Tesi: "Organizational change Australia"

1

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

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

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2

White, Larraine Cecilia. "The management of organisational change through educational processes : new directions in the Australian Taxation Office". Thesis, The University of Sydney, 1995. https://hdl.handle.net/2123/26811.

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The Australian Taxation Office (ATO) is a large, public sector bureaucracy. Until the late 19705 it was a closed, uncommunicative environment, which rarely looked beyond itself for advice. As community pressures began to grow about tax fraud, and with a new Commissioner appointed in 1984, the ATO began to question its functions, operations and interactions. The Australian Public Service (APS) had already begun significant reforms, and the ATO found itself lacking in technology, service and taxpayer compliance. This thesis analyses the management of organisational change through educational processes in the ATO. Using an approach based on grounded theory, it ethnographically focuses on a new branch office, Towersfield, to explore the impact of such organisational factors as policy development, devolution, management programs and related change strategies on staff. The research peels away the 'contextual layers' of the APS and the ATO to reveal the Towersfield situation. In doing so it considers how such layers may free or restrain organisational actions. The research questions the manner in which 'education' is defined and explores the need to broaden and make more flexible the interactive patterns of ‘education' and educational processes. While it is demonstrated that many earlier theoretical positions about organisations may still be found in contemporary organisation or management theory, or in their related fields, this thesis identifies a theoretical gap and uses the data from the ATO to extend the work of three theoretical approaches. The result is the development of a flexible, three dimensional organisational model which integrates policy and educational processes.

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3

Waters, John Frederick, University of Western Sydney, College of Law and Business e School of Management. "Knowledge and commitment in innovation processes". THESIS_CLAB_MAN_Waters_J.xml, 2004. http://handle.uws.edu.au:8081/1959.7/530.

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This study was aimed at achieving an understanding of the role of knowledge and commitment in the process of innovation. To do that, the study confronted several intractable problems of innovation research that have created barriers to knowledge accumulation. Theoretical models were developed based on organizational knowledge and commitments and aimed at overcoming the shortcomings of the traditional research models. Theoretical models of organizational change were investigated through multiple case studies of innovation projects that compared organizations of different types and size, and change processes of both technological and administrative character. A conclusion from this research is that innovation research should learn to live with the dialectic that innovation is unrelated to knowledge or outcomes. This would help to focus research attention on the means by which knowledge is transformed into action, the central problem of the management of innovation.
Doctor of Philosophy (PhD)

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4

Spencer, Carolyn R., e n/a. "Cognitive Schemata and Project Manager Regulation of Unplanned Change: Categorical Analysis of Structured Interview Reports". Griffith University. School of Applied Psychology, 2004. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20040721.092038.

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A significant risk area for project sponsors is managing unplanned change. Theorists of organisational behaviour have attempted to understand the circumstances of how activity change occurs on projects and have identified the significant impact that time has on activity. This current research takes the study of cognition into the real world setting of project management at a level of analysis that is viable across diverse projects and industries to study project manager regulation of unplanned change. The project managers' cognitive representation of meaningful aspects of a project (their 'cognitive schemata'), which guides activity change during the project, was investigated and the effect of feedback evaluated in order to address the central research question of what triggers change on group projects. In the present research, leading edge projects from six major Australian industries (telecommunications, banking and insurance, information technology, railway signalling, inorganic chemistry and construction) were monitored at three key points through their lifecycle to understand how feedback impacts on project activity through the project managers cognition leading to change. Six key categories of feedback were identified, which potentially represented the foci of project-related schemata, within a project management mental model. These were validated as important indicators for project management performance by a panel of Australia's leading experts in project management. Sixteen project managers participated in the field study, with their verbal reports being collected through structured interviews (incorporating a 'laddered' interview technique), which were developed and piloted across diverse projects for this purpose. Interview data were coded for analysis in terms of sensitivity to each of the six feedback foci and one control category, for five types of feedback and five types of change. Reliability of the content coding was checked through independent coding and found to be high. The research investigation was conducted within a schematic information processing conceptual framework developed for application within the domain of project management. Strong evidence was found that linked key schemata to the hypothesized effects of feedback. Overall, the effects were found to be general across all industries, individuals and projects. A contrasting effect was observed for one type of feedback where schemata were poorly developed in inexpert project managers, which raised the issue of measurable differences in behaviour arising from project management competency. The findings of strong relationships between the variables led to the proposed model of project manager cognition, which reveals an underlying structure in the schemata between key areas of sensitivity to feedback and unplanned change. The model is proposed as underpinning observed behaviour in this and prior research and suggests a relationship between competency and change regulation.

