption of 'best practice' management prescriptions in the organization of work and human resource management. The operating hypothesis adopted is that the pattern of changes undertaken by manufacturing organizations are shaped by a variety of factors both external to and within the company, but that management beliefs and orientations are a key element in understanding the pace and extent of change. The research is pursued through detailed case studies designed to explore at length pressures for change and continuity in corporate decision-making.

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servati, mohsen. "game of change; a game theoretic approach to organizational change management." Thesis, Jönköping University, JTH, Industrial Engineering and Management, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-12707.

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Organizational change and game theory were separately investigated over time. Due to lack of scientific research on the relationships of those two fields of knowledge, an investigation of the game theoretic applications in managing change was performed in this research. Game theoretic applications were structured concerning the analytical use of game theory, strategic formulation with game theory and equilibrium analysis. By a qualitative flexible research method, main problematic areas of organizational change were identified with suitable game theoretic applications. Those problem areas are: making cooperation and coalition in change, group dynamic difficulties and the problem of incentive rewards. In each problem area, game theoretic solutions were discussed to help managers to make better decisions. Four mechanisms were inferred to support the game theoretic analysis of change management problems. Those mechanisms are: sub games, practical games, specific modeling and behavioral studies of games. Finally, an instructional framework was developed to conclude findings and illuminate the game theoretic approach in organizational change.

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

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

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Stubbs, Lee. "Is the open organisations profile a valid and reliable measure of openness in organisations?" ePublications@bond, 2007. http://epublications.bond.edu.au/theses/15.

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This study is primarily about the Open Organisations Profile, a questionnaire developed in the United States by Professor Oscar Mink (1991) to assess openness in the workplace and thus assist in decisions on organisational change and development. The Open Organisations Profile was developed as an assessment tool of the Open Organisations theoretical model. The Open Organisations Model offers researchers a lens to assess an organisational system and the system’s ability to adapt to internal and external changes in its environment, while maintaining a sense of unity.While the Open Organisations 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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Engelbrecht, David Johannes. "Progressive change management keys towards organisational effectiveness." Thesis, Stellenbosch : Stellenbosch University, 2001. http://hdl.handle.net/10019.1/52415.

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Thesis (MBA)--Stellenbosch University, 2001.
Organisations find themselves in a challenging and changing environment. The focus of the study is to use the Marden diagnostic model of change management as a guide to transform organisations in order to meet competitive challenges of changing market conditions. The first half of the study underlines the need for organisations to stay in a mode of constant change. It explains the systems approach to organisational change that is prescribed by the Marden diagnostic model of change. The change process is initiated by focusing the organisation on a new strategy that will be the route map towards future prosperity. Various diagnostic tools are explored to discover the current position of the organisation. Intervention strategies are recommended to mobilize the organisation to move closer to the strategic vision. The latter half of the study deals with skills to manage the change process. These skills include consultation, leadership, teamwork, managing conflict, communication and negotiation. The study concludes with a practical framework that can be used by management to measure the success of the change process, and maintain momentum throughout the organisation.

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

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Grounded in developmental theory, the Ship of Change provides a renewed look at diagnostic relationships between organizational elements, and their interactions through the lens of a metaphorical ship analogy. Elements are identified and arranged based on empirical studies from the field with causal considerations emphasized by Burke-Litwin. The model uses a two-tiered visual perspective to depict multi-dimensionality that links core organizational elements to work unit activities through the interplay of culture, communication and climate. The model is intended for both the conveyance of principles related to open systems theory, and the practical application of diagnosing organizations for planning and implementing change. The model was tested in a case study with a transportation company using multiple methods data collection including a communication satisfaction survey, workplace observations, and employee interviews. The model was used to categorize and interpret data and to inform recommendations for change.

