Relevant bibliographies by topics / Theory of Organizational Change

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

Academic literature on the topic 'Theory of Organizational Change'

Author: Grafiati
Published: 29 June 2021
Last updated: 12 February 2022

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Journal articles on the topic "Theory of Organizational Change"

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

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The concept of organizational learning has been presented and placed within the referential frame of the organizational change theory. It appears that organizational changes shows to be a wider concept than organizational learning, since every learning includes change, but every change does not necessarily include learning. Organizational learning presents a particular type of organizational change, one which comprises creation and utilization of knowledge, includes changes of both cognitive structures and behaviors of organizational members, and necessarily is normative by its nature. The referential frame of the theory of organizational change is based on the classification of organizational changes and put together all theories into four perspectives: organizational development, organizational transformation, organizational adaptation and process perspective. It can be concluded that the concept of organizational learning is eclectic one, since it includes all types of organizational changes and encompasses all mentioned perspectives of organizational changes. .
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DONALDSON, L. "ORGANIZATIONAL PORTFOLIO THEORY: PERFORMANCE-DRIVEN ORGANIZATIONAL CHANGE." Contemporary Economic Policy 18, no. 4 (October 2000): 386–96. http://dx.doi.org/10.1111/j.1465-7287.2000.tb00035.x.

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

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J. Adriaenssen, Daniel, and Jon-Arild Johannessen. "Prospect theory as an explanation for resistance to organizational change: some management implications." Problems and Perspectives in Management 14, no. 2 (May 11, 2016): 84–92. http://dx.doi.org/10.21511/ppm.14(2).2016.09.

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

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

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

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van den Oord, Ad, Karen Elliott, Arjen van Witteloostuijn, Melody Barlage, Laszlo Polos, and Sofie Rogiest. "A cognitive organization theory (COT) of organizational change." Journal of Organizational Change Management 30, no. 6 (October 2, 2017): 903–22. http://dx.doi.org/10.1108/jocm-08-2016-0164.

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Purpose In this paper, the authors develop a cognitive organization theory (COT) of organizational change. COT was developed in the 2000s, by taking insights from cognitive psychology and anthropology to rebuild the foundation of organizational ecology (OE), grounding macro processes of organizational legitimation, inertia and mortality in micro processes of appeal and engagement. COT also explored the micro-level process of organizational change, arguing that four features (i.e. asperity, intricacy, opacity, and viscosity) of an organization's texture impact the appeal of organizational change. However, to data, empirical studies of a COT of organizational change are absent. An important reason is that many of the new COT constructs are not linked to empirical measures. The purpose of this paper is to develop reliable and valid survey measures of COT's key constructs. Design/methodology/approach The authors follow a three-step procedure to develop reliable and valid survey measures of COT's key constructs. First, the authors construct survey measures by using existing organizational behavior (OB) scales and develop new scales in consultation with COT experts. Second, the authors apply factor analysis to evaluate convergent and discriminant validity and use Cronbach's α to determine the reliability of the scales. Third, the authors estimate a structural equation model to determine external validity, by exploring whether the measures have the effect hypothesized in COT. Findings The authors find that existing OB scales can be used to proxy for COT's key constructs of appeal and engagement. The authors also find that two organizational texture variables (i.e., asperity and opacity) are significantly associated with the appeal of organizational change, further confirming the validity of applying a COT to organization change. The results are promising, proving evidence as to the criterion-related validity of the measures of COT constructs. From the total of 39 coefficients of COT-inspired independent and control variables, 22 are significant. Research limitations/implications The authors’ findings illustrate that micro OB and macro OE can be effectively combined in a COT of organizational change. However, the authors' contribution is only a first step, requiring further theoretical and methodological refinement. Theoretically, OB and OE can be integrated further, by linking together more concepts and constructs from the two streams of literature. Methodologically, the link between constructs and empirical measures can be refined, by adding extra scales and items, and collecting more data to validate them. Originality/value In this paper, the authors develop a COT of organizational change and link its central constructs to empirical measures, by connecting them to existing OB constructs and developing new scales and items. This opens the door to empirical studies on a COT of organizational change, hereby providing a stepping-stone for further integration of micro OB and macro OE.
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Abel, Charles F., and Arthur J. Sementelli. "Evolutionary critical theory, metaphor, and organizational change." Journal of Management Development 24, no. 5 (June 2005): 443–58. http://dx.doi.org/10.1108/02621710510598454.

