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Tesis sobre el tema "Organizational change"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 25 de julio de 2025

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1

Fuentes, Riffo Daniela Viviana. "Organizational Change in Volunteer-Based Organizations: Communication Change Strategies in Church Congregations." TopSCHOLAR®, 2015. http://digitalcommons.wku.edu/theses/1504.

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The current study fills a gap in the communication and management literature by providing additional insight regarding the effective communication strategies used by church leaders during organizational change. The researcher sought to find out how beliefs held by church members predicted their receptivity to change and their intent to leave their organization. Participants from diverse church denominations (N = 208) completed an online survey questionnaire asking them to think about a particular change they had experienced in their current or former church. The results of statistical analysis

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2

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 les

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3

Blunck, Paula. "Perceived Communication During Organizational Change." PDXScholar, 1994. https://pdxscholar.library.pdx.edu/open_access_etds/4718.

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Organizational change often involves the creation of work teams. This research examines how the creation of self-managed work teams within a particular organization affects perceived communication. Previous research suggests that self-managed teams would socially construct a different view of the organization especially as it relates to power than would those in traditional organizational departments. Attitudes about communication and power within the organization are analyzed in nine self-managed teams and five traditional departments. This analysis is conducted through both qualitative and q

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4

Schmitz, Heidi Anne. "Degree of organizational change and job insecurity." CSUSB ScholarWorks, 1997. https://scholarworks.lib.csusb.edu/etd-project/1402.

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5

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

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6

Phillips, Tobe M. "Individual Behavior Change in the Context of Organization Change: Towards Validation of the Transtheoretical Model of Change in an Organizational Environment." Thesis, University of North Texas, 2004. https://digital.library.unt.edu/ark:/67531/metadc4686/.

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A review of literature indicates limited effort to understand and explain employees' acclimation to, and adoption of, new behaviors required by organization change initiatives. Psychological theories of individual behavior change have, in restricted instances, been applied into organizational environments. The transtheoretical model of change (TTM) offers a comprehensive explanation of behavior change uniting multiple theories of individual change. TTM describes change as a series of stages that individual progress through before arriving at the decision to implement a change in behavior. Move

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7

Smith, Lindsay C. "Organizational Change Development Interventions: Are Multiple Interventions Useful?" Thesis, University of North Texas, 2005. https://digital.library.unt.edu/ark:/67531/metadc4802/.

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The effects of multiple interventions in organizational development change were studied in a comprehensive meta-analytic review. Thirteen organizational interventions were assessed on five outcome variables based upon previous research of six major meta-analytic reviews. Findings based on 138 studies indicated that there were no significant effects of multiple interventions on positive organizational change as opposed to individually implemented interventions. The findings are not congruent with previous findings of organizational development change, and possible issues surrounding these diffe

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8

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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<p> 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

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9

Smith, Grant Ritchie. "Organizational change and the post-bureaucratic organization : a critical case." Thesis, University of Portsmouth, 2009. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.500348.

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The claim that there is a need for continuous organizational change has become a modern day cliche. In particular it has been taken up by influential management gurus who have provided popular versions of debates that have been going on within the academic literature for numerous years. The most influential of these debates is that of the post-bureaucratic organization. This shares with the guru models of change the assumption that a radical epochal transition is taking place in the way organizations and working relationships are structured. However despite the attention which these claims hav

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10

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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11

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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<p> 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.</p><p> For that purpose I have collecte

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12

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.<br>"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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13

Jansson, N. (Noora). "Discursive practices in organizational change." Doctoral thesis, Oulun yliopisto, 2014. http://urn.fi/urn:isbn:9789526205229.

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Abstract The purpose of this research is to increase understanding of discursive practices in organizational change. By approaching organizational change as a social construction, this dissertation examines how discursive practices are involved in organizational change through a qualitative case study. Current organizational literature demonstrates a discursive turn in which negotiation, interactive meaning creation and tension exploitation through discursive struggles characterize the execution of organizational change. Compared to earlier decades, when change was treated rather mechanistical

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14

Brooks, Cindy Lee. "Sense-making and organizational change." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1997. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp04/mq24576.pdf.