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

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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2003.
Includes bibliographical references (leaves 116-118).
Today more companies are developing strategies that require providing total solutions to their customers rather than just delivering products. Many such companies have a strong culture that derives from years of successfully delivering differentiated products. The move toward a more "solutions oriented" business is difficult. The strategic initiative is a critical first step but often belies the cultural transition that must take place concurrently. Some organizational change theorists present culture as one of many variables in the change equation. Others take a more holistic approach where organization and culture are integrated and must change together. In this thesis, we assert that companies focused on the latter approach can be quite successful at organizational change. We look at one such change initiative launched by Schlumberger, Ltd. This thesis studies the successful transition of Schlumberger from a product-based company composed of independent product groups into an "oilfield solutions provider". Through interviews with employees at all levels of the organization, we reconstruct the events that began over five years ago. The cultural transition continues to this day. The study identifies the initial corporate strategy and corresponding transition plan. We include case studies of other large firms attempting similar change for comparison. Further discussion focuses on the reaction of the middle management and others involved in line operations to capture their perception of the vision and their skepticism. In addition to the strategic perspective, the initiative is analyzed from within the political environment (both individuals and organizations) as well as from the cultural perspective. Finally, we pay particular attention to the management tactics in planning and executing the change initiative. The study analyzes these management practices to understand what worked and the lessons learned.
by Bryan J. Banish and Muhammad I. Nawaz.
M.B.A.

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

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Chavez, Elisa. "The change equation| A correlation study of status quo bias in managers." Thesis, University of Phoenix, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10017972.

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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.

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Milam, Ron. "Manager influence on collaborative change initiatives." Thesis, Pepperdine University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=1566766.

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Ensuring all residents in Southern California have access to healthy food is one of many examples of an issue too complex and challenging for any one organization to change on its own. More and more, organizations work in collaboration and designate individuals to manage these collaborative change initiatives. This research uncovers the specific influence managers of collaborative change initiatives have in shaping positive outcomes for the collaborations they serve. Based on interviewing 11 managers and funders from six leading collaborative change initiatives, there are two contextual ways in which managers influence collaboration: their position itself carries influence and their ability to navigate the collaborative context they operate in. The main findings of this research share five key ways in which managers influence the collaborations they serve: their own personal characteristics and skills, the relationships they cultivate, the membership they support and empower, the processes they manage, and the culture they shape.

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

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Small business owners face challenges associated with leading change, and many times lack the necessary resources to manage it properly. The purpose of this descriptive qualitative study was to determine what challenges leaders of small businesses face in managing change, what strategies and practices those leaders employ, and how the leaders of small businesses measure success in managing change. This study also determined what advice leaders of small businesses would suggest for managing change. Four research questions were created to assist with this process, and 13 semi-structured interviews were conducted in various cities throughout the state of Michigan. The participants were small business owners of privately held American companies that had been in business for a minimum of 5 years. Twelve interview questions were asked to answer the 4 research questions. Many themes emerged. Some of the challenges that participants face while managing change are resistance to change, communication issues, lack of confidence, lack of resources, lack of knowledge/experience, absence of strategy, conflicts of interest, and lack of emotional intelligence. The participants shared many different strategies for successful management of change and also offered their lessons learned over the years. The main overall theme presented by all of the participants in this study was the importance of knowledge and experience for management of change in small businesses.

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

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

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Thesis (Ph. D.)--Massachusetts Institute of Technology, Sloan School of Management, 2008.
"June 2008."
Includes bibliographical references (leaves 138-148).
This dissertation addresses two questions: How do employees become mobilized to initiate and drive change in organizations? How do managers draw on external and internal resources in introducing and sustaining change projects? I answer these questions using business process redesign (BPR) as a case of organizational change. To answer the first question I analyze the experiences of 57 employees selected to participate on one of seven change teams. I identify the amalgam of experiences through which employees, although not necessarily successful in changing their own organization, develop a commitment to working for change across organizations. In answering the second question, I consider how managers use the resources provided by promoters of BPR and the resources and circumstances of the firm. Drawing on data from the introduction of organizational change projects in five organizations and career interviews with 30 managers who began working on organizational change projects in the early 1990s, I find that the actors' relationships to the larger industry of BPR practitioners change with experience. Actors decouple themselves from the prescriptions, language, and tools provided by the BPR community and increasingly draw on their own experiences and local resources. There is one important exception. Organizational actors continue at relationship with the BPR community that allows them to sustain their ideological commitment to the principles of BPR. In answering the questions set out above, I reconnect isolated cases of organizational change with environmental forces and actors. I move between the experiences and struggles of organizational actors and the supports and possibilities offered up by actors in the economy-wide BPR industry. In creating this connection between organizational change and the environment, I reconceptualize change projects as more than a means of changing an organization.
(cont.) They are sites of cultural production and reproduction. Whether or not organizations change, BPR projects have the potential to change people and produce actors who continue to reproduce BPR across organizations.
by Ruthanne Huising.
Ph.D.

