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Solouki, Zahra. "Organization Narratives for Strategic Change". Doctoral thesis, Universitat Ramon Llull, 2018. http://hdl.handle.net/10803/482170.
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Aquesta tesi examina el rol de la retòrica i les narratives en la gestió. Un objectiu més ampli d'aquesta investigació és compendre millor el rol de la retòrica i la narratives en la pràctica de la gestió. Ja que la retòrica i les narratives típicament es fan servir per a la creació de sentit en situacions incertes i per donar forma a un camí que sigui possible en el futur, aquest que és un objectiu més ampli, serà subjecte a un examen detallat basat en les preguntes següents. Quin és el paper de les narratives en condicions incertes? Com faciliten les narratives dels projectes de canvi?
• Quan són necessàries la retòrica i les narratives en el treball directiu? El primer article, "La retòrica i Cap Control, una Nova Funció Directiva", suggereix una resposta a aquesta pregunta, usant el concepte de "fases de desenvolupament" en la formulació del problema. Per exemple, la declaració "volem trobar una cura per a les malalties autoimmunes" requeriria obertura retòrica, ja que l'activitat concreta que porta a un resultat específic és confusa encara. No obstant, com els investigadors treballen en la persuasió entre els uns i els altres per a que un tema específic estigui en el focus, llavors l'abast de les interpretacions es va estrenyent, i, a través del tancament retòric, un consens sobre el problema es va assolint. En altres paraules, la decisió de situar-se en l'obertura o tancament retòric està basada en l'etapa en la qual se situa el problema, concreta o abstracta.
• Quin és el paper de les narratives en situacions incertes, com la situació de canvi? Per investigar aquesta pregunta, el segon article, "El Camí No Pres: Narratives d'Acció i Canvi organitzacional", compara dos tipus de narratives pel que fa a la seva obertura retòrica. La primera narrativa té una trama rígida i clara, però el seu desenllaç deixa certs nivells de vaguetat, per tant, podria tenir una àmplia varietat de finals. El segon tipus de narrativa accentua un final clar i fixat, però estem davant d'una descripció vaga del procés, per tant manté una trama flexible i oberta a interpretació.
• Com es dirigeix el canvi en projectes? El tercer article d'aquesta dissertació es titula: "El Conte de Dos Casos: Ampliació de l'Enfocament d'Estudis sobre Comportament en l'Empresa" aprofita dos casos de països veïns i segueix el seu camí cap a la internacionalització, per tal de comparar la seva retòrica i narratives pel que fa a l'estructura organitzativa i comunicació. Malgrat la seva proximitat geogràfica, es revela que els dos tenen menys pràctiques en comú del que s'esperava. Una de les contribucions més interessants d'aquest projecte és veure la llibertat de formular futurs projectes per mitjà de narratives com un factor irreemplaçable en les organitzacions. Això no és només una necessitat indiscutible davant les incerteses d'un entorn canviant, sinó també sembla que és un desig humà, ja que els individus lluitaran per això d'una manera o altra.Esta tesis examina el rol de la retórica y la narrativas en la gestión. Un objetivo más amplio de esta investigación es mejorar la comprensión del rol de la retórica y las narrativas en la práctica de la gestión. Puesto que la retórica y las narrativas típicamente se usan para la creación de sentido en situaciones inciertas y para dar forma a un camino que sea posible en el futuro, este que es un objetivo más amplio será sujeto a un examen detallado basado en las preguntas siguientes. ¿Cuál es el papel de las narrativas en condiciones inciertas? ¿Cómo facilitan las narrativas los proyectos de cambio? • ¿Cuándo son necesarias la retórica y las narrativas en el trabajo directivo? El primer artículo, “La retórica y Ningún Control, una Nueva Función Directiva”, sugiere una respuesta a esta pregunta, usando el concepto de “fases de desarrollo” en la formulación del problema. Por ejemplo, la declaración “queremos encontrar una cura para las enfermedades autoinmunes” requeriría apertura retórica, ya que la actividad precisa que lleva a un resultado específico es confusa aún. Sin embargo, puesto que los investigadores trabajan en la persuasión de unos a otros puesto que un tema específico tiene que estar en el foco, el alcance de las interpretaciones se va estrechando, y, a través del cierre retórico, un consenso en el problema se puede alcanzar. En otras palabras, la decisión de situarse en la apertura o cierre retórico está basada en la etapa en la que se situa el problema, concreta o abstracta. • ¿Cuál es el papel de las narrativas en situaciones inciertas, como la situación de cambio? Para investigar esta pregunta, el segundo artículo, “El Camino No Tomado: Narrativas de Acción y Cambio organizacional”, compara dos tipos de narrativas en cuanto a su apertura retórica. La primera narrativa tiene una trama rígida y clara, pero su desenlace deja ciertos niveles de vaguedad, por lo tanto, podría tener una amplia variedad de finales. El segundo tipo de narrativa acentúa un final claro y fijado, pero estamos ante una descripción vaga del proceso, por lo tanto mantiene una trama flexible y abierta a interpretación. • ¿Cómo se dirige un proyecto de cambio? El tercer artículo de esta disertación se titula: “El Cuento de Dos Casos: Ampliación del Enfoque de Estudios sobre Comportamiento en la Empresa” aprovecha dos casos de países vecinos y sigue su camino hacia la internacionalización, a fin de comparar su retórica y narrativas en cuanto a la estructura organizativa y comunicación. A pesar de su proximidad geográfica, se revela que los dos tienen menos prácticas en común de lo esperado. Una de las contribuciones más interesantes de este proyecto es ver la libertad de formular futuros proyectos por medio de narrativas como un factor irremplazable en las organizaciones. Esto no es sólo una necesidad indiscutible ante las incertidumbres de un entorno cambiante, sino también parece que es un deseo humano, ya que los individuos lucharán por ello de una manera u otra.
This thesis examines the role of rhetoric and narratives in management. The broader objective of this research is to improve our understanding of the role of rhetoric and narratives in management practice. As rhetoric and narratives are typically invoked to create meaning in uncertain situations and to shape a possible path to the future, this broader objective will be subject to a detailed examination based on the following questions. What is the role of narratives in uncertain conditions? How do narratives facilitate change projects? •When are rhetoric and narratives needed in managerial work? The first paper, “Rhetoric and No Control, a New Managerial Function”, suggests an answer to this question, using the concept of “stages of development” in problem formulation. For example, the statement “we want to find a cure for autoimmune diseases” would require rhetorical openness, as the precise activity that leads to a specific outcome is yet unclear. However, as the researchers work on persuading each other that a specific topic needs to be at focus, the scope of interpretations narrows, and, through rhetorical closure, a consensus on the problem at hand can be reached. In other words, the decision to engage in openness or closure is based on what stage the problem is at, concrete or abstract. •What is the role of narratives in uncertain conditions, such as change? To investigate this question, the second paper, “The Road Not Taken: The Narratives of Action and Organizational Change”, compares two types of narratives regarding their approach to rhetorical openness. The first narrative type has a rigid and clear plot but leaves a certain degree of vagueness to the outcome, therefore, it might have a variety of endings. The second narrative type stresses on a clear and fixed ending, while keeping a vague description of the process, therefore maintaining the flexibility of the plot and its openness to interpretation. •How is a change project managed? The third paper in this dissertation titled: “The Tale of Two Cases: Expanding the Behaviour Approach to the Firm” takes advantage of two case studies from neighbouring countries and follows their internationalization path, in order to compare their rhetoric and narratives regarding the organizational structure and communication. Despite their geographical proximity, it is revealed that the two have fewer practices in common than expected. One of the most interesting contributions of this project, is viewing freedom to formulate future plans by means of narratives as an irreplaceable factor in organizations. Not only is it an undeniable need in the face of uncertainties of an ever-changing environment, but also it seems to be a human desire, as the individuals will strive for it in one way or another.