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15

Li, Yan 1975. "Mapping workplace and organizational change." Thesis, Massachusetts Institute of Technology, 2002. http://hdl.handle.net/1721.1/68383.

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Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Architecture, 2002.<br>Pages 99-100 blank.<br>Includes bibliographical references (p. 93-97).<br>The current condition of global economy is evolving out of the ascendance of information technologies and the associated increase in the mobility and liquidity of capital. These phenomena have further propelled a corresponding change of previously national economic actors participating more actively in a complex global market. The complexities involved at different scales entail a new type of organizational structure and conceptual mode

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16

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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17

Favaro, Francesco <1989&gt. "Organizational Change: Material Rationality and Formal Rationality as two approaches of change in the organization." Master's Degree Thesis, Università Ca' Foscari Venezia, 2014. http://hdl.handle.net/10579/5309.

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This work aims at identifying two approaches of organizational reform, that impact differently on the organization and in turn on the organizational performance (operational and financial). ISO9000 and Lean Management are taken as examples of practices adopted with Material Rationality (Lean Management) and Formal Rationality (ISO9000), by deep-diving their characteristics and then empirically analyzing the way they are adopted by firms in the plastic and chemical industry.

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18

Kalamata, Glykeria. "Organizational Culture, Justice, Equality and Change in Youth Organizations : The success story of the non-governmental organization 'System and G'." Thesis, Linköpings universitet, Tema Genus, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-149004.

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The current study analyzes the official policies and everyday practices of the youth non-governmental organization System and G, located in Komotini, Greece. Through a combination of Critical Policy Analysis, Interviews and Participatory Observation, this Thesis provides a broad image of the organization’s internal culture, with great emphasis on the relations among its members. The results showed that the organization’s philosophy, causes and corresponding policies have emerged from its founders’ personal life experiences, which motivated them for social offer to people with fewer opportuniti

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19

Chawla, Anuradha S. "Organizational change initiatives as predictors of resistance to change." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape10/PQDD_0002/MQ43149.pdf.

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20

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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21

Inzunza, Rolando Eduardo. "Board transition in a student government organization, developing effective organizational change." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp01/MQ40336.pdf.

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22

Smith, Amber Rose. "Communication Strategies Used During Organizational Change in a Health Care Organization." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4561.

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More than 4.9 million businesses exist in the United States, and leaders within these businesses have to acclimate to change. Clear and effective communication is vital to the success of an organization. According to scholars and health care leaders focusing on strategies to communicate change during organizational change is a critical aspect of sustainability and profitability. The conceptual framework of this study was communication theory. The purpose of this single case study was to explore successful strategies that some health care leaders used to communicate during organizational change

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23

Barnett, Michelle L. "Organizational development: A comparison of individual and organizational level change." Thesis, University of North Texas, 2005. https://digital.library.unt.edu/ark:/67531/metadc4819/.

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Organizational change and development (OCD) has been studied by researchers to identify the effectiveness of change initiatives. Because of the broad scope of interventions in OCD, these studies have covered a range of areas including multiple interventions and the methodological rigor used by researchers. However, few have looked at organizational versus individual change within an organization, to examine whether individual change is more effective than organizational change. The purpose of this study is to determine if organizational change occurs in a top down or bottom up manner. A meta-a

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24

Gunn, Natalie Isabella. "Staff evaluation of organisational context and change process : implications for managing change /." [St. Lucia, Qld.], 2005. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe20091.pdf.

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25

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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26

Newson, Robert A. "Naval Special Warfare - leading organizational change." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2000. http://handle.dtic.mil/100.2/ADA386703.

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Thesis (M.S. in Defense Analysis and M.A. in National Security Affairs) Naval Postgraduate School, Dec. 2000.<br>Thesis advisors, Yost, David S. ; Minott, Rodney K. "December 2000." Includes bibliographical references (p. 179-183). Also available online.

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27

Paquette, Dirk. "Organizational change and Canada's air force." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2001. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp05/MQ62817.pdf.

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28

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

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<p> 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? </p><p> An in depth study of what appeared to be a very risky and highly successful organizational change initiative

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29

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

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<p> 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 wa

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30

AlDossari, Sultan. "Overcoming resistance to change in Saudi Arabian organizations| A correlation study between resistance to change and organizational justice." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10251268.