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

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

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

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

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

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

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Organizations need to constantly innovate to be relevant in a highly competitive market. Intrapreneurship, defined as entrepreneurship within the organization, is one method to bring about this constant innovation. The purpose of this study was to explore intrapreneurship, through a multiple case study, to gain a better understanding of which business strategies can foster successful intrapreneurship initiatives. The theories of Pinchot and Porter on intrapreneurship and organizational competitiveness formed the theoretical lens for this study. The sample for this study consisted of 5 business leaders in Atlanta, Georgia who had demonstrated intrapreneurship in their organization by encouraging their employees to pursue this method of innovation. Interviews took place with the leaders, and their collected narratives were analyzed for recurring themes. Additional pertinent financial data analysis was included for triangulation purposes. Emergent themes included the need for transformational leadership, the need for innovation at all levels of the organization, acceptance of failure and risk, facilitating empowerment, the beneficial link between intrapreneurship and operations management, recognition and rewards for employees expressing their creativity, company culture versus multicultural employees, and the need for creativity and competitiveness. These findings could bring about social change for employees through employee engagement and self-satisfaction. Employees have an opportunity to express their creativity through intrapreneurship initiatives.

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

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Leaders are frequently required to lead change due to mergers, expansions into new markets, and new initiatives to enter global markets compounding the need for change leadership. Frequent change is more the rule rather than the exception. Change is more needed today yet a poor result from leading change can adversely impact a leader's influence. How does a leader know when to lead a change initiative or when to take the easier route and simply stay with the status quo?

An in depth study of what appeared to be a very risky and highly successful organizational change initiative was thought to possibly shed light on answering these difficult leadership questions. This inductive qualitative case study discovered a university that achieved a successful, sustainable organizational change. The leader overcame the organizational change odds of one-third to two-thirds of the outcomes are often unsuccessful (Beer & Nohria; Bibler; as cited in Gilley, Dixon, & Gilley, 2008). "The rate of failure to deliver sustainable change at times reaches 80–90%" (Cope as cited in Gilley, Dixon, & Gilley, 2008, p. 153).

The leader in the private university organization in the Midwest that led the successful organizational change was inspired by his personal vision. He did not lead change using a theoretical framework. He was successful in persuading the board to authorize implementation of his vision. The president established goals to lead the way for workers to help achieve the organizational change. He effectively communicated his vision and goals and met resistance due to the status quo. The president overcame the challenges of status quo, and the successful organizational change resulted in an effervescent campus environment with record breaking-fundraising. Regardless of the type or size of the major change, organizations that seek to make change may glean insights from this study of how leaders of one organization approached significant change.

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Phillips, James Edward. "Effects of Change Valence and Informational Assessments on Organizational Readiness for Change." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4016.

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Nearly two-thirds of organizational change initiatives are unsuccessful due to a lack of high levels of change readiness prior to implementation of the change. A review of the literature supported the importance of establishing organizational readiness for change (ORC), but a gap remained in the empirical data and extant literature about whether presumed antecedents identified in ORC theory contribute to increased levels of ORC. The purpose of this study was to gather empirical data to address this question of whether change valence and informational assessment scores are associated with increased levels of organizational readiness for implementing change. The research design was quantitative and nonexperimental. Data were collected via online Likert-type survey from employees (n = 70) in an organization undergoing significant change. An analysis was performed using OLS regression and principal components analysis. The results showed that change valence and informational assessment were positively and significantly associated with increased organizational readiness for change score (Î² = 1.778, p < .001, and Î² = 1.392, p < .001, respectively), and that change commitment and efficacy loaded favorably in a principal components analysis of ORC score. The findings are significant to the field of management as they show how establishing increased levels of change valence and informational assessment may help positively influence employee participation and organizational change outcomes. The study is socially significant because it may illuminate differences in perception between employees and leadership regarding change and may contribute to greater inclusion of a broader array of employee perspectives, opinions, and experiences in the organizational change process.