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5

Spencer, Carolyn R. "Cognitive Schemata and Project Manager Regulation of Unplanned Change: Categorical Analysis of Structured Interview Reports". Thesis, Griffith University, 2004. http://hdl.handle.net/10072/366716.

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A significant risk area for project sponsors is managing unplanned change. Theorists of organisational behaviour have attempted to understand the circumstances of how activity change occurs on projects and have identified the significant impact that time has on activity. This current research takes the study of cognition into the real world setting of project management at a level of analysis that is viable across diverse projects and industries to study project manager regulation of unplanned change. The project managers' cognitive representation of meaningful aspects of a project (their 'cognitive schemata'), which guides activity change during the project, was investigated and the effect of feedback evaluated in order to address the central research question of what triggers change on group projects. In the present research, leading edge projects from six major Australian industries (telecommunications, banking and insurance, information technology, railway signalling, inorganic chemistry and construction) were monitored at three key points through their lifecycle to understand how feedback impacts on project activity through the project manager’s cognition leading to change. Six key categories of feedback were identified, which potentially represented the foci of project-related schemata, within a project management mental model. These were validated as important indicators for project management performance by a panel of Australia's leading experts in project management. Sixteen project managers participated in the field study, with their verbal reports being collected through structured interviews (incorporating a 'laddered' interview technique), which were developed and piloted across diverse projects for this purpose. Interview data were coded for analysis in terms of sensitivity to each of the six feedback foci and one control category, for five types of feedback and five types of change. Reliability of the content coding was checked through independent coding and found to be high. The research investigation was conducted within a schematic information processing conceptual framework developed for application within the domain of project management. Strong evidence was found that linked key schemata to the hypothesized effects of feedback. Overall, the effects were found to be general across all industries, individuals and projects. A contrasting effect was observed for one type of feedback where schemata were poorly developed in inexpert project managers, which raised the issue of measurable differences in behaviour arising from project management competency. The findings of strong relationships between the variables led to the proposed model of project manager cognition, which reveals an underlying structure in the schemata between key areas of sensitivity to feedback and unplanned change. The model is proposed as underpinning observed behaviour in this and prior research and suggests a relationship between competency and change regulation.
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
School of Applied Psychology (Health)
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6

Waters, John Frederick. "Knowledge and commitment in innovation processes". Thesis, View thesis, 2004. http://handle.uws.edu.au:8081/1959.7/530.

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This study was aimed at achieving an understanding of the role of knowledge and commitment in the process of innovation. To do that, the study confronted several intractable problems of innovation research that have created barriers to knowledge accumulation. Theoretical models were developed based on organizational knowledge and commitments and aimed at overcoming the shortcomings of the traditional research models. Theoretical models of organizational change were investigated through multiple case studies of innovation projects that compared organizations of different types and size, and change processes of both technological and administrative character. A conclusion from this research is that innovation research should learn to live with the dialectic that innovation is unrelated to knowledge or outcomes. This would help to focus research attention on the means by which knowledge is transformed into action, the central problem of the management of innovation.

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7

Rankine, Tim. "Building a theory about change in Australian software firms". Thesis, View thesis, 2008. http://handle.uws.edu.au:8081/1959.7/37753.

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This thesis describes the development of a body of theory explaining why the principals of Australian software firms have difficulty in changing the organizational structures of their businesses. The need for change is predicated on the view that availability of capital is an essential prerequisite for sustainable growth in Australian software firms and that firm principals, in the main, have not implemented organizational structures preferred by Australian investors. A grounded theory approach is used, drawing upon personal knowledge of the software industry using sense making and self ethnography research methods. Personal knowledge is complemented with data from semi-structured interviews and secondary sources. Concepts developed from the data are related to theoretical and empirical work under the rubric of organization studies. What emerges from the data and the literature is: firstly, the Australian software industry is likely to consist of multiple organizational fields each one of which encompasses a small number of software firms servicing customers in specific vertical markets; secondly, to attract capital the principals of Australian software firms will need to change the structure of their organizations and thirdly, change will be radical and revolutionary in nature and may be difficult to achieve. This thesis contributes to the organizational studies literature by extending existing work to include an analysis of issues use of institutional theory addresses a gap in the present understanding of the manner in which the principals of Australian software firms approach the establishment of structures required of sustainable growing businesses. A future research agenda is presented building upon the findings of this study.

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8

Best, Simon, e n/a. "On a wing and a prayer stories of the use of improvisation by NEIS businesses during the start-up phase". Swinburne University of Technology, 2006. http://adt.lib.swin.edu.au./public/adt-VSWT20060824.142152.