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<p> After 12 years of negotiation, Saudi Arabia joined the World Trade Organization (WTO) in 2005. The impact of joining the WTO has caused many Saudi organizations to change some of their old ways to keep up with competition from all around the world. Foreign investments created a healthy competition that encouraged Saudi Arabian organizations to change, adapt, and thrive in the market. With the need for change, Saudi Arabian organizations are facing employees’ resistance for unknown reasons. The purpose of this study was to analyze the reasons behind resistance to change in Saudi Arabi

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31

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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32

Green, Robert Anthony. "Effecting Organizational Change at the Macro Level of Professions." Thesis, Mississippi State University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10640074.

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<p> Much has been written in academic and popular publications about organizational change. Topics have ranged from case studies to anecdotal stories of how leaders can change an organization. There is little written on changing the culture and vision of a profession at the macro level. </p><p> This dissertation shows that one key to effecting change within a profession is to educate those at the entrant level and thereby effect change with the profession. Over time, these new entrants to the profession will rise to senior positions and be able to effect greater change through the hiring, tr

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33

Peplow, Amber Leigh. "Creating change in the SEIU and the AFL-CIO: The role of identity." Diss., Texas A&M University, 2003. http://hdl.handle.net/1969.1/2263.

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The SEIU and the AFL-CIO utilized similar rhetorical strategies in creating identification to further change within their organizations. Despite similar rhetorical strategies, the change efforts differ substantially in terms of success. This dissertation argues that the audience, culture and organizational structure influence the success of the change effort. The dissertation provides implications for rhetorical communication in labor unions.

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34

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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<p> 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 n

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35

Balk, Katherine N. "Change from the inside out in Tanzania| Investigating change in a nonprofit organization in Bagamoyo, Tanzania, through participatory action research." Thesis, Pepperdine University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=1542253.

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<p> All over the globe, nonprofit organizations aim to strengthen communities while struggling with the restraints of limited resources. This research study involved Participatory Action Research (PAR) to examine how to build internal capacity in one such organization in Bagamoyo, Tanzania. This study was a partnership between me (the academic researcher) and organizational members and stakeholders of the Baobab Home. Through interviews and meetings, the project focus involved creating written contracts. Over the course of five meetings, contracts were researched, policies and procedures were

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36

Drummond, Geoffrey, and n/a. "Understanding organisation culture, leadership, conflict, and change." Swinburne University of Technology, 1996. http://adt.lib.swin.edu.au./public/adt-VSWT20060821.092317.

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While many studies have been carried out on organizational culture, leadership, conflict and change, mostly from an instrumentalist perspective, studies have left unanswered the question of how they are related. This thesis employs narrative theory and especially that of Ricoeur together with the social theory of Bourdieu. By considering organization culture (and its sub cultures) as being configured by multiple narratives; leaders as enacting or developing narratives; conflict as the attempt by one or more persons to impose their narratives on others as the correct interpretation of a given s

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37

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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<p>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 ch

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38

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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39

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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40

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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<p> 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 presen

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41

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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<p> 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

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42

Lin, Qi-Yun, and 林綺雲. "Organizational change and transformation ── The organizational case study of declining organization in social change." Thesis, 1993. http://ndltd.ncl.edu.tw/handle/46057121187622081343.

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43

Lee, Geoffrey, and 李智華. "Proactive Organizational Change." Thesis, 2002. http://ndltd.ncl.edu.tw/handle/01422411554151547237.

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碩士<br>國立臺北大學<br>企業管理學系碩士在職專班<br>90<br>Abstract Many a scholar believes that there is a definite relationship between organizational change and its leadership. Tichy & DeVanna (1990) pointed out that corporate leadership is a very strong determinant in the success or failure of organizational change program. What kinds of organizational change strategies do different leadership types implement so that an organization is able to reinvent itself and achieve the goal of perpetual existence? The aim of this paper is to understand how the leader of an organization influences th

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44

LIN, CHIN-CHUEH, and 林金雀. "Investigating Planned Organizational Change in Public Research Organization." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/bnfcv3.