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

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

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

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

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A lot of attention over the years has been focused on understanding employees resistance to change. A few researchers have provided insights into the reasons why some employees remain positive and engaged during times of uncertainty and changes in the organosation. To help build this knowledge area the study was aimed to investigating the factors that drive employee engagement during change. One-hundred-and-twenty employees, across a cross-section of jobs at a specific bank in South Africa, were surveyed. The empirical results obtained from the survey showed that independent variables such as dialogue, organisational culture and a clear4 career plan were congruent with the expected results. In other words these vriables displayed a significant association with the de[endent variables (e.g. job involvement, organisational commitment and organisational citizenship behaviour.).

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

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Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2017.
Change in today‟s business situation may be seen as unavoidable; however, the absence of standard change interventions within an organisation can cause an impact on the functioning of the business and its survival in the long run. Thus, it is ideal for the South African petrochemical industry to find a suitable intervention for change models that will assist them in navigating its effectiveness. This study has used an investigative approach to understand the effectiveness of interventions of change management in petrochemical organisations in the Western Cape, South Africa. A qualitative case study was used in this research, as data was collected directly from interviews by fieldworkers, while written documents were also consulted. It was found that a number of factors influence effective change management in the SA petrochemical industry. Some of the factors that were elicited for this study include: organisational structure and size and administrative methods; the introduction of new technology; processing and communication; changes in employee demographics; government regulations; and economic competition. Furthermore, the study also provides a framework that can be used to guide and assess effective changes within the SA petrochemical industry.

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

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

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

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Herbert, Stacie Lynn. "A comprehensive literature review and critical anaylsis of servant leadership theory." Menomonie, WI : University of Wisconsin--Stout, 2005. http://www.uwstout.edu/lib/thesis/2005/2005herberts.pdf.

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

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

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Leading successful organizational change is central to an effective leadership approach. Servant leadership with its emphasis on follower growth and development, may be beneficial for organizational change. This study added to the understanding of servant leadership and commitment to organizational change by surveying participants (n = 244) of a large non-profit specialized healthcare organization implementing an electronic medical records system to assess if perceived servant leader behaviors correlate with followers’ attitude toward change. This study utilized Winston and Fields’ (in press) Essential Servant Leadership Behaviors (ESLB) scale to assess servant leadership’s ability to predict follower commitment to change mindset and interaction time with supervisor as a mediating mechanism. The survey results showed ESLB was found to be a statistically significant but weak positive predictor of affective commitment to change and a statistically significant but weak negative predictor of continuance commitment to change. The results showed evidence that servant leadership behaviors are appropriate for not just maintaining status quo but are also influential during disruptive times of organizational change. No significant relationship was found between ESLB and normative commitment to change. Interaction time with supervisor was not a mediating variable between ESLB and follower commitment to change.

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

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

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DeLay, IV Hardy L. "Leadership Strategies for Developing and Implementing Organizational Change." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4135.

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Leaders in some narcotics treatment programs struggle with change development and implementation. The objective of this single-case study was to explore strategies used by leaders in a narcotics treatment program to develop and implement organizational change initiatives successfully. Participants included 4 leaders who had developed and implemented successful change initiatives repeatedly for more than 10 years in a narcotics treatment program in the southeastern United States. Bertalanffy's general systems theory was the basis for the conceptual framework. Data collection included semistructured interviews of leaders of a narcotics treatment program and collection of archival data, such as reports relating to strategic planning, core value analysis, and risk assessments. Data analysis, using qualitative analysis software revealed 3 themes: communication, education through research, and resistance. The identified themes aligned with the conceptual framework, as the themes work together as a unit. Recommendations for action include further research for the application of social media in the treatment of patients. Leaders of narcotics treatment programs may use the findings to improve the success of social change development and implementation. Successful social change within these programs could result in the betterment of community relations and an increase in productive members of society who contribute to the economic health of the community.