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GRANT, DAVID, and ROBERT J. MARSHAK. "A DISCOURSE-BASED THEORY OF ORGANIZATIONAL CHANGE." Academy of Management Proceedings 2009, no. 1 (August 2009): 1–6. http://dx.doi.org/10.5465/ambpp.2009.44243469.

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Dissertations / Theses on the topic "Theory of Organizational Change"

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Jumara, John J. Sturgeon James I. "A case study of the influence of organization theory on organizational change." Diss., UMK access, 2005.

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Thesis (Ph. D.)--Dept. of Economics and Dept. of Sociology/Criminal Justice & Criminology. University of Missouri--Kansas City, 2005.
"A dissertation in economics and social science." Advisor: James I. Sturgeon. Typescript. Vita. Title from "catalog record" of the print edition Description based on contents viewed March 12, 2007. Includes bibliographical references (leaves 137-149). Online version of the print edition.
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Murphy, Lee P. "Influencing Successful Organizational Change Through Improving Individual and Organizational Dimensions of Health." Thesis, Benedictine University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3583435.

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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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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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Brown, Steven Armenakis Achilles A. "Technology acceptance and organizational change an integration of theory /." Auburn, Ala., 2009. http://hdl.handle.net/10415/1991.

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Najrani, Majed. "The effect of change capability, learning capability and shared leadership on organizational agility." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10141724.

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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.

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Ishiyama, Howard Jiro. "Incremental change, turnaround, and transformation : toward a theory of public organizational change." Connect to resource, 1996. http://rave.ohiolink.edu/etdc/view.cgi?acc%5Fnum=osu1266934745.

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Koller, Ronald J. "The nonlinear relationship of individual commitment to organizational change and behavioral support." Thesis, Capella University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3645169.

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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

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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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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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Kautenberger, John. "Key descriptors of successful change leaders in Mergers and Acquisitions." Thesis, University of Phoenix, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3736717.

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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.

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Books on the topic "Theory of Organizational Change"

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Jones, Gareth R. Organizational theory, design, and change. 7th ed. Upper Saddle River, NJ: Pearson/Prentice Hall, 2013.

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Jones, Gareth R. Organizational theory, design, and change. 6th ed. Upper Saddle River, N.J: Pearson/Prentice Hall, 2010.

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

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Implementing organizational change: Theory into practice. 2nd ed. Upper Saddle River, NJ: Pearson Prentice Hall, 2010.

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Organization change: Theory and practice. 2nd ed. Thousand Oaks: Sage Publications, 2008.

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Perspectives on organization theory. Cambridge, Mass: Ballinger Pub. Co., 1987.

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

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

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Arie, Shirom, ed. Organizational diagnosis and assessment: Bridging theory and practice. Thousand Oaks, Calif: Sage Publications, 1999.

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

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Book chapters on the topic "Theory of Organizational Change"

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Cox, Raymond W. "Organizational Dynamics and Change." In Public Administration in Theory and Practice, 174–99. Third edition. | New York, NY : Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9781351003940-11.

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Mackenzie, Kenneth D. "Overview of the Theory of the Organizational Hologram." In The Organizational Hologram: The Effective Management of Organizational Change, 47–70. Dordrecht: Springer Netherlands, 1991. http://dx.doi.org/10.1007/978-94-011-3917-5_3.

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Clancey, William J. "Practice Cannot be Reduced to Theory: Knowledge, Representations, and Change in the Workplace." In Organizational Learning and Technological Change, 16–46. Berlin, Heidelberg: Springer Berlin Heidelberg, 1995. http://dx.doi.org/10.1007/978-3-642-79550-3_2.

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Ramage, Magnus. "Schön, Donald: Learning and Change in His Work – Reflection on Theory and Theory on Reflection." In The Palgrave Handbook of Organizational Change Thinkers, 1–15. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-319-49820-1_57-2.

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Ramage, Magnus. "Schön, Donald: Learning and Change in His Work – Reflection on Theory and Theory on Reflection." In The Palgrave Handbook of Organizational Change Thinkers, 1541–55. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-38324-4_57.

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Ramage, Magnus. "Learning and Change in the Work of Donald Schön: Reflection on Theory and Theory on Reflection." In The Palgrave Handbook of Organizational Change Thinkers, 1159–72. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-52878-6_57.

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Ramage, Magnus. "Learning and Change in the Work of Donald Schön: Reflection on Theory and Theory on Reflection." In The Palgrave Handbook of Organizational Change Thinkers, 1–15. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-49820-1_57-1.