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碩士<br>銘傳大學<br>管理學院高階經理碩士學程<br>106<br>The key to innovative process on the national level is usually characterized by research organization, which plays a crucial role determinant of technology development and industry policy. The most developed countries organized the corresponding actors consisting of enterprises, universities, and government research institutes for achieving a complex missing. Braving the developmental variants, the planed organizational changes are the needed survivability for becoming mature. In this study, the combination of Kotter 8-step process of leading change on Indu

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45

Li, Wei-Lin, and 李瑋琳. "A Study on Organization Change Uncertainty、Organization Change Stress、Perceived Organizational Support and Organizational Citizenship Behavior- Using Bank L as an exmaple." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/5a4mw9.

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碩士<br>國立臺灣師範大學<br>科技應用與人力資源發展學系<br>104<br>The gradual improvement of technology and the e-finance trend that is sweeping the world has had quite an impact on the financial industry. If a bank fails to catch up with this trend and to face the fierce competition in the financial market, its organization would also be heavily impacted by the change in the business environment. For this reason, the ability to increase operational efficiency and competitiveness and to be able to channel this power into an advantage for the bank during this revolution has become vital for financial institutions. By

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46

Farrell, Seonaid. "Adaptation to organizational change." Thesis, 2004. http://hdl.handle.net/2429/15930.

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The dimensional structure of adaptation to organizational change was identified. The dimensions were related to personality, work attitude, and job stress variables. The research extends previous research on adaptation to change at work (e.g. Chan, 2000; Pulakos et al., 2000) by examining adaptation in the context of large-scale organizational change and by empirically deriving its dimensional structure. Characteristics of adaptation to organizational change were identified by obtaining critical incidents of adaptation from 47 managers from four organizations following a merger and rest

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47

Lin, Chiang, and 林薔. "Implementing Organizational Culture by Organizational Change: A Case Study of a Preventive Medicine Organization." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/d6ubqq.

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碩士<br>國立臺灣大學<br>商學研究所<br>106<br>When the environment or the goal of the organization changes or the organization is pursuing organizational growth, the leader of an organization may change the policy, operation way or culture by organizational change. When the leader is leading an organizational change, he or she must face many issues of leadership, management or communication even in different kinds of organization. Moreover, they may face resistance and obstacles during the process, too. This research discusses the leadership styles, management skills and the process of organizational c

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Steve, C. H. Chen, and 陳嘉禧. "Leading change trend-Organizational Change and Organizational Learning; A Case Study at Corning." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/35176710949780177738.

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碩士<br>國立交通大學<br>管理學院高階主管管理碩士學程<br>96<br>Change will not be changed in 21st century. In knowledge economic, companies know the importance of self organizational development, thus they do organizational change and organizational learning proactively or reactively to meet organizational needs. External environment changes all the time including product, price, life-cycle shortened, and they all show us the importance and demand of organizational change. So doing organizational change and learning is compulsory in the reality now. The research is a case study at cross country US company to know, 1

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Hsu, Yao-sheng, and 許耀昇. "The Study of Organizational Change, Organizational Innovation and Organizational Structure on Organizational Performance." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/65642147796309471852.

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博士<br>國立成功大學<br>企業管理學系碩博士班<br>96<br>To operate successfully in free market conditions, organizational changes had to take place in to increase companies their organizational performance and to compensate for the economic fall. Within the commercial sector however, organizations increasingly encompass the concepts of organizational change and innovation as they are seen as key drivers that can help them to maintain or develop their market. In addition, when organizations faced with the bottleneck, they also can adjust the organizational structure to improve organizational performance. There wer

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Yang, Shih-Chieh, and 楊詩婕. "Exploring the Relationships among Organizational Communication,Anticipated Organizational Changes Uncertainty and Resistance to Change." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/sk6j5z.

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碩士<br>國立臺灣海洋大學<br>航運管理學系<br>103<br>With the rapid changing of international financial environment and highly correlate to global finance market, it is inevitable trend of Taiwan’s financial industry liberation and internationalization. Due to the keen competition environment, and organization’s overseas business exploration, financial industry launch organization change as strategy to improve competitiveness. There are impact factors of implementing organization change, firstly, having a good change plan and effective execution, next, face to face communication with team members, furthermore,

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