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

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The popularity of agile methodologies is steadily increasing. This study is an intent to balance the agile change literature with a psychological perspective and quantitative measures of an agile change made within a Swedish organization. Organizational change recipients’ beliefs (discrepancy, appropriateness, valence, efficacy, & principal support) and trust in management were measured in an online survey to see how well these variables could predict a successful agile change towards transparency. The results indicate a lack of support for several previously cited success factors in the agile literature and a need for more quantitative and research-driven literature. No support could be found for a relationship between discrepancy, appropriateness, valence, principal support, trust in management, and the outcome of a successful implementation of transparency. Efficacy was found to be a significant and robust predictor of the outcome. More research is needed to ensure the generalizability of the results.

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

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

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

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This thesis discusses and comments on published work that explores the links between managerial attempts at major strategic and organizational changes (referred to throughout the thesis as strategic change) and key organizational outcomes. The opening chapter reviews the literature on strategic organizational change, particularly focussing on models of organizational change, extant research into success and failure of change programmes and the evaluation of change. A model of strategic organizational change is presented that demonstrates the links among key variables and outcomes of change. In chapter two, the published articles are critically revisited for their contributions to establishing the causes of success and failure in strategic change, conceptual development and methodological development in the field. In addition, most of the articles are reflected on to show how the data could be analytically generalized to the models developed in the literature review. The issues raised by the articles are addressed thematically and each article is considered separately.

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

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Given the dynamic and unpredictable nature of modern business environment, organizations need to always be ready for change. It is essential for employees to be able to accept change initiatives at workplace and contribute to them constructively. The authors of this research suggest that due to the similarities in the nature of their implementation process, projects are the most appropriate vehicle for implementing change initiatives. Change initiatives implemented through projects take characteristics of planned change and exclude emergent changes from the scope the scope of this research. The initiating phase of a change project is devoted to creating readiness for change, which is the main focus of the research. The purpose of this study is to investigate the role of organizational culture in creating readiness for a change project. The research looks at the process of creating change readiness. This provides a ground for identifying the importance of organizational culture and its interconnection with change management efforts. Further, the dimensions of organizational culture are identified in the relation to change readiness. The literature suggests that these dimensions create change readiness. If organizational culture does not incorporate the identified dimensions of organizational culture, change management efforts should be applied to reinforce or create them. Eight interviews were conducted with change leaders/ project managers. Each interview was conducted in the context of a change project experienced by the interviewee, in order to gain an insight in to the influence of organizational culture on creating change readiness. The study finds organizational culture as being pivotal in creating change readiness. The insight taken from the empirical data allows differentiating between organizational culture as a whole and organizational culture created within the project context by change management efforts. It was found that organizational culture in its exclusivity, does not lead to readiness for a change project. Organizational culture rather builds a foundation for implementing change and creates readiness for a change project through mediation of change management efforts.

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

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In this research, the researcher-consultant together with the management corps of a merged IT organisation, embarked on a process of participative research with the aim to identify the competencies and skills that are required of the management-leadership corps to drive a process of change management and to ensure the organisation will be characterised by sustained growth and development. In using participative research methodology, qualitative data was mainly gathered through informal interviews and focus group sessions to identify the competencies and skills that are defined as important for the change manager-cum-leader role within the merged IT organisation. In addition, a matrix was compiled to enable each manager/leader to undertake a self-assessment of how capable they are in using the identified competencies and skills. The outcome of the assessment provided an indication of the areas of competencies and skills that through various interventions would enable the management-leadership corps to deal with the challenges of change, as well as to guide those that report to them through a process of change. While the management-leadership corps – referred to as the Executive, Senior, and Middle Management cohorts – all require enhancing their change management / leadership competencies and skills capability, it is the Middle Management cohort that is better equipped to perform their change management and leadership role. During the research, focus group sessions enhanced a participative methodology to enable identification of competencies important to the IT Company’s vision, mission and core values, as well as opportunity to identify interventions that will encourage an on-going process of change, growth and development. However, there is indication that the members of the Executive and Senior Management cohorts assessed themselves higher on those competencies that relate directly to their functionary roles, rather than the change management-leadership role. The scope of a treatise limits an in-depth and expanded research endeavour; however, the methodology used provided information on how a platform for participation in a change management process can be enabled. Furthermore, this research gives indication of how a management-leadership strata can ‘buy-in’ to the process of change, growth and development, commencing with the self and, which is aimed to encourage the same in those that share responsibility for sustained growth and development of the IT company. The research is also example of how an applied sociology endeavour can be undertaken.