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Hughes, Mark. "Raymond Caldwell: Agency and Change in Organizational Theory." In The Palgrave Handbook of Organizational Change Thinkers, 249–67. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-52878-6_70.

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Hughes, Mark. "Raymond Caldwell: Agency and Change in Organizational Theory." In The Palgrave Handbook of Organizational Change Thinkers, 1–19. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-49820-1_70-1.

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Hughes, Mark. "Caldwell, Raymond: Agency and Change in Organizational Theory." In The Palgrave Handbook of Organizational Change Thinkers, 1–21. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-319-49820-1_70-2.

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Conference papers on the topic "Theory of Organizational Change"

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Lovrenčić, Sandra. "Knowledge Management as a Facilitator of Organizational Change." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.82.

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Natural, social, political, technological and economic environment of an organization constantly change making timely and relevant information and knowledge critical for competitive advantage and business success. Such constant changes can cause disruption and with it need for adaptation of business models, digital transformation and improvement of knowledge management systems. Digital business and digital workforce are being even more accentuated with ongoing epidemic and new information technologies emerge to help organizations in achieving their goals. Information technology is an important 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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Hagerer, Ilse, and Uwe Hoppe. "German Universities as Actors in Organizational Design – A Qualitative Study." In Fifth International Conference on Higher Education Advances. Valencia: Universitat Politècnica València, 2019. http://dx.doi.org/10.4995/head19.2019.9333.

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After the latest reforms in higher education according to the NPM (New Public Management), the autonomy of universities and the organizational perspective have been strengthened. According to predominantly used neo-institutional research in higher education, organizations adapt their structure by the pressure of legitimacy from outside. So the research question arises, if universities are actors and if so, what are the influencing factors on organizational structure. The goal is to point out the reasons for organizational design and if they act on their own or only adapt changes by pressure from outside. For this, interviews with 16 experts in faculty management are conducted and interpreted using qualitative content analysis according to Mayring and Grounded Theory. The results show that it is possible for faculties to change and design their organizational structures. There is staff responsible for this task. They work in the faculty between management and administration. Reasons to change the organizational structure are not caused by legitimacy. Much more, the new tasks cause a real need for new positions. This argumentation is not in line with neo-institutionalism. So the results strengthen the thesis that neo-institutionalism is not sufficient anymore to explain the organizational change of universities.
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Anđelković, Maja, Marjan Marjanović, and Michail Pappas. "Organizational Socialization as Part of Knowledge Management." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2020. http://dx.doi.org/10.18690/978-961-286-442-2.1.

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Socialization is a process during which we learn and adopt knowledge about rules and norms of our culture and through which we are enabled to collaborate with other social subjects. Individuals are socialized into an organization or a group by the method that is in its foundation the same as the method of socialization into society. As an individual becomes employed by an organization he becomes a part of that same organization, helps in the organization achieve its objectives, but also becomes a part of the community consisting of all the employees and executives, and this is where the theory of organizational socialization derives from. Organizational socialization is a responsibility of the management. Managers have the assignment to present new members of their organization with optimal information about rules and regulations, so they are able to fit into their organization in a most efficient way. This means that the manager is the main authoritative and creative body in creation and implementation of a successful organizational socialization tactics, because successful socialization of new employees means rise in productivity, and that rise in productivity should be the end objective of every successful manager.
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George Saadé, Raafat, and James Wan. "Proposing an Integrated Change Management Model for the United Nations." In InSITE 2017: Informing Science + IT Education Conferences: Vietnam. Informing Science Institute, 2017. http://dx.doi.org/10.28945/3776.