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Myllykoski, J. (Jenni). "Strategic change emerging in time". Doctoral thesis, Oulun yliopisto, 2017. http://urn.fi/urn:isbn:9789526215426.
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Abstract In this study, I address the need for an in-depth understanding of the temporal nature of strategic change. Accordingly, I examine how strategic change emerges in time in a small Finnish software company. The data for the study consists of strategy-making discussions with three company managers during the course of two years. With this study I contribute to process organization studies in general and post-processual strategy research in particular. By following a process-relational view of becoming reality and adopting an “in-time” view of temporality, I add to discussions on the temporal nature of strategy work. The in-time view enables me to examine strategic change as the fluidity of the present, in which both the past and the future are immanent. In addition to highlighting that processuality cannot be reduced to human actions, I follow the notion of agentic time, which analytically gives agency to relational events. With the in-time view, I aim to unpack especially two underlying tendencies behind theorizations of strategic change: first, the overemphasis on managers as the principle, controlling agents of strategic change, and second, the reduction of the complex and fluxing change processes into simple, static models. With the empirical analysis, I identify five ways in which the agency of time perceptibly manifests in strategic change: unforeseen events, the becoming meaning of events, the immediacy and irreversibility of an emerging situation, the immanent past in the present, and the conditionality of time. I also show the paradoxical tension between organizing processes efficiently over time and experiencing and reacting to novel events in time. Furthermore, I illustrate the multi-event nature of strategic change and show how the managers’ intentionality emerges from within relational events. In contrast to the prevailing view of strategic change as a pre-planned, future-oriented managerial activity, with this study I add to our understanding of strategic change as a continuous, unpredictable process emerging through the mutually constitutive relation between unowned events and human actions. Accordingly, I argue that temporality should be treated as a fundamental characteristic of reality, which defines the dynamics of strategic change, rather than as an objective background or subjective construction of strategy-makingTiivistelmä Tällä tutkimuksella vastaan tarpeeseen ymmärtää syvällisemmin strategisen muutoksen ajallista luonnetta. Sen vuoksi tarkastelen tässä työssä, miten strateginen muutos kehkeytyy ajassa pienessä suomalaisessa ohjelmistoyrityksessä. Tutkimusaineistoni koostuu yrityksen kolmen johtajan kanssa käydyistä strategiakeskusteluista kahden vuoden ajalta. Tutkimukseni kontribuoi yleisesti prosessuaaliseen organisaatiotutkimukseen ja erityisesti jälkiprosessuaaliseen strategiatutkimukseen. Tuon tutkimuksessani esille ajallisuuden näkökulman muutosprosessiin. Seuraan prosessi-relationaalista aikakäsitystä, jossa menneisyys ja tulevaisuus nähdään läsnä olevina alati kehkeytyvässä nykyhetkessä. Sen mukaisesti korostan ajan agenttista luonnetta prosesseissa ja keskityn analyysissäni yksilöiden sijaan relationaalisiin tapahtumiin keskeisimpänä muutosvoimana. Tällä näkökulmalla pyrin ohittamaan erityisesti kaksi vallitsevaa strategiatutkimuksen ongelmaa: yritysjohdon roolin ylikorostamisen muutoksen hallitsijana, sekä monimutkaisen ja dynaamisen muutosprosessin liiallisen redusoimisen staattisiksi malleiksi. Tutkimuksessani tunnistan viisi ajan agenssin ilmenemismuotoa strategisessa muutoksessa: odottamattomat tapahtumat, tapahtumien ajassa muuttuva merkitys, elettyjen tilanteiden välittömyys ja peruuttamattomuus, menneisyyden läsnäolo nykyisyydessä, sekä ajan ehdollisuus. Lisäksi osoitan työssäni paradoksaalisen jännitteen ajan yli jatkumaan ja kehittymään suunniteltujen käytäntöjen, sekä ajassa kehkeytyvien hallitsemattomien tapahtumien kohdatessa. Korostan työssäni myös muutostapahtumien monitahoista ilmentymistä ja osoitan, kuinka johtajien tarkoitukselliset toimet muodostuvat tapahtumien sisällä. Tutkimuksellani kyseenalaistan käsityksen strategisesta muutoksesta suunniteltuna, tulevaisuusorientoituneena prosessina. Sen sijaan kuvaan sen jatkuvana ja ennustamattomana prosessina, joka kehkeytyy hallitsemattomien tapahtumien ja yksilöiden toimien sisäisenä dynamiikkana. Väitän, että ajallisuus tulisi nähdä todellisuutta luovana voimana joka määrittää strategisen muutoksen prosessuaalisen luonteen, eikä pelkästään tapahtumien objektiivisena taustana tai ihmisten subjektiivisena tulevaisuuden ja menneisyyden tulkintana strategiatyössä
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Hannagan, Tim. "Strategic change in further education". Thesis, Open University, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.396813.
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Roberts, Julie. "Sustainable strategic change in practice". Thesis, University of Hull, 2007. http://hydra.hull.ac.uk/resources/hull:6445.
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This investigation looks at what Head Teachers are doing to make strategic change sustainable. It seeks to determine the ways in which senior leaders are using strategic approaches to build in systems and procedures that will secure improvement over the longer term alongside the short term leadership and operational challenges. The research focuses upon the key theoretical perspectives and conceptualframework for strategic leadership and sustainable improvement in schools today and the review of the literature looks at the concepts of strategy and strategic leadership to articulate how strategic management is central to sustainability. In developing a theory for action it draws upon the literature to build the main areas of research. This qualitative emergent study generates data from semi-structured interviews with ten secondary Lincolnshire Head Teachers. The researchlooks at the situation of the individual schools and semi-structured interviews incorporate both subjective and objective information to demonstrate subjective meanings of events, processes and strategic change measures to enhance sustainable progress within schools. The findings highlight that sustainability is about sustaining all that is good in a school and demonstrate that there is no single solution for achieving sustainable strategic change in schools today. A taxonomy of nine key principles for achieving sustainable strategic change is articulated in the closing chapter and the conclusions reached within this thesis demonstrate that the main driver of sustainable strategic leadership is having a clear moral purpose around which strategic change revolves. This extends to the wider moral purpose of developing partnerships and sharing responsibility across the community. Sustainable strategic change begins within the school with school leaders sharing the vision, developing the people and working to achieve both the short and longer term goals and then binding this together with external partnerships that renew and revive the creative energies of all concerned.
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Flejzor, Lauren. "Explaining strategic change in international organisations". Thesis, London School of Economics and Political Science (University of London), 2006. http://etheses.lse.ac.uk/1913/.
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This thesis explains the processes and varying outputs of international organisational change. Specifically, it examines how and why strategic change in international organisations varies across one global thematic area: forests. Three types of change - punctuated, incremental and regressive - resulted in a number of international organisations from May 1994-May 2005. Change processes in the forest arena are particularly complex and political, and provide for highly variable planning approaches. Yet, little is known about the way in which strategic change processes occurred in these organisations and why particular types of change ensued. This research expands theories of organisational change and closes gaps in empirical research about strategic processes in international organisations. Specifically, it challenges Baumgartner and Jones' (2002) use of the punctuated equilibrium view of politics and expands Sastry's (1997) theory of punctuated organisational change. The empirical work centres around two research questions: How and why do strategic change processes occur in international organisations. What affects each output of the process. A qualitative, comparative case study methodology was used to capture the dynamic and complex strategic change processes in four organisations, the: UN Forum on Forests; International Tropical Timber Organization; World Bank; and Food and Agriculture Organization. The empirical data is explained using insights from system dynamics, especially causal loop diagrams, to show the dominant effects of negative and positive feedback on strategic change outputs. The comparative research explains why different strategic change processes can, but rarely do, produce radical shifts in change outputs. The research concludes that radical strategic change occurred in organisations where clear qualitative and quantitative assessments of performance and process innovation were strongest. It reveals the need for 'loose' governance structures early in strategic processes, the importance of clear organisational performance criteria and the key role of powerful institutions in supporting change initiatives. It proposes a model of strategic change in international organisations and suggests future areas of research.
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Mahon, Kerrie L. "Strategic change in healthcare: Seeking reliability". Thesis, Queensland University of Technology, 2018. https://eprints.qut.edu.au/115475/3/Kerrie%20Mahon%20Thesis.pdf.
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Organisational-wide risks and uncertainty may emerge from the complexity of project and program implementation; particularly in the health sector. When the corporate governance of a program is misaligned to the complex business environment, the efforts of senior management to achieve program reliability are impacted. Explored in this study were adaptable corporate governance approaches and their alignment to high reliability practices for effective management of risks and uncertainty in complex business environments. A range of frameworks were created that help explain how any why positive and negative project and program outcomes emerge due to corporate governance.
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Burt, George. "Towards a theory of volitional strategic change : the role of transitional objects in constancy and change". Thesis, University of Strathclyde, 2001. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=24283.
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Scenario planning is management approach to deal with uncertainty in the business environment. The intention of the approach is to allow management of organisations to better understand and manage their environment. There are many examples of scenario planning in the practitioner literature that suggest that the approach works in practice. There is however little empirical evidence to support or explore the validity of such claims. The origin of this thesis was an exploratory study to understand the impact of interventions using scenario planning in the context of small and medium sized enterprises. In conducting empirical research, the researcher can reflect on what has become a 'learning journey', which identifies the cognitive processes managers employ to manage change arising from such interventions. The research identifies managerial recipes and transitional objects allowing volitional strategic change to occur. That is, the existing managerial understanding based on past experience and success acts as a bridge from the existing world to a new world, without which change cannot be rationalised and management would be incapacitated. I have called this the 'upframed recipe', expressing its elements of lasting validity, the transitional object.
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Asquith, Andrew Richard. "Change management in local government : strategic change agents and organisational ownership". Thesis, Birmingham City University, 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.385165.
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This thesis analyses strategic change management in English local government and suggests the most appropriate leadership and management approaches for achieving successful organisational change. Using a model of organic evolution, the research identifies and analyses three distinctive stages in the development of management systems and practices in local government. These stages can be identified as: traditional, corporate and strategic approaches. A sample of eight local authorities representing two from each of the major English authority types was selected. Extensive qualitative research enabled the classification of the authorities using the following typology: namely transactional, community leadership and business culture. Each type is representative of one of the three evolutionary stages. With reference to each of the identified three stages of evolutionary development, the role of the chief executive in each of the authorities in successfully managing change was assessed. The purpose is to establish which management type provided the most effective change management environment. This assessment took place on two levels. Firstly, the qualitative research addressed the perceptions of the chief executives' change management agenda on the part of the strategic actors on both sides of the managerial/political interface within each authority. They were identified as the chief executive, the chief officers and the leading elected members. These perceptions were then used to develop the management typology noted above. Following the development of the management typology, an extensive survey of the attitudes of both middle managers and street-level operatives towards the change management process was conducted in the eight local authorities. This quantitative research revealed the perceptions of those individuals on whom change has the greatest impact. Following the analysis of the data generated by both the qualitative and quantitative research, the most effective leadership and change management strategies for local government in England are suggested. The conclusion is therefore that the most effective model for change management for local government is a hybrid organisation combining strengths from two of the evolutionary management stages.
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Meaker, Thomas Arthur. "The role of intervention in strategic change". Thesis, City, University of London, 1994. http://openaccess.city.ac.uk/18320/.
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In spite of decades of intensive study of practically all aspects of management, it still seems to be almost impossible to complete large development projects according to originally predicted timescales and cost. Examples are the Concorde supersonic airliner, the Channel Tunnel, the Humber Bridge. This research started with the premise that the future is not predictable, and has concentrated on addressing the life-cycle dynamics of projects involved in the development of complex systems. It has also focused on the human characteristics of organisations with initial convergence to "open systems" concepts and the need to increase orderliness with increasing complexity i.e locally decreasing entropy. The theme that runs through the thesis is that of assessing the current risk, and the likely tendency that such risk will increase or decrease in the future, that the project will be completed according to claims made by the contractor in his Bid to the customer. An analysis of data from four actual projects together with various subjective appraisals by managers who were involved in them, and an assessment of the current state of related knowledge, has resulted in the formulation of a new type of management method. The "new" aspects of the method relate to its ability to take into account the dynamics of the project circumstances as the project products pass through the design, manufacturing, testing, and operating phases. This is done by "taking soundings" deep within the projects working infra-structure. During this development a number of conventional concepts have not been used. For example, the concept that a company exists within an environment that can be represented by hard-lined diagrams has been avoided. The method involves the use of static and dynamic risk indicators, open and closed loop systems, and the utilisation of patterns constructed from real time data to identify whether the project dynamics are in a steady state, turbulent or chaotic condition. The method also contains an "intervention" function as a necessary element to ensure that the project and corporation strategic aspects are adequately considered. The method has been developed in a pragmatic manner such that it can be implemented by a practising manager.
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Kappler, Florian. "A practice-based perspective on strategic change". kostenfrei, 2007. http://www.unisg.ch/www/edis.nsf/wwwDisplayIdentifier/3389.
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Fotini-Paradissopoulos, Helen. "Managing Strategic Change In a Railway Enterprise". Thesis, Cranfield University, 1993. http://hdl.handle.net/1826/3819.
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The objective of this research is to investigate the way strategies are formed in a public
sector organization and to assess the role of the Board-members in shaping and
developing strategies.
The project consisted of the following distinct steps: (1) The collection and processing of
background information concerning the enterprise under study. (2) The collection and
analysis of the Board's past decisions over a period of nine years. (3) The interview
accounts of the members of the Board (4) The analysis of the interviews at the individual
level and the construction of cognitive maps. (5) The testing of the validity of the
cognitive maps of the previous stage by employing a quantitative technique in which the
interviewees scored on matrices and identified the influence between elements of the
strategy, the external, and the organizational environment. (6) The identification of
patterns in the cognitive structure of each individual, resulting from both the qualitative
(interviewing) and quantitative (matrix scoring) approaches. (7) The attempt to build
theory by integrating the different sources of data and generating propositions grounded
on data by relating the findings of this study to the existing literature.
The major findings concerned the notion of strategy according to the Board-members'
accounts. Thus, the majority of Board-members perceived strategy as something that
occured outside them, something over which they had little control. The Board-members'
role, as revealed in the strategy-areas studied, was a legalistic role concerning mostly
ratification of proposals without active contribution to initiating and developing new
strategies. It is also argued that this Board's composition, structure and processes
exhibited deficiencies. The real strategist of the organization was the new General
Manager who succeeded not only in creating an integrated strategy but also in getting it
institutionalized (that is in establishing commitment among the people of the
organization).
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Galicija, Mike [Verfasser]. "Strategic Alignment in Change Prozessen / Mike Galicija". Hannover : Gottfried Wilhelm Leibniz Universität Hannover, 2019. http://d-nb.info/1186251271/34.
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Varadarajan, Vijayendra. "Managing Strategic Change using Industry Benchmarking Alternatives". Thesis, McGill University, 1993. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=120999.
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In this paper, we have introduced and discussed a new and evolving tool of corporate strategy - benchmarking. We have compared and contrasted it with other, and sometimes competing, business philosophies and instruments of strategy. We have considered and deliberated on its three vital and expanding applications to business functions - sales (market penetration), manufacturing and quality management, and finance (cost control) with true stories from leading organisations in North America. We have also attempted to chart the direction of its future growth and development, especially in redefining business performance measurement.
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Williamson, Vicki Kay. "Innovation and change in professional practice: a case study". Thesis, Curtin University, 1999. http://hdl.handle.net/20.500.11937/1025.
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This study reports research about innovation and change in the professional practice of the staff at the Library and Information Service (LIS) staff at Curtin University of Technology, Perth, in Western Australia. The historical context of the study is Australian higher education and university libraries in the early 1990s. It reports, examines and analyzes key events and activities of the LIS staff strategic planning process both as an educational innovation and a driver of change in professional practice. The investigation of educational innovation and change is the object of the study, specifically the application of strategic planning.Literature from the 30-year history of writing and research about educational innovation and change is reviewed in terms of its relevance to the study. In addition, selected literature about organizational theory and strategic planning in libraries is presented. From this literature emerged the particular innovation and change framework, which guide the research.A justification for the selection of the particular research approach is explained and data collection, organization and analysis are described. The study uses official LIS corporate records as its primary source of data, supplemented by published materials to assist in the explanation of the particular circumstances of the LIS case.The results of the data analysis are presented in terms of the key events and activities of the LIS case. From this analysis conclusions are drawn in relation to the research questions which underpin the study and in terms of the component parts of the innovation and change framework. In particular, conclusions relate to the key organizational factors shaping the response to innovation; the characteristics of the context of change; key organizational processes helping to ensure successful adoption; the articulation of a shared vision and processes to ensure a shared vision. In relation to the innovation and change framework the change process is viewed as adoption dominated; as a move towards a learning organization; through the characteristics of the context of change and through other factors influencing change.Flowing from the research findings, recommendations are made for professional practice and further research.As a case study that reports, examines and analyses the complex dimensions of organizational change, the study is rich in detail and provides a real-life example of organizational and educational change.
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Pedersen, Anja Panduro. "Jumping the tracks : capability of employeeship during a strategic change". Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-849.
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Employeeship is a growing organizational resource. Yet many organizations forget to focus on their employees during change processes. In modern society change has become an inherent feature in most organizations and employees are expected to be competent and adapt. They are expected to maintain their capability of practising employeeship during changes. The study aimed at gaining an understanding of how employees experience their capability of employeeship during a strategic organizational change. The study built on a recent development in Denmark as changes where implemented in the Danish public school system. Building on theories about employee capability and employeeship the study examined how teachers experienced their own capability of adapting to and performing during changes. The study examined how employees experience their own employeeship. To analyse the experienced employeeship a qualitative study was carried out with semi-structured interviews of six public school teachers. A hermeneutic approach was applied to the study in order to gain a holistic understanding of the experienced capability of employeeship. The result shows that strategic changes in organizations not only involves changes to organizational structures. It also involves changes to how employees experience their own capability of employeeship. It changes the balance of their lived worlds.Medarbetarskap är en växande resurs inom organisationer. Ändå glömmer många organisationer att fokusera på medarbetarna i förändringsprocesser. I det moderna samhället är förändring nu mer en naturlig del av organisationer och medarbetarna förväntas vara kompetenta och anpassa sig. De förväntas upprätthålla förmågan att utöva medarbetarskap under en förändring. Studien syftar att uppnå förståelse för hur medarbetarna själva uppfattar förmågan till medarbetarskap under en strategisk förändring i en organisation. Studien baserades på en nyligen genomförd utveckling i Danmark där nya reformer implementerats i den danska grundskolan. Teorier om medarbetarförmåga och medarbetarskap ligger som grund till studien som undersökte hur lärare uppfattar den egna förmågan att anpassa sig och utföra arbetet under en förändringsprocess. Studien undersökte hur medarbetare uppfattar det egna medarbetarskapet. För att analysera uppfattningen av medarbetarskap användes en kvalitativ metod och halvstruktuerade intervjuer med sex grundskolelärare. Studien har en hermeneutisk ansats för att uppnå helhetsförståelse av uppfattningarna. Resultaten visade att strategiska förändringar i organisationer inte enbart medför ändringar på organisationens struktur: utan även förändringar av hur medarbetarna uppfattar den egna förmågan av medarbetarskap. Det förändrar hur de uppfattar balansen i sin livsvärld.
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Heracleous, Loizos Theodotou. "Strategic change, discourse and culture : conceptualisations and interconnections". Thesis, University of Cambridge, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.337778.
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Leung, Yin-sun Edward y 梁彥新. "A strategic change process of the purchasing department". Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1996. http://hub.hku.hk/bib/B31267488.
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Fletcher, Denise E. "Organisational networking, strategic change and the family business". Thesis, Nottingham Trent University, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.245635.
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Raimond, Paul. "Using the strategic planning process for organisational change". Thesis, University of Bath, 1986. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.280432.
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Maleke, Bane Moeketsi. "Strategic change process in a SOE in Lesotho". Thesis, University of Bath, 1988. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.760585.
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Tedesco, Matthew P. "Strategic change management in ship design and construction". Thesis, Massachusetts Institute of Technology, 1998. http://hdl.handle.net/1721.1/9851.
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Mak, Howen. "Implementing Strategic Change Using the Systems Engineering Model". Digital Commons at Loyola Marymount University and Loyola Law School, 2007. https://digitalcommons.lmu.edu/etd/404.
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Zikalala, Zuzile. "Strategic selection of communication channels during organisational change". Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/64832.
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The purpose of this study was to provide a guideline for selection of communication channels during organisational change. The study was conducted across industries in South Africa, with inclusion criteria being the experience of a form organisational in the past three years. The questionnaire for data collection was based on rich media theory (six channels) while for communication satisfaction an instrument of Downs and Hazen (1977) was adapted and utilized. Data was collected online with social media platform such as LinkedIn and Whatsup used for snowball sample as population was unknown. A total of 162 response were obtained, of which ten were excluded as they did not meet the inclusion criteria of experience of organizational change.
There were four main findings of the study. First, Emails was the most dominant forms of communication the management which is media poor media. This communication channel by management were similar to employee preference of communication channels. Second, Of the six constructs, superior communication, communication climate, media quality personal feedback, co-worker communication and corporate information. Five of the six variable were found to have both convergent, discriminant validity and reliable using Partial Least Square Structural Equation Modelling (PLS-SEM). Four of the five constructs were found to statistically different from the hypothesis value of Ô3Õindicating that there was high customer satisfaction except for communication climate where participants were undecided. Third, On the media rich, face to face meeting and video conferencing were positively correlated with communication satisfaction with weak to medium strength relationships, while on the media poor showing a weak relationship between emails and posters with some dimensions of communication satisfaction.
It can be concluded that the organisations do not use media rich communication channels, but rather a mixture media rich and media poor and there is a relationship between communication channels and communication satisfaction, with media rich channels having a stronger relationship. These findings should be considered with the context of inadequate generalisability due to the use of snowball sampling technique. It is recommended that practitioners, select communication channels with caution to ensure that key issues (uncertainty, successful transfer of information) are addressed adequately For academic community, more research is required as communication channels evolve with technology to ensure that the portfolio of channels used during organisational change.Mini Dissertation (MBA)--University of Pretoria, 2017.
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Gordon Institute of Business Science (GIBS)
MBA
Unrestricted
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Leung, Yin-sun Edward. "A strategic change process of the purchasing department /". Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B17982881.
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Williamson, Vicki Kay. "Innovation and change in professional practice: a case study". Curtin University of Technology, Faculty of Education, 1999. http://espace.library.curtin.edu.au:80/R/?func=dbin-jump-full&object_id=9423.
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This study reports research about innovation and change in the professional practice of the staff at the Library and Information Service (LIS) staff at Curtin University of Technology, Perth, in Western Australia. The historical context of the study is Australian higher education and university libraries in the early 1990s. It reports, examines and analyzes key events and activities of the LIS staff strategic planning process both as an educational innovation and a driver of change in professional practice. The investigation of educational innovation and change is the object of the study, specifically the application of strategic planning.Literature from the 30-year history of writing and research about educational innovation and change is reviewed in terms of its relevance to the study. In addition, selected literature about organizational theory and strategic planning in libraries is presented. From this literature emerged the particular innovation and change framework, which guide the research.A justification for the selection of the particular research approach is explained and data collection, organization and analysis are described. The study uses official LIS corporate records as its primary source of data, supplemented by published materials to assist in the explanation of the particular circumstances of the LIS case.The results of the data analysis are presented in terms of the key events and activities of the LIS case. From this analysis conclusions are drawn in relation to the research questions which underpin the study and in terms of the component parts of the innovation and change framework. In particular, conclusions relate to the key organizational factors shaping the response to innovation; the characteristics of the context of change; key organizational processes helping to ensure successful adoption; the articulation of a shared vision and ++processes to ensure a shared vision. In relation to the innovation and change framework the change process is viewed as adoption dominated; as a move towards a learning organization; through the characteristics of the context of change and through other factors influencing change.Flowing from the research findings, recommendations are made for professional practice and further research.As a case study that reports, examines and analyses the complex dimensions of organizational change, the study is rich in detail and provides a real-life example of organizational and educational change.
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Balogun, Julia. "The role of obstructing and facilitating process of change". Thesis, Cranfield University, 1998. http://hdl.handle.net/1826/3794.
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There are a growing number of rich, qualitative studies investigating patterns in the
development of strategic change. These reveal that it is not possible to understand the
incremental and emergent nature of strategic change in organisations without
recognising the impact of micro organisational political and social processes. However,
few studies set out to explore in depth the implementation of a particular strategic
change initiative to examine how these micro processes affect the way the
implementation develops through time. This thesis uses a longitudinal real-time case
study of a planned strategic change implementation to do this. It examines how
facilitating and obstructing processes developed during the implementation, and how
these interacting processes affected the way the implementation progressed, from the
perspective of middle managers as change recipients.
r
The findings show that during intended change implementation, the planned
interventions put in place by senior managers as they intentionally try to carry out
change also lead to the development of emergent facilitating and obstructing
processes. A sensemaking perspective is adopted to show how these emergent change
elements arise from recipient interpretations of the planned change interventions. A
theory of mediation is proposed to account for the findings. However, the
contribution of the research is not to do with the identification of the centrality of
sensemaking processes during change. It is an empirical study which draws on existing
theories on sensemaking to show how recipient sensemaking contributes to both
intended and unintended change outcomes, thereby providing fresh insights into how
and why change implementation becomes an emergent and incremental process.
The thesis has four main parts to it. The first part deals with the research background
and methodology; the second part the research site context and, the ethnographic stories
of change; the third part the findings and theory development; and the last chapter the
theoretical and practical implications of the research findings.
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Flanagan, Rodney. "Some limitations of the rational planning model in the context of small-to-medium sized manufacturing firms". Thesis, University of Huddersfield, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.338616.
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The central aim of the research was to evaluate the applicability of the normative strategic planning (SP) model in the context of the small manufacturing firm. A normative SP paradigm was developed from a review of the relevant literature and this was further refined through a review of the existing body of knowledge in the small business area and the attendant strategy and planning issues. To test the paradigm, in-depth studies were conducted in a sample of four small manufacturing enterprises and in each case, three strategic changes were jointly identified by the researcher and the respective managing directors. The studies were longitudinal in nature and were designed to measure the relevance and utility of the rational planning model in such businessesT. he methodsu sed compriseds en-&structuredin terviews and observation techniques and the changes were analysed to identify the factors that drove them. From this analysis, a more refined model was developed which integrated the change factors identified from the literature review and the change factors from the field-work. A particularly dominant concept emerged from the field-work, that of flexibility in the pursuit of emerging opportunities, a concept present in eight of the twelve changes. The work contributes to the existing body of knowledge by determining the part played by the rational planning (RP) model; by establishing how strategic changes are triggered, assesseda nd implementedi n the researchedc ompaniesa nd by building a more relevant model that might prove useful in a broader selection of small businesses. A key apriori assumption proposed inter alia that the RP model would be of little practical use in small business( SB) environments.T he main perceivedw eaknesseso f the RP model were considered to be the data requirements and associated data analysis resources thought rarely to be found in SBs and the capability of actually generating and sustaining radically new strategies. From the analysis of the 12 changes, the influence of the RP model was found to be minimal.
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Turner, Bethany y n/a. "Strategic translations: the Zapatistas from silence to dignity". University of Canberra. Creative Communication, 2004. http://erl.canberra.edu.au./public/adt-AUC20051123.144212.
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This thesis demonstrates that the discursive strategies that characterise the political struggle of the Zapatista (EZLN) movement are produced in response to the political and economic realities of Mexico and the southeastern state of Chiapas. The EZLN�s intentionally ambiguous discourse of dignity epitomises these strategies. By deploying various incarnations of dignity to counter the Mexican Government�s strategic political manoeuvres, the EZLN destabilises the political, economic and social hegemonies of the nation. This destabilisation creates a space for the EZLN to suggest the possibility of an alternative political logic to the Mexican populace. However, the marginalised social location and ethnic diversity of the movement�s indigenous constituents impedes their ability to effect significant political change. This impediment is overcome when they coalesce around the politically advantageous subjectivity of indigenous Zapatistas and engage with the mestizo Subcomandante Marcos to produce the EZLN. The movement enacts a progressive coalitional politics that articulates radical political alternatives for Mexico through the strategic practice of translation. Thus, translation is posited as a powerful political practice for marginalised groups engaged in resistance struggles in the contemporary global conditions.
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Chong, Chee Wen. "A methodology for the strategic management of knowledge". Thesis, University of Cambridge, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.272733.
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Blumenkehl, Roberth, Fredrik Magnfält y Marcus Törnblom. "Strategic thinking of Swedish TV production companies : How do they cope with change?" Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, ESOL (Entrepreneurship, Strategy, Organization, Leadership), 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-15236.
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The Swedish TV production is facing great challenges today and actors on the market have to strategize to cope with these changes. This thesis explores what strategies are used, how they are formed, and what parameters are focused on when analyzing the market and industry, from a company perspective. Consequently, the purpose of this thesis is to investigate how Swedish TV production companies think strategically to cope with emerging market changes. The method used to collect data was semi-structured interviews. In order to retrieve ac-curate and reliable information we conducted four interviews. Three of these interviews were done with actors within the market. To ensure an accurate market picture, with high trustworthiness, we interviewed one large, one medium and one small company. Finally, we interviewed an independent market consultant, who provided an additional perspective. After having analyzed the material from each interview we later on com-pared the findings in a cross case analysis, in order to draw general conclusions. Our research and findings indicate that Swedish TV production companies mainly keep track of social trends, industry demand, the factors of the SWOT analysis, and the bar-gaining power of buyers in order to plan and form their strategies. Additionally, our findings indicate that Swedish TV production companies mainly use: a differentiation strategy and international strategic alliances. Moreover, we have also found that if Swe-dish TV production companies belong to an international conglomerate, they use this to their advantage.
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Hatherill, Jessica L. "Planning for Change| Engaging University Staff in Strategic Planning". Thesis, University of Pittsburgh, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10666709.
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Universities are under pressure from multiple directions with accrediting bodies requiring increased focus on institutional planning efforts. University staff who manage programs, provide student services, and serve in other specialized roles are at the forefront of this changing environment. These employees may have difficulty understanding how their daily work relates to institutional planning efforts and resist change imposed from the top.
While researchers have examined employee engagement during change efforts, staff participation in strategic planning in higher education constitutes an overlooked topic. The aim of the study was to address three questions: 1) How and to what extent have university leaders communicated the strategic plan and the steps in the planning process to staff? 2) How and to what extent have staff responded to the strategic planning process? 3) What are the perceptions of middle managers involved in implementing strategic initiatives?
The study occurred at Mid-Atlantic University (MAU), a public research university located in the Mid-Atlantic region of the United States. MAU began a strategic planning process and instructed schools and administrative units to align their strategic plans with the MAU plan before entering the implementation phase.
Study participants included eight middle managers, individuals who direct programs, supervise other staff, and are in the middle of the institution’s hierarchy. A 45-minute semi-structured interview elicited information on staff reactions to the strategic plan, communication of strategic initiatives at the university and school level, and interactions between supervisors and employees. The researcher collected and analyzed documents from the university’s strategic planning website, the staff governance association, and university publications.
Several themes emerged in the areas of communication, staff responses, and perceptions of implementation. These themes included: 1) communication of the strategic planning process did not permeate the organization; 2) staff members responded in three main ways: searching for understanding, getting excited, or becoming disillusioned or resigned to the ongoing changes; and 3) a disconnection between the planning process and implementation. This paper adds to the current body of literature and includes implications for practice and recommendations for future research in the area of staff involvement in planned change initiatives in higher education.
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Blume, Richard, Miriam Karell y Andrew Outhwaite. "Strategic partnerships for transformational change towards a sustainable society". Thesis, Blekinge Tekniska Högskola, Avdelningen för maskinteknik, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-3705.
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Today, global socio-ecological problems are too complex and urgent for isolated actions, and cross-sector collaboration is increasingly required to generate transformational change towards a sustainable future. Partnerships between businesses and civil society organisations (CSOs) in particular have the potential to achieve the required change for sustainability. However, the ‘backcasting’ approach used in this study highlights a gap between current approaches and what partnerships might look like in a sustainable future. Research draws on literature, eighteen interviews and an action research project with Interface Europe. Results indicate that: 1) in the current paradigm shift, collaboration provides a competitive advantage; 2) individual, organisational and societal benefits of partnering are significant; 3) understanding the art and science of partnering is needed to make them work 4) organisational development and strategy affect partnership type and outcomes; 5) Corporate Social Responsibility efforts initiate cross-sector partnerships, but are responsive and fall short of being strategic; 6) articulation of visions for a sustainable future is rare and; 7) most partnerships are not aligned with core business strategies. In conclusion, dialogue across all sectors is advocated to co-create a sustainable future and The Natural Step Framework is recommended to align business planning and partnership strategies with sustainability.Andrew Outhwaite (arouthwaite@gmail.com) Miriam Karell (jazzminq@gmail.com) Richard Blume (rblume@gmail.com) Website http://partnerships4SSD.blogspot.com
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Bohlin, Kjersti Helgeland, Davida Ginter y Varuzhan Sahakyan. "Strategic Values-Based Communication for Motivating Change towards Sustainability". Thesis, Blekinge Tekniska Högskola, Sektionen för ingenjörsvetenskap, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-3230.
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In the face of the complexity and the urgency of the sustainability challenge, communication of sustainability to the public to motivate behaviour change is found to be an urgent concern. Communication based on appealing to the values of the audience is particularly powerful in addressing social and ecological concerns. Previous research has shown that there is a positive correlation between appealing to intrinsic values and motivation for sustainable behaviours, as opposed to activation of extrinsic values which might lead to the counter outcome. This research seeks to investigate how values-based communication for sustainability can be applied strategically within the third sector based on the activation of intrinsic values. The Framework for Strategic Sustainable Development (FSSD) was used as a conceptual frame to enhance the contextualization of the topic and analyse the findings. Ten interviews were conducted with experts and practitioners in the field, aiming to capture the current application of the concept, the enablers, and barriers for implementing it as well as potential key factors for a successful and strategic practice of values-based communication. Interview findings indicated that a strategic approach is lacking when values-based communication is applied. Based on these findings, a set of recommendations were developed with the intention of serving practitioners and experts in the field. The primary aim of this study is to contribute to the enhancement of the strategic application of values-based communication for sustainability.In this thesis it is discussed how values-based communication for sustainability can be applied strategically within the third sector, based on the activation of intrinsic values. Based on theoretical ground as well as the conducted research results a set of recommendations were developed with the intention of serving practitioners and experts in the field. The primary aim of this study is to contribute to enhancing the strategic application of values-based communication for sustainability.
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Fenton, Evelyn M. "Strategic agenda building and change in the water industry". Thesis, University of Warwick, 1996. http://wrap.warwick.ac.uk/34738/.
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An investigation into the trajectory of river water quality as a strategic issue for the water industry was conducted within two water organisations. This research traced the profile of this issue on the agenda of the water authorities over twenty years and within the industry over a century. The aim was to gain insights into processes of strategic agenda building and organisational development and change, linking process to performance in the achievement of river quality. A contextualist theory of method was adopted in a comparative case study approach which sought to assess the performance of the two organisations in attaining improvements in river water quality during the time frame. The contextualist methodology necessitated examining the agenda building process from multiple levels and over time. To this end extensive archive research and 40 interviews were conducted.The influence of the wider social environment and the sector in the long term were found to be important in the formation of sector and organisational ideology which conditioned organisational developments. A structurationist approach demonstrated the key social structures and their properties implicated in the formation of organisational ideology and its change, as the water authorities were privatised. A process model of strategic agenda building was developed and extended, based on an earlier model by Dutton (1988). This emphasised the influence of multiple contexts, the role of organisational ideology, issue related activities and the actions of sponsors as important additions to the original model. Further, the use of structuration theory, underpinned by a Realist perspective, outlined a conception of agency based on the causal powers granted by the necessary relations of the organisational structure or ideology, and that agency was granted by organisational members' access to alternative structural systems outside the organisational context. This research concluded that the links between structure, process and performance are implicated in incremental and transformational change, and that the properties of structure were instrumental in the propensity for adaption and change. Finally, organisational processes should accurately reflect the rules of the system for change to work.
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Tapsell, Jane. "Change processes and team implementation : strategic and operational issues". Thesis, University of Sheffield, 2001. http://etheses.whiterose.ac.uk/14467/.
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This is a study of the organisational change to self-managed team working in UK-based manufacturing organisations. There are few models to guide research into the organisational change to team working and this study focuses on the under-researched area of the implementation process. Descriptions of team development models imply a smooth, linear change process. Yet this strategic change involves major restructuring at an operational level and in reality is a complex and political transition process that unfolds in unpredictable directions. This research proposes a processual framework to explore team development and to increase understanding of the ways in which this transition is shaped at critical junctures. This research was based on case study data collected over periods of up to five years in four brownfield, manufacturing organisations. This data provided detailed illustrations of the major challenges facing organisations in the transition to self-management. Specifically, the research findings indicated that the change to self-managed team working was an unfolding, non-linear process and that its success was shaped not only by the congruence between team design and production setting, but also by the congruence between new work structures and supporting organisational arrangements. Senior management commitment was pivotal to the success of the change process, as were clear definitions of operational roles and required actions and behaviours. Finally, the research indicated the importance of key players adopting appropriate change-driver roles and of paying attention to political tensions and perceived threats associated with changes to traditional role demarcations. This research increases understanding of the implementation and development of self managed work teams at an operational level and the results may be of considerable practical use for organisations in determining their strategies for organisational change and development.
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Macdougall, Cecily. "A new model for strategic IT-enabling change programmes". Thesis, University of Liverpool, 2017. http://livrepository.liverpool.ac.uk/3005183/.
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Organisations use Information Technology (IT) as an enabler to disrupt and make change within an organisation. The successful delivery of Strategic IT-Enabling Change Programmes requires a more strategic and integrated approach to combat the persistent and global IT project/programme failure rate that is consuming millions of dollars unnecessarily. As such, their successful delivery requires an approach that integrates aspects from the fields of IT, Change and Programme Management. IT-Enabling Change Programmes are people centric, complex, multidimensional and multifaceted. These projects/programs may bring about cultural change in an organization or transformation of business practices. Driving this change can bring about uncertainty and ambiguity, and leadership is key to successful delivery. The organisational environment for delivery of IT-Enabling Change is complex, dynamic and evolving. As such the project/program requires constant alignment between the business, the industry, the technology, and operations and cater for emergence. As a result, IT-Enabling Change often brings with it adaptive challenges, challenges that the organization may not have anticipated. These change programmes require agility and the ability to be adaptive to the dynamic changing environments they are delivering for and into. Further, delivery of IT-Enabling change into the organization needs to be carefully transitioned into the organization for its successful adoption. IT-Enabling Change Programmes therefore needs the different types of leadership from complexity leadership; ‘adaptive leadership’ to lead the projects and respond to the challenges presented and ‘enabling leadership’ to support, champion, protect and transition the project/program. To build their success, this leadership requires an increased focus on people related factors in addition to the task related factors of time, cost and quality and an approach to build these factors. This Action Research presents a conceptual and holistic model that combines the critical people related factors of Change Programme Leadership, Executive Sponsorship, Stakeholder Partnership and Team Resiliency with the task related factors of Time, Cost and Quality for Strategic IT-Enabling Change Programmes. The Action Research evaluates and confirms these people related factors as critical to the success of IT-Enabling Change Programmes in Australian State Government Departments. The critical success factors and the supporting models to build these factors, have been informed by research and professional experience. The criticality of these factors and the ability to build them requires change programme leadership and a greater focus by organisations to arrest their own IT project/programme failure rate. Given the multi-disciplinary nature of a Strategic IT-Enabling Change Programmes the research has drawn on perspectives from multiple theories but has been grounded in complexity theory. This research contributes to the growing body of knowledge in IT-Enabling Change and has implications to practitioners and the methodologies in this field.
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McKelvey, Claire. "Methods for enabling collective employee participation in strategic change". Diss., University of Pretoria, 2020. http://hdl.handle.net/2263/80476.
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top and senior-level leadership, in the development and implementation of strategic change within organisations. In addition, strategic change research also tends to focus on the methods for enabling individual preparation and commitment to strategic change initiatives. Little is therefore known about the methods that enable collective employee participation in strategic change. In a business environment that is increasingly dynamic, complex and unpredictable, the collective participation of employees in strategic change presents an opportunity to increase the effective delivery of strategic change and enhance an organisation’s ability to adapt to and compete in this fast-moving world.
Research evidence recommends that employee participation in strategic change needs to be embedded in dialogical or social mechanisms, supported by organisational behaviours that endorse interpersonal relationships that are founded on psychological safety and the value of diverse contribution. Within this context, this study explored the nature of methods utilised within organisations to enable collective employee participation in strategic change and gained a deeper understanding of the factors that influenced their application and resulting effectiveness.
Through this qualitative study, semi-structured interviews were conducted with 13 research participants who were members of organisations, working within various roles that required decision-making capability around the methods utilised for strategic change implementation. Valuable insights were obtained from the study through instances where organisations had adopted a participative approach to strategic change using dialogical mechanisms and behaviours that supported, or were being shaped to support, the presence of supporting interpersonal relationships. Organisations within the sample that demonstrated an absence or partial use of a participative approach also provided important insights to this study, especially with regards to the barriers that prevented the use of this approach. The study was able to gain insights into the more immediate benefits of a participative approach, but due to the nature of the study, could not establish direct evidence that confirmed longer-term strategic results of strategic adaptability.
This study makes a humble contribution to literature by providing a view of the current nature and utilisation of methods for enabling collective employee participation in strategic change within the current dynamic environment and provides evidence that supports the use of dialogical mechanisms, founded on quality relationships for the effective implementation of this approach.Mini Dissertation (MPhil)--University of Pretoria, 2020.
Gordon Institute of Business Science (GIBS)
MPhil
Unrestricted
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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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Hicks, Timothy Matthew. "Strategic partisan policy-seekers". Thesis, University of Oxford, 2009. http://ora.ox.ac.uk/objects/uuid:fcaf867b-33d0-4ce8-805d-b8c5253984fd.
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This dissertation begins from a desire to explain situations in which left-wing parties appear to adopt policies that are more typically associated with right-wing thinking. A standard explanation for such behaviour is that relatively weak left-wing parties are drawn to adopt those policies as a way of getting elected — commonly expressed as convergence on the median voter. The puzzle, however, is that this explanation often seems to fall foul of the empirical reality that left-wing parties adopt these policies when they are relatively strong, not weak. The explanation for this advanced here is that parties, seeking to improve outcomes for their constituencies both now and in the future, often operate in political environments which lead them to assign a high probability that today’s policy choices will not survive the predations of government by opposing parties tomorrow. Where this is the case, there is incentive to pursue policies that are less efficient, but which have inbuilt political defence mechanisms: with the main such mechanism focused upon here being the power of organised public sector labour. The effect of partisanship is, therefore, conditioned by expectations about the future political power of parties. Where left-wing parties expect to be weak, they will tend to adopt the highly statist, bureaucratised, nationalised policies that are traditionally associated with the Left as these will tend to embody large amounts of organised labour that will be a counter to future right-wing governments. Where left-wing parties expect to be strong, the costs associated with such policies come to outweigh the benefits, with the result that they do not need to pursue such ‘left-wing’ policies. These ideas are developed heoretically within an institutionalist framework, yielding a synthesis between the historical and rational choice institutionalisms. Empirically, the theoretical framework is applied to the development of welfare states and to the issue of privatisation of state-owned enterprises.
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Nolte, Stefan. "Strategic Leadership in Cost-driven Industries". St. Gallen, 2008. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/02607083002/$FILE/02607083002.pdf.
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Laskowski, David A. A. von. "How changes in managers’ sensemaking influence a strategic change : strategizing in a private equity context". Doctoral thesis, Handelshögskolan i Stockholm, Institutionen för Företagande och Ledning, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:hhs:diva-1906.
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The study builds on the belief that change has become a normal state of affairs in business life, and that one highly contemporary actor – the private equity firm – has evolved to become specialized in change through repetitively changing its portfolio firms in its quest to generate value. The quest of reshaping a portfolio firm in order to optimize its strategic position, profitability, and financial structure in order to generate value has consequently been this study’s starting point. This dissertation presents how sensemaking, which is about the interplay of action and interpretation, changes over time and how it affects the strategic change of a portfolio firm. By studying and directly observing the communication and interaction between the portfolio firms’s CEO, board, and management team in real-time during a prolonged period when change occurs at a revolutionary pace, this dissertation seeks to examine the development and influence of this sensemaking. The study demonstrates how certain traits of private equity firms influence the timeline, risk profile, and governance of strategic change, how the presence of an idiosyncratic language influences the strategic change by transcending one mindset into a diametrically opposed ditto, and how the materialization of a mental iron cage affects the boundaries of the potential changes as well as adaptations and worldviews.Diss. Stockholm : Handelshögskolan, 2012. I publikationen felaktigt: How changes in managers' sensemaking influences a strategic change
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Langley, Amanda. "Strategic change in the pharmaceutical industry 1992-2002 : evolution and coevolution of firms' grand strategies". Thesis, University of Northampton, 2005. http://nectar.northampton.ac.uk/2715/.
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From the 1980s onwards pharmaceutical manufacture evolved from a fragmented industry to a global oligopoly. In the ecology literature coevolution theory proposes that V competing species (incumbent firms) interact and shape each others’ development, and V that this in turn potentially shapes the community (industry) structure. This suggests that when exploring how firms’ strategies changed during a period of significant industry change it is important to understand processes of both strategy evolution and coevolution in order to understand the dynamics of strategic change. This led to the research question ‘How did the realised strategies of a heterogeneous set of firms coevolve during the period of pharmaceutical industry consolidation from 1992-2002?’ In order to answer this a categorisation of strategic actions realised by firms in the pharmaceutical industry was developed. This was used as the basis of a methodological framework which used qualitative document analysis to longitudinally analyse how the grand strategies and strategic actions of a set of six pharmaceutical firms evolved and coevolved. These firms had arrived at different strategic outcomes and were selected using purposive sampling and replication logic. For the period 1992-2002 it was found that each firm realised unique patterns of grand strategy evolution. Further, the strategic actions that formed realised strategies coevolved both with the strategic actions of other firms and with the structure of the pharmaceutical industry as it became increasingly consolidated and globalised. Contributions to theories surrounding the environmental determinism versus strategic choice debate have been made with the findings supporting theories of coevolution, incremental and emergent strategy, and temporal patterns in strategy development. New contributions to knowledge were the development of a theory of pharmaceutical industry coevolution, development of a methodological framework for understanding strategic change in the pharmaceutical industry, and the creation of techniques to aid strategic decision making
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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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Kemp, Leona. "Strategic change and its impact on the organisational structure of Pennypinchers (PTY) Ltd.: a case study". Thesis, Port Elizabeth Technikon, 2003. http://hdl.handle.net/10948/262.