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

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Bakgrund och problem: Lärande inom organisationer har effekt på hur organisationer hanterar förändring och anpassar sin organisation för en förbättrad effektivitet, vilket kan leda till konkurrensfördelar. Det är intressant att se på ideella organisationer och deras lärande funktion då organisationsformen skiljer sig från den privata sektorn där företag i större utsträckning arbetar med lärande mer strukturellt medan ideella organisationer ofta baserar sin lärande funktion på lösa samtal. Vår undersökning tar avstamp från detta och mer specifikt i den ideella organisationen KFUM Sverige. Eftersom det är en organisation som sysslar med en rad olika aktiviteter har vi valt att smala av undersökningsområdet till de basketföreningar som har koppling till KFUM. Syfte: Syftet med denna studie är att undersöka hur KFUM arbetar som lärande organisation och hur de lokala KFUM-basketföreningarna har arbetat för att öka medlemsantalet. Potentiellt kan vi få en bild av hur en ideell organisation arbetar som en lärande organisation och huruvida de tar tillvara på intern kunskapsförmedling mellan sina underföreningar. Metod: Vår studie grundar sig i en djupare förståelse för dels människors agerande men även rutiner och arbetssätt inom olika föreningar, valde vi att genomföra intervjuer med personer från basketföreningar med KFUM-anknytning samt en intervju med personen som arbetar som kommunikationsansvarig hos KFUM Sverige, vars arbetsuppgifter behandlar kommunikation med KFUM:s föreningar i hela Sverige. Resultat och slutsats: Efter genomförd studie kan vi dra slutsatserna att KFUM:s basketföreningar är förändringsbenägna och de arbetar som lärande organisationer på individuell nivå men att KFUM Sverige, på nationell nivå, har brister i sin lärande förmåga. Vi anser att detta skulle kunna förbättras genom införande av system som gynnar kunskapsdelning och att organisationen i sig behöver arbeta för att förbättra sin organisatoriska identitet då detta är ett sätt för organisationen att få en organisationskultur som främjar lärande mellan de lokala föreningarna.

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

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The study sought to understand change and transition in a multi-merged campus university in South Africa. Specifically the objectives were to understand the Human Resource (HR) plan, how it is being rolled out, the reactions of workers to it, the effects of the plan on workers and the processes put in place to mitigate, rather than aggravate, the current and foreseeable consequences of the Human Resource plan. A qualitative case study was used and focus groups and semi-structured interviews (triangulated with observation and document analysis) were used on a purposive sample of unions and the university HR official in one campus. The researcher found that there is no organogram which acts as a framework wherein all workers in respective campuses shall fit in. additionally, there is no staff transition plan and harmonisation of conditions of service policy that is agreed upon. Though it seemed there were some mechanisms to attenuate the effects of the HR plan (possible retrenchments, loss of morale, uncertainty, stress, doubt and the like) such as voluntary service package, there were areas of concern about the lack of a properly and widely circulated plan, and the absence of plans to transition staff throughout the process of change. Consequently, the researcher recommended at the end of the study that there must be a change management leadership in each campus to drive transition, a creation of proper communication networks, institution of campus indabas, a design of a transition plan, harmonisation approaches, migration of institutional items to an institutional site and the facilitation of recognition agreements for those unions which are still recognise in the premerger manner.

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

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

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