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The focus of this study is to consider the concept of ?improvisation? as a business process used by small businesses when faced with unanticipated events. Although the business news and literature is dominated by the activities of big businesses, there is little disagreement among researchers and business commentators about the role that small businesses plays in contributing to the economic activity of Australia. The contribution that small businesses make to the economy includes job creation, competitive power, economic growth and innovation. Furthermore, there is evidence that a flourishing small business sector can assist with creating and maintaining political and social stability. It is widely acknowledged that businesses are operating in a turbulent, unstable and at times chaotic commercial environment. Many business operators are spending increasing amounts of their time responding to unanticipated events in circumstances where there is little or no time to plan solutions or build up resources. There has been little research into how small businesses respond to such unanticipated events. A review of previous literature showed that business operators were likely to respond to unanticipated events in one of three ways; they either ignored the event, undertook planning or they improvised. The term 'improvisation' in this context was used to reflect either the time convergence between the realisation of a solution and its implementation or the application of selected resources for purposes other than that for which they were intended. A model of the process of improvisation was developed using the elements previously described in previous studies. The model falls into three parts; pre-improvisation, improvisation and post-improvisation. The methodology used was a qualitative process consisting of a semi-structured interviews with twenty-nine owners of small-business start-up firms, to explore their experiences with dealing with unanticipated events and to try to establish the nature of the improvisational process. It was important for the participants to tell their stories of improvisation and for the researcher to reflect their experiences in relation to the model of improvisation. The data collected provided greater insight into the process of improvisation and a refined model evolved which better represents the experience of participants. The study confirmed that small businesses do at times, use improvisation to respond to unanticipated events. Consequently, this study has made a significant contribution to the field by extending on the work undertaken to date and by the development of a model that more comprehensively represents the process of an improvisational response to an unanticipated event, in the context of small business.

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9

Van, Heerden Vicky. "Local government reform in Western Australia: a case study on change readiness". Thesis, Rhodes University, 2012. http://hdl.handle.net/10962/d1003897.

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The Western Australian State Government’s local government reform programme, initiated in February 2009, provides the context for this research. Nedlands, a local government in Perth’s western suburbs, resolved to participate in this reform programme and signed a Regional Transition Group Agreement with Subiaco local government in August 2010. The purpose of the Regional Transition Group was to prepare a business plan to investigate the potential benefits and viability of a Nedlands and Subiaco amalgamation. Whilst the local government of Nedlands is currently investigating the more operational and technical aspects of local government reform in the merger feasibility study, this research focused on employee readiness, more intangible but no less important. The difficulties of achieving success with organisational change initiatives are well documented. A number of models of planned organisational change have been developed to address these difficulties and support successful change and are outlined. This research highlights the value of the first phase of planned change, namely readiness for change, where organizational members are prepared for and become supporters of change. It also highlights the importance of change communication with respect to developing employee readiness. Definitions and some of the dimensions of ‘readiness for change’ are outlined. The five dimensions of readiness for change - discrepancy, appropriateness, principal support, efficacy and valence - provide the ‘lens’ through which readiness for change at Nedlands is explored. From this perspective, the documentation communicating local government reform at Nedlands was analysed. These dimensions were also used to ascertain, from the perspective of the Nedlands' managers, their level of readiness and the readiness of the employees of Nedlands for local government reform. The findings suggest that Nedlands local government has not consciously planned to ‘ready’ employees for local government reform. A number of management recommendations are made to strengthen the change readiness message communicated by the Nedlands local government and to support the development of the Nedlands employees’ readiness for change.

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10

Liu, De Min. "Building an organisational learning architecture for strategic renewal an autoethnography of action learning /". Swinburne Research Bank, 2009. http://hdl.handle.net/1959.3/67317.

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Thesis (PhD) - Australian Graduate School of Entrepreneurship, Faculty of Business and Enterprise, Swinburne University of Technology, 2009.
A thesis is submitted in fulfilment of the requirements for the degree Doctor of Philosophy, Faculty of Business and Enterprise, Swinburne University of Technology - 2009. Typescript. Includes bibliographical references (p. 225-238)

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11

Clifton, Ross G. "An action research approach to supporting change management and associated governance strategies in a community services organisation". Thesis, View thesis, 2008. http://handle.uws.edu.au:8081/1959.7/32874.