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Aim/Purpose: Using United Nations as the backdrop, this article present a theory-based conceptual model. The results of this empirical study also identify the most influence factors to the success of change management to the United Nations. Background: In 2000, the issue of management reform started taking center stage in the United Nations, and change efforts were presented to various governing bodies regularly as an indicator of organizational performance. However, existing change theories put many efforts on addressing the institutional management and behavior problems. Only a few answered the phenomenon existing in the U.N. context. Methodology: Using the data collected from seven United Nations organizations, we assess the psychometric properties of validated survey items, followed by EFA and then CFA. Contribution: Change management in the United Nations context is rarely being studied. Fifteen items in five constructs describing impact factors for current change process in the United Nations are derived. Findings This article identified five factors, including Communication, Transparency, Culture, Participation, and Resistance, that are the most influence factors with implication to change and change management in the United Nations. Recommendations for Practitioners: To United Nations management professionals, they should not only emphasize on the implementations of the change process, but also, as our findings clearly show, on institutional pressures such as culture. However, the results of this study also show that putting efforts on clear organization’s objectives and procedure, smooth improvement process in place, transparency with the encouragement of staff participation, will significantly reduce such impact from the resistance of staff. Recommendation for Researchers: The U.N. context is changing today at a faster rate. The U.N. is rarely being studied. Organizational theories applied to management frameworks provide great opportunity for research. These studies can also investigate management theories as they apply to the various types of U.N. organizations such specialized ones and other NGOs. Impact on Society: As one of the biggest players in the international political and economic stage with a significant influence on the stability of global society, this study introduces an understanding of this political nature body that does not only benefit the knowledge of the organization but also indirectly impacts on the sustainability of the global community in the long run. Future Research: This research makes significant implications for future studies in the change management theory from an integrated view in the context of the United Nations. That could attract more attention further on an integration of strategic management, the cohesive methodology of project management practices as well as assimilated performance management research from within the U.N. system.
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Ma, Chihmin, Mingsheng Liu, and Yaonan Zuo. "Organizational Change, Uncertainty and Employee Intentions: Based on the Perspective of Theory of Planned Behavior." In ICMSS 2021: 2021 the 5the International Conference on Management Engineering, Software Engineering and Service Sciences. New York, NY, USA: ACM, 2021. http://dx.doi.org/10.1145/3459012.3459034.

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Hagerer, Ilse. "How academic reforms change the organizational design of universities." In HEAd'16 - International Conference on Higher Education Advances. Valencia: Universitat Politècnica València, 2016. http://dx.doi.org/10.4995/head16.2016.2825.

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The academic landscape is changing in the course of New Public Management (NPM). More duties are assigned to universities and as a result transferred to their faculties. Management knowledge is needed for solving the problem of higher requirements for deans in terms of distribution of resources, responsibility for personal and finances. Until now, deans do not necessarily have this knowledge. One crucial approach for this problem is professionalization, which can take shape in various forms, e. g. in establishing positions for a new occupational group of academia professionals. To reach the organization’s objective in an effective and efficient way, there is no best solution corresponding to the contingency approach, it rather depends on the framework requirements. The results of an empiric inquiry of framework requirements and deanery attributes on four German universities show that the infrastructures of the faculties as decentral units depend less on the size of the faculty, but very strong on university’s organizational setting. This becomes apparent by the fact that at an elite university with strong research activities and with the profile of an entrepreneurial university, but with small framework requirements in the faculties has established many positions of academia professionals. Smaller universities, but also big multi-discipline universities with scientific excellence don’t reach as many academia professionals in spite of having big framework requirements.
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Jednak, Sandra. "Adapting Business to Sustainable Development and New Technology." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.81.

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Different internal and external causes make differences in doing business. Changes within an organization may be caused by mergers and acquisitions, crises, organizational culture, and application of new technology, but also by external changes such as sustainable development, digitalization, and COVID19. Changes in business environment affect the change in behaviour, competencies and values as well as in business activities, all in order to achieve organizational goals. Sustainable development brings sustainable practice into business. Each organization considers economic, social, and environmental dimensions of their business and implementation of ESG (environment, social, and governance) criteria. Digitalization affects business by adapting and combining different technologies that provide the creation of new products/services, processes, decisions, relations between companies, employees and customers, and business performance. There are also relations between the causes. Digitalization impacts sustainability and vice versa. Moreover, sustainable development and digitalization influence how an organization adapts and runs its business.
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Wattie, J. "Reducing Latent Failure and Securing Productivity in High Risk Systems Using High Reliability Theory." In SPE Energy Resources Conference. SPE, 2014. http://dx.doi.org/10.2118/spe-169932-ms.

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Abstract This is a study that represents ongoing academic research into the folds of perception, organizational culture and high reliability. In the shadow of persistent industrial failures it is probable that problems with operational safety reside in abnormalities of culture. Such cultural apparitions regularly fuel failure in high risk technologies making innovation rather unreliable. As innovation grows it is worth the effort to investigate further how resilience in the face of eternal socio-technical biases can be improved. Problem solving approaches offer regressive ideas that increase the chances of deviation and the appearace of disasters. The assumption is that resilience can be improved in critical operations using High Reliability Theory (HRT). Moreover HRT is more robust when the new constructive method of Appreciative Inquiry (AI) is applied. This early study shows that existing safety culture in a highly reliable group is positively transformed by AI and makes a more productive organization feasible. Research was conducted from the characteristic insider perspective. A small section of a highly reliable organization was sampled. Using ethnographic methodology feedback from electronic surveying collected personal responses for discussion. While individual interviews proved difficult and the sample group was small there was enough evidence to acknowledge the influence of positive revolution. This study had two major findings a) Using AI methodology stimulates positive, resilient feelings in members and b) members readily used these positive experience to envision a more productive organization. This study can potentially reduce over emphasis on problem solving methods to explain and change the human factors associated with failure. Cultural factors are better studied and modified by positive influence. The study here makes way for more persuasive academic discussion on resilience by constructivist perspectives. High reliability organizations are more sustainably designed on positive principles.
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Ribič, Timotej, and Miha Marič. "LMX – teorija odnosa med vodjo in zaposlenim." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.58.