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During the 1990’s many South African companies experienced the need to change and adapt. This was largely because of the environmental changes brought about by a new political regime. One of these changes was the exposure of South African companies to global competition. Because the South African business environment had remained relatively static during the 1980’s, many companies had no idea of how to manage change when it became necessary for economic survival. This inability led to the demise of many organisations. As change as a business concept covers a vast area, the main objective of this study was to isolate one area of change and examine it in a practical context. The chosen area was the relationship, if any, between strategy and organisational structure. The practical context chosen was an organisation, which had recently undergone strategic change. The research methodology for this study included the conducting of an intensive literature study, to determine the academic stance on the strategy/structure relationship. Various academic theories were examined to determine whether there was a relationship between the two concepts, and if so, what the relationship should be. This provided a background for the practical evaluation. Literary opinion showed consensus that there was indeed a relationship between the two; in fact the one was integral to the success of the other. That is, if an organisation chooses to consider adopting a change strategy, it should carefully consider its impact on organisational structure. To summarise, in a situation of change, structure should support strategy to ensure a successful transition. An empirical study was then conducted at Pennypinchers (Pty) Ltd , which had recently undertaken to implement a change strategy. The focus of the empirical study was the relationship between the chosen change strategy and organisational structure. The aim was to determine whether the strategy had an impact on organisational structure, and if so, whether the structure underwent During the 1990’s many South African companies experienced the need to change and adapt. This was largely because of the environmental changes brought about by a new political regime. One of these changes was the exposure of South African companies to global competition. Because the South African business environment had remained relatively static during the 1980’s, many companies had no idea of how to manage change when it became necessary for economic survival. This inability led to the demise of many organisations. As change as a business concept covers a vast area, the main objective of this study was to isolate one area of change and examine it in a practical context. The chosen area was the relationship, if any, between strategy and organisational structure. The practical context chosen was an organisation, which had recently undergone strategic change. The research methodology for this study included the conducting of an intensive literature study, to determine the academic stance on the strategy/structure relationship. Various academic theories were examined to determine whether there was a relationship between the two concepts, and if so, what the relationship should be. This provided a background for the practical evaluation. Literary opinion showed consensus that there was indeed a relationship between the two; in fact the one was integral to the success of the other. That is, if an organisation chooses to consider adopting a change strategy, it should carefully consider its impact on organisational structure. To summarise, in a situation of change, structure should support strategy to ensure a successful transition. An empirical study was then conducted at Pennypinchers (Pty) Ltd , which had recently undertaken to implement a change strategy. The focus of the empirical study was the relationship between the chosen change strategy and organisational structure. The aim was to determine whether the strategy had an impact on organisational structure, and if so, whether the structure underwent.
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Garellick, Lindborg Julia. "Samspelet mellan kund och konsult i förändringsprojekt - en studie av kommunikationens utmaningar i implementationsprocessen av en ny webblösning". Thesis, Uppsala universitet, Institutionen för informatik och media, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-209660.
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The increasing competition is making increasing demands of today's businesses to be changeable. Change projects have therefore become increasingly common in order to satisfy market expectations. These projects have often proved difficult to implement and fail rather than succeed. There are many people who reflect on why this is and theorists are increasingly reasoning about the importance of communication in the change process. This is something that has given rise to a new area of expertise called change management. For the most part, it is about developing strategies for management to communicate change to employees and working together with these to reach the intended goals. In the relationship between a third party such as IT consultants and their customers the communicative challenge gets a bit different. The purpose of this study has been to identify important factor that makes communicating change a challenge in this relationship. This has occurred in the context of an IT consulting company and their interactions with the customer in the implementation process of a new web solution. The aim has been to seek greater understanding for the role of communication in the relationship. The study has resulted in a number of factors identified to be important when understanding how communication becomes a challenge in these change projects.
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LEGREE, LAWRENCE FREDERICK. "Strategic Change for NATO: Incremental Response From an Organizational Perspective". NCSU, 1999. http://www.lib.ncsu.edu/theses/available/etd-19990727-103613.
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Abstract LEGREE, LAWRENCE FREDERICK. Strategic Change for NATO: Incremental ResponseFrom an Organizational Perspective. (Under the direction of Dr. Roland Stephen) In his article on thepersistence of NATO after the Cold War, Robert McCalla frames the following question: How do alliancesrespond to changing strategic circumstances? The focus of this project is to explore McCalla's question froman organizational perspective. The thesis details the following chain of logic: NATO is an institution thatpossesses bureaucratic characteristics and these characteristics can be understood through theories oforganizations. Specifically, the manner in which NATO is evolving is consistent with the descriptive theory ofincrementalism. Political-military policy formation that provides the substance to the debate over NATO'sfuture is described in terms of an incrementalist model to demonstrate that change to the structure and role ofNATO will take place under predicable circumstances. Policy makers within the organizational andinstitutional regime of NATO continue to adapt to new missions that are congruent with patternedexpectations. The predominant finding is that NATO shows evidence of change under the mechanism ofincrementalism. This mechanism will remain a valid model for future determinations of NATO's persistence
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Schwein, Richard D. "Transforming leadership in the FBI a recommendation for strategic change /". Thesis, Monterey, Calif. : Naval Postgraduate School, 2007. http://bosun.nps.edu/uhtbin/hyperion.exe/07Mar%5FSchwein.pdf.
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Thesis (M.A. in Security Studies (Homeland Security and Defense))--Naval Postgraduate School, March 2007.Thesis Advisor(s): Christopher Bellavita, David Brannan. "March 2007." Includes bibliographical references (p.113-117). Also available in print.
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Paczkowski, John P. "Risk management as strategic change in national homeland security policy". Thesis, Monterey, Calif. : Naval Postgraduate School, 2007. http://bosun.nps.edu/uhtbin/hyperion-image.exe/07Sep%5FPaczkowski.pdf.
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Thesis (M.A. in Security Studies (Homeland Security and Defense))--Naval Postgraduate School, September 2007.Thesis Advisor(s): Bach, Robert. "September 2007." Description based on title screen as viewed on October 23, 2007. Includes bibliographical references (p. 165-178). Also available in print.
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Scott-Jackson, William. "Individual change competence : the development of a strategic human resource". Thesis, Oxford Brookes University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.325264.
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Linder, Mikaela y Anna Sundberg. "Strategic actions to regulatory change : How banks adapt to PSD2". Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-354817.
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PSD2 is an EU directive implemented 1st May 2018 that forces banks to share information related to account information and payment initiations to third-party providers. The aim of the directive is mainly to increase integration, effectivity and competition on the European payment market. With increased competition for banks, revenues are expected to decrease and previous literature on PSD2 are consistent with the fact that strategic actions beyond compliance have to be made. However, there is no previous studies on how banks are strategically adapting to PSD2. The purpose of this thesis was to examine how banks are adapting strategically to PSD2, this to provide a better understanding about how banks are adapting to new regulatory changes. The research question "What strategic actions are being performed within banks due to PSD2?" was answered through a qualitative research by conducting semi-structured interviews with the four largest banks in Sweden. The interviews were analyzed through a thematic analysis approach. Five main implications could be concluded: (1) strategically, the researched banks are doing more than merely complying to PSD2, (2) some of the researched banks are planning to provide services that goes beyond PSD2, (3) the researched banks are creating digital platforms through open APIs, (4) innovation in the researched banks increases due to PSD2 and (5) collaborations in the researched banks increases due to PSD2.