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An Action Research approach to supporting change management and associated governance strategies in a community services organisation. Following a report on the Civil Society in the New Millennium Project, which was based upon the responses of citizens from forty-seven Commonwealth countries, a Compact Approach involving the state, intermediary organisations and citizens was developed in 1999, as a framework to enhance civil society. A literature review indicated that there was no research in Australia, as well as internationally, that had investigated the efficacy of this formalised agreement or Compact, particularly in a practical setting. The researcher had been working in the community services sector and had an interest in supporting community services organisations to meet the impact of change, particularly in response to government policy reform agendas. The Compact Approach was identified as a model to navigate change and develop partnerships with a civil society organisation operating in environments characterised by certainty as well as uncertainty. The researcher made himself available to a case study organisation to support change and to investigate the Compact Approach by undertaking Action Research as a participant observer. This exploratory research involved two main reference groups, board and staff, in planning, acting, observing and reflecting. A large amount of data was generated and a need was identified for it to be collated and simplified for further analysis. A new methodology was developed drawing upon the traditions of case study method and story-telling to represent the research themes of: the Compact Approach; change management; and, governance. With the Compact Approach what was found was evidence of some degree of civil society enhancement, particularly at the individual organisation level. As the study was undertaken from an organisation’s perspective the other dimensions of civil society and government had been underrepresented. It was found that government policy of promoting the market meant that competition was overshadowing co2 operation in the case study organisation. For community services organisations the main partner is government and policy frameworks need to support partnerships and civil society beyond current contractual agreements. Carver’s (1997) Policy Governance framework was partially implemented to assist with infrastructure development. However there was a lack of time and a commitment from the board and senior staff. Not all governance responsibilities can be met through such a framework and community organisations need to be mindful of its limitations, particularly for those connected to civil society. There were mixed results with Action Research being used as a change management tool. The dominance of power by those in ‘control’ highlighted management styles, but they also overshadowed group processes. Action Research methodology was also complemented by Stacey’s (1996) ordinary and extraordinary management framework. It was found that when applied to the Action Research cycle of planning, acting, observing and reflecting; that the process of reflecting was particularly supported by such conceptual mapping. What was also highlighted was the need for professionals to undertake ��in the field�� Action Research but also to draw upon their professional or technical expertise, using participant-observer-consultant modes. The capacity for a small community services organisation to change can be based upon levels of infrastructure, governance skills, available resources and level of development to operate at an associative level with other stakeholders. The viability of these smaller organisations is being challenged by the ‘managerialist’ business paradigms of government policy where the fabric of civil society has not been incorporated within accountability frameworks. Here there is a challenge for new frameworks such as the Compact Approach, to lead the way as formalised agreements with government, to enhance the role of civil society in the delivery of community services in countries such as Australia.

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12

Walker, Beverly C. "An action research study of strategy implementation in a not-for-profit community organisation". Monash University, Dept. of Management, 2004. http://arrow.monash.edu.au/hdl/1959.1/5186.

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13

Clabaugh, Cecil A. "Downsizing : an analysis of organisational strategies and human resource management outcomes". Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2001. https://ro.ecu.edu.au/theses/1070.

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The objective of this research was to examine the relationship between loss and retention of key employees in downsizing organisations and organisational performance. The purpose of this was to develop an understanding of the organisational performance that results when downsizing organisations are unable to retain their key workers. The secondary objective of the research was to examine the factors that make up a downsizing organisation's employee selection process in order to determine how these factors affect loss and retention of key workers. The research was guided by a theoretical framework developed by Kozlowski et al (1993) and Thornhill and Saunders (1998) and utilised a multi-method research approach suggested by Creswell (1994) and Eisenhardt (1989). The contextual issues in downsizing employee selection were examined through analysis of seven Western Australian case study organisations. The case studies, through structured interviews and secondary data, provided insight into the complexity of the employee selection process, enabled a rich contextual base which aided in understanding the downsizing process, informed the development of a survey instrument, and provided for triangulation of the data. Each organisation was analysed as a unique site. Cross-site analysis techniques, based on pattern analysis, provided a better understanding of the selection process (Miles and Huberman, 1984). The downsizing process for each organisation was mapped as a process model in order to compare the employee selection process across the organisations. The survey sampling frame was based on the Kompass Australia (1999) data set, which included around 26,000 organisations. A random sample of the data set resulted in selection of 1860 Australian organisations for survey. The firms constituted a wide cross-section of Australian private and public sector organisations and varied in size as well as type of company. Some 422 organisations responded to the survey for a response rate of 23%. Firms provided demographic information as well as data on the process used for employee selection, whether or not the firm lost key employees and managers, use of redundancy packages, use of selection strategies, and organisational performance subsequent to the downsizing. Factor analysis was used to develop a simplified classification system for organisational performance. This resulted in a reduction of the performance variables to two categories: employee performance and financial performance. The two factors of organisational performance were then used for cluster analysis in order to classify the organisations according to the two performance dimensions. The results of this stage of the analysis suggested that the best fit for modelling the groupings of performance was based on a three-cluster solution. It was discovered that most of the organisations, 52%, exhibited declines in both employee and financial performance. Additionally only 33% of the organisations improved both financial and employee performance, and some 15% of the organisations improved financial performance despite declines in employee performance. The three groups of organisations were then examined for differences in loss and retention of key managers and employees. Using chi-square tests, it was discovered that 66% of the organisations that suffered declines in both financial and employee performance lost key employees during the downsizing process and that only 32% of those organisations that improved both financial and employee performance lost key managers. The results were statistically significant and supported the premise that loss and retention of key managers and key employees is closely associated with organisational performance in downsizing firms. The effects of the employee selection process on loss and retention of key managers and employees were next examined. It was discovered that larger organisations tended to lose a disproportionate level of both key managers and key employees, that the greater the proportion of staff that were shed the greater the probability of loss of key managers and employees, and that certain types of industries, such as mining companies, insurance and financial institutions, and utilities, demonstrated a high proportion of loss of key managers. The factors influencing loss of key managers included transfers to lower paying jobs as a downsizing alternative to cost reduction, the use of delayering as a downsizing target, and use of across-the-board staff .cuts to achieve cost reduction. Strategies that resulted in retention of key managers included the use of a competitive selection process that utilised selection criteria such as skills and experience. Key employees were lost to organisations that transferred workers to lower paying jobs, reduced the number of working hours, downsized as a result of merger or takeover, downsized in order to achieve economic turnaround as the primary goal, close specific work sites, and used voluntary redundancy as the primary downsizing strategy. It is argued that these results have significant implications for human resource management theory and practice, suggesting that employees must be valued as strategic assets not only in periods of expansion, but during organisational contraction.

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14

Duczynski, Guy A. "To what extent can knowledge management systems build and reinforce consensus around initiatives for change?: A self-reflective analysis of professional practice". Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2001. https://ro.ecu.edu.au/theses/1518.

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This thesis reports on my attempts to 're-align' the purpose, behaviour and underlying culture of a large military organisation through heuristic, self reflective enquiry - to 'find its future' - with and through its people. I use the word re-align with great care as I recognised that change would have been too ambitious and would (probably have) result(ed) in failure. Whilst I cannot claim total success, I have made new and valuable discoveries in knowledge elicitation and methods of integrating the views of a large number of people to 'build and reinforce consensus around initiatives for change'. In the process of completing this research I developed a novel approach to strategic planning/policy making that advances the ends, ways and means construct of decision-making into a purer and more refined approach. One that anchors these elements firmly to the organisation and its environment simultaneously through a knowledge management system, enabling the strengths and weaknesses within the organisation to be drawn into sharp focus - an effects based planning approach. I have also fused together the more systematic and disciplined approaches embodied within a knowledge management system with existing and more creative scenario planning/future focussed methods. Thus allowing organisations to undertake 'self-constructed' audits that have an immediate interest or are situated well into their future, doubling its value as a planning device. As I report, the methods have been presented at the highest levels of Defence, attracting interest from the Australian Minister of Defence. The New Zealand Defence Force, Naval Warfare Development Command of the United States Navy and Australia's Chief of Air Force have also expressed an interest in the potential of an effects-based orientation to planning and policy-making. Whether the concepts and underpinning ideas become established, leading to the discovery of a post-modem military is uncertain. What is clear is that there is a definite move away from a pre-occupation with the means, or the things that are done, towards a more comprehensive understanding of what are we trying to make happen as a guiding principle. This is certainly of value within military 'organisations and has potential for others involved in complex problem-solving in social settings. A heuristic, self-reflective approach has enriched this search for focussed and 'change-finding' knowledge, allowing a more purposeful, complete and forthright account of the involvement of others.

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15

Best, Simon. "On a wing and a prayer stories of the use of improvisation by NEIS businesses during the start-up phase /". Australasian Digital Theses Program, 2006. http://adt.lib.swin.edu.au/public/adt-VSWT20060824.142152.

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Thesis (PhD) - Swinburne University of Technology, 2006.
Submitted for the degree of Doctor of Philosophy, Swinburne University of Technology - 2006. Typescript. Includes bibliographical references (p. 193-207).

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16

Ottaviano, Michael Edward, e mikeottaviano@hotmail com. "Assessing and improving the enablers of innovation the development of an innovation capability assessment instrument". Swinburne University of Technology. Australian Graduate School of Entrepreneurship, 2005. http://adt.lib.swin.edu.au./public/adt-VSWT20050707.162428.

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The ability to successfully innovate on a sustained basis is critical in today�s �hyper-competitive� environment characterised by increasingly rapid technological change and shortening product life cycles, and where competitors quickly imitate sources of competitive advantage. At the same time, organisations find managing innovation difficult; both larger firms who fight to avoid being outplayed by smaller, more nimble competitors, and smaller firms struggling to compete against the resources and reach of larger, global competitors. This research develops an assessment instrument designed to assist organisations to improve their ability to innovate. An inductive, case-based methodology is adopted utilising action research techniques to develop the Innovation Capability Assessment instrument. The starting point of the research was an extensive analysis of the corporate entrepreneurship and innovation literature. The literature provided a basis for understanding what question areas might need to be included in such an instrument and led to the development of an initial theoretical framework and a preliminary assessment instrument. The preliminary assessment instrument was further developed and refined via five exploratory case studies. Three subsequent confirmatory case studies were used to validate the instrument�s effectiveness. The case studies were carried out at Australian organisations operating within a variety of industries and of varying sizes, all of whom were looking to improve their innovation performance. Data was collected through interviews with key members of each organisation and through assessment and action planning workshops involving participants from a cross-section of each organisation. The case studies led to additional assessment questions being added to the instrument, and the rationalisation of others. This research identifies the enablers of organisational innovation and finds that these are common to all the case organisations involved in the fieldwork. The innovation enablers form the basis of the Innovation Capability Assessment instrument that measures innovation performance against 21 questions within three key assessment areas: strategic management of innovation, the internal environment, and a series of innovation competencies. The relative importance of each innovation enabler to the organisation is also assessed. The Innovation Capability Assessment instrument is shown to be very relevant across a variety of organisation types and sizes. In addition, it is useful for an organisation to identify and prioritise weaknesses, and develop actions for improving their innovation capability.

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17

Kumar, Vijay. "Organisation culture : definition, values, change and participation in two shires". Thesis, View thesis, 2000. http://handle.uws.edu.au:8081/1959.7/571.

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Despite the large number of studies of organisation culture, there are still gaps in the current literature, in particular concerning the way in which culture is defined, how values are disseminated and reinforced, and how employees contribute to culture change. This thesis examines these gaps via research carried out in two local councils in New South Wales, namely Wollondilly and Wingecarribee Shire Councils, specifically focusing on their tourism departments. The research reports on the following: how organisation culture is defined and shaped in an organisation; the values of an organisation and how they are disseminated and reinforced on a day-to-day basis; and, the contribution employees make to culture change. Moreover, the thesis will examine the organisational members own definition of culture as a way of examining some of the definitions in the literature. The data for this study comprises interviews, questionnaires, surveys, personal observation and secondary sources. The study demonstrates council staff’s views on culture, and how culture is defined by, and embedded in, an organisation. Through examining the organisation members’ own views of culture, values and their participation, the thesis aims to contribute to the literature on organisation culture by more closely aligning definitions from the literature with empirical data from case studies of organisations

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18

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

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19

Rankine, Tim. "Building a theory about change in Australian software firms". View thesis, 2008. http://handle.uws.edu.au:8081/1959.7/37753.

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Thesis (Ph.D.) -- University of Western Sydney, 2008.
A thesis submitted to the University of Western Sydney, College of Business, School of Management, in partial fulfilment of requirements for the degree of Doctor of Philosophy. Includes bibliographical references.

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20

Kovacs, Jane. "Facilitating change in Australian schools applying a business quality improvement model /". Swinburne Research Bank, 2009. http://hdl.handle.net/1959.3/63104.

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Thesis (DBA) - Faculty of Business and Enterprise, Swinburne University of Technology, 2009.
Submitted in partial fulfilment of the requirements for the Professional Doctorate of Business Administration, Faculty of Business and Enterprise, Swinburne University of Technology, 2009. Typescript. Includes bibliographical references (p. 269-284)

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21

Migdadi, Mahmoud Mohammad. "An integrative view and empirical examination of the relationships among knowledge management enablers, processes, and organizational performance in Australian enterprises". Access electronically, 2005. http://www.library.uow.edu.au/adt-NWU/public/adt-NWU20060511.153300/index.html.

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22

Elliott, C. S. "Leadership and Change in Schools : the Case of District High Schools in Western Australia". Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 1990. https://ro.ecu.edu.au/theses/1676.

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The focus of the research was on the manifestation of leadership that emerged in one district high school in Western Australia undergoing both imposed and self-determined change. Given the phenomena, which were deemed to involve complex human behaviour, a decision was made to locate the research within the naturalistic paradigm. The research was established in the “bounded case study” mode in which the school was regarded as an instant draw from a class within which issues would be discovered the described and studies in order to achieve understanding. A second district high school was used as a reference point from which developments in the case study school might be judged. A bounded case study of a second district high school as its school development plan was ratified by the district superintendent, was conducted. The school development plan was considered to be the product of the changes this school had undergone. A three phase research design was adopted in order to formulate research questions and procedures, undertake trialing and collect data. Data was collected by formal and informal interviews, direct observations and weekly three day visits to the case study school and periodic visits to the reference school. The Principal of the later school was used as an “external auditor” for the data analysis and interpretations. Data were analysed using a data content analysis system based upon a single frame of reference - interventions - and a preliminary categorization taxonomy developed as an initial conceptual framework. Data were ‘mapped” using two techniques based on chronologies of action and events (interventions) and leadership approach. Analysis of data indicated that the cultural difference between the secondary, upper primary and junior primary sections of district high schools should be taken into account when change is implemented in those schools. A clear and unambiguous definition of the tasks, functions and powers of district superintendents and principals of self-determining schools within the reform Ministry of Education should be developed so that conflicting understandings by Ministry of Education staff no longer exist. To develop a non-adversary relationship with principals, district superintendents should move from the use of legitimate and coercive power bases and use export and referent power. A system of professional support for principals, independent of the Ministry of Education hierarchy, should be implemented at Education District level. A principal need not exhibit all of the levels of leadership in the proportions suggested by Sergiovanni (1984) to aspire to be the principal of an excellent school, so long as the aggregate of the leadership behaviour in the school includes leadership in all levels, in the proportions suggested. In situations where individuals are permitted by peers to exercise leadership roles, their behaviour will not be consistent with that suggested by Sergiovanni (1984), as constituting excellent leadership. Effective leadership is fluid. As subordinates expectations vary, as they become more familiar with the task, an effective leader will monitor the situation and make fine adjustments to exert the necessary coordinations, control and motivation of staff. Individuals in leadership positions will vary their behaviour in response to situations where there is actual conflict or the potential for conflict. Individuals in leadership positions will vary their behaviour to accommodate changes in their perception of the flexibility of the task. The potential for conflict exists when the cultural situation changes. This conflict will, most often, be between “tribal” groups created on the bases of social, shared and vested interests. In cases where the tasks traditionally performed at executive or managerial levels, such as by deputy principals, the individuals at that level will be subject to diminished legitimate power and become without roles.

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23

Ryan, Suzanne Erina. "Academic Business: Tensions between academic values and corporatisation of Australian higher education in graduate schools fo business". Thesis, The University of Sydney, 2009. http://hdl.handle.net/2123/5398.

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This thesis explores the impact of institutional changes in the Australian Higher Education Sector (AHES) on academics in entrepreneurial graduate schools of business. It addresses questions about the causes, nature and effects of change, and ultimately, the impact on the values and lives of 21 academics at two points in time, 2002-3 and 2008. In addition to reviewing literature, qualitative methods of document analysis and interviews provide the data for the research. The framework for the analysis of data is based on Laughlin’s (1991) ‘skeletal’ theory of organisation change which adapts concepts from Habermas’ (1984; 87) theory of societal change. The impacts of change are viewed from the perspective of organisation participants, the academics. For the majority of these academics, the findings of the research indicate that, in the face of loss of ownership and the imposition of modernisation practices, they maintained their belief in academic values but withdrew from active engagement with their school and institution. The thesis is presented in six chapters and six papers. With the exception of Chapter One, which introduces the thesis and its contributions, and Chapter Six, which summarises and concludes the work, the four chapters in between provide background detail on the literature; the theoretical approach; the research design and method; and the findings. The six papers complement the chapters by presenting the outcomes of the research at various stages. They are ordered in such a way as to offer general overviews of the Australian Higher Education Sector (Paper One) and business schools (Paper Two) before providing more specific focus on the impacts of modernisation practices (Paper Three); effects of change on academic identity (Paper Four); and the role of disciplinarity on academic values and identity (Paper Five). Research results from the first period of research, 2002-3, are reported in Papers Three, Four and Five. Paper Six is the final paper. It provides a comparison of results for both periods with an analysis of change and its impacts using Laughlin’s (1991) framework for organisation change. Chapter Six concludes the thesis with suggested implications for policy and further research. In relation to policy, it is suggested that current government intentions to shift higher education institutions from economic to social institutions will be dependent on the ability of institutions to unravel ten years of modernisation practices aimed at controlling rather than supporting academic endeavour. Arising from this is a challenge to business schools to develop value propositions that better reflect their role as part of a social institution and not an institutional ‘cash cow’. Further research is suggested in two areas: first, in understanding the lifeworld perspectives of academic executives and heads of school about their role in absorbing or facilitating change; and second, in understanding how business schools are able to develop and implement appropriate value propositions. Overall this thesis is a response to Henkel’s (2005, p. 166) call for further empirical research into academics’ lives “to test the strength of values and identity in different institutional settings”. It does this by addressing several gaps in the literature on higher education, specifically Australian higher education. The production of a qualitative and longitudinal study within a theoretical framework contributes to overcoming the paucity of research employing these methods or applying theoretical interpretations of data within higher education. Additionally, the thesis makes a contribution to the under-researched areas of academic values and value change generally, and Australian business schools, specifically by focusing on the values of Australian business school academics in times of change.

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24

Ryan, Suzanne Erina. "Academic Business: Tensions between academic values and corporatisation of Australian higher education in graduate schools fo business". Connect to full text, 2009. http://hdl.handle.net/2123/5398.

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Thesis (Ph. D.)--University of Sydney, 2009.
Title from title screen (viewed 18th September, 2009) Submitted in fulfilment of the requirements for the degree of Doctor of Philosophy to the Faculty of Economics and Business, University of Sydney. Degree awarded 2009. Includes bibliographical references. Also available in print form.

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25

Lord, Kay Elizabeth. "The personal growth and career development of organisational change agents : a narrative study of the careers of experienced practitioners in an Australian setting /". View thesis, 2000. http://library.uws.edu.au/adt-NUWS/public/adt-NUWS20030630.140339/index.html.

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Thesis (M.Sc.) (Hons.) -- University of Western Sydney, Hawkesbury, 2000.
A thesis presented to the University of Western Sydney, Hawkesbury, in fulfilment of the requirements for the degree of Master of Science (Hons.), November, 2000. Bibliography : leaves 154-162.

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26

Lord, Kay Elizabeth. "The personal growth and career development of organisational change agents : a narrative study of the careers of experienced practitioners in an Australian setting". Thesis, View thesis, 2000. http://handle.uws.edu.au:8081/1959.7/317.

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This study was initiated by the need to develop change agent skills in a group of consultants from a large government organisation facing major challenge from a competitive market. In order to develop a program, a group of mature and experienced change agents, with around 20 years experience in a variety of different organisations in each case, was asked, through the medium of an unstructured interview, to tell the story of their own growth and development. A model of 12 factors was developed, based on recent studies of leadership, the researcher's own career experience and an analysis of a well known practitioner's biography. This model was used to analyse the content of the interview material. The study found that there were a small number of factors which distinguished the development of this group from that of leaders who had been the subject of earlier studies. These were, firstly, the primary influence of the mother as role model. for both men and women. Secondly, the influence of early confrontations with established systems of power being employed in abusive ways, which developed a commitment to preserve the freedom of individuals to participate in decisions which affect their lives. Finally, a belief in the critical part ethics, integrity and the continual practice of learning for self-awareness, plays in maintaining a sustainable career as a change agent. The conclusions for a program of development for change agents are, firstly, that prospective participants should self assess their personal experiences from childhood, their attitudes to learning and the maintenance of an integrated self as an essential for mediating between stakeholder groups. Secondly, the influence of practical experience far outweighs that of schooling or academic studies. Thirdly, change agents employ what Bateson describes as type III learning, more than any particular theoretical approach, when designing organisational interventions. The study concludes that further research into the nature of the attachment bonds formed by change agents in childhood is needed to better understand the psychological dynamics which support excellent and sustainable practice.

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27

Jensen, Ann L. "A chance to do some good in the world : an enquiry into frontline children's welfare workers in the climate of change created by welfare reform". Thesis, View thesis, 2009. http://handle.uws.edu.au:8081/1959.7/43677.

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This thesis is about disenchantment with work through the loss of moral meaning. I set out to explore the reasons women do low-paid and stressful work in non-profit organisations to better understand the relationship between welfare reform, work place ecology and staff retention. I found that women who wanted to make a difference among children and their families often experienced conflicts of values that were a source of distress and attrition. Familiar values had been lost in the rapidity and complexity of changed social attitudes through welfare reform. Reform processes have reshaped the way Australians think about poverty, unemployment and welfare dependency. A media discourse has stigmatised welfare dependents, and in the public imagination it has also conflated poverty with the dark spectre of child abuse and parental failure. As a result there is a turbulent confluence where welfare policy constrains the services, and child protection failures lead to public calumny of workers. Frontline workers, often cast in the ambiguous role of family supporter and mandated reporter of suspected child abuse, experience powerlessness through resource poverty and blame. Welfare reform devolved many children‘s services from the government sector to the non-profit sector through policy processes that included vigilant auditing, constant evaluation, and a demand for inter-agency cooperation as well as competitive tendering between agencies for program funding. The frontline workers in non profit agencies are subject to the intense scrutiny of