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Employees represent a key part of the organization. Their satisfaction has direct effect on co-workers and their productivity. Leader is largely responsible to create general satisfaction in work environment. With organizing, choosing appropriate management concepts and correct approach to his employees, he creates good relationships with colleagues and contributes to the internal culture of the organization. Good interpersonal relationships are thus an important factor in building success in the company and the operation of processes, as they directly affect work performance, organizational climate and organizational culture. Many companies use classic and wellknown leadership styles. Regardless of the chosen style, it is noticed an alienated relationship between the manager and the employee. The issue can be attributed to strict adherence to the set organizational structure and, in connection with this, the expression of the legitimate power of leaders, yet to some extent the problem is in different understanding of leadership, both with individuals and leaders themselves. The newer leadership style, called Leader-member Exchange Theory, focuses on building relationships, mutual respect and trust, and treating employees as co-workers on the same horizontal hierarchical level. The implementation of this style of management can be seen mainly in foreign markets. This approach is not well known or widespread in Slovenia, nevertheless it is noticed in some companies. Based on a case study from the business environment, we studied a company with such leadership in Slovenia.
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Indihar Stemberger, Mojca, Andrej Kovacic, and Jurij Jaklic. "A Methodology for Increasing Business Process Maturity in Public Sector." In InSITE 2007: Informing Science + IT Education Conference. Informing Science Institute, 2007. http://dx.doi.org/10.28945/3156.

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Non-profit organizations such as public sector organizations have some specifics, which make renovation projects significantly different. It is clear that radical changes in the execution of business processes and in the organizational structures are not suitable for the public sector because they are not possible for many, also political, reasons. A business process change in public sector mostly means unification of business processes, automation of some activities and elimination of some unnecessary ones. Organizational changes are achievable only to a certain limit. Therefore classic business process renovation methodologies have to be adapted. The proposed methodology that is presented in the paper has been successfully applied in a process change project at one of the Slovene Ministries, which is presented as a case study. Activities, techniques, and tools are proposed for each of the six traditional business process change project’s stages. Problems and topics to which special attention has to be paid are also discussed.
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Reports on the topic "Theory of Organizational Change"

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Greenan, Nathalie, and Jacques Mairesse. Organizational Change in French Manufacturing: What Do We Learn From Firm Representatives and From Their Employees? Cambridge, MA: National Bureau of Economic Research, August 1999. http://dx.doi.org/10.3386/w7285.

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

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Schools routinely face federal and state mandated changes, like the Common Core State Standards or standardized testing requirements. Sometimes districts and schools want to take on new policies and practices of their own, like anti-bullying programs or using technology to deliver instruction. Regardless of the origin of the change, implementation requires them to take on additional work; yet experts estimate that only 30 to 50 percent of major change efforts in organizations will succeed. Failing change efforts result in not only financial losses but also lowered organizational morale, wasted resources, and lost opportunities. For schools where resources are already stretched thin, the consequences of failed change initiatives can be particularly devastating. In this paper, we discuss results of a study, over a school year, of school principals who were working on implementing a new change initiative in their schools. We apply lessons from the change management literature and focus on the importance of assessing readiness for change as a key step in ensuring the success of new initiatives. We share examples of a change readiness rubric to help schools and districts successfully lead 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.

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Blunck, Paula. Perceived Communication During Organizational Change. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.6602.

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Henderson, Rebecca, and Sarah Kaplan. Inertia and Incentives: Bridging Organizational Economics and Organizational Theory. Cambridge, MA: National Bureau of Economic Research, December 2005. http://dx.doi.org/10.3386/w11849.

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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.

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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.

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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.

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Murrell, Emily. Organizational Culture Change Resulting From Human Resources Outsourcing. Portland State University Library, January 2015. http://dx.doi.org/10.15760/honors.144.

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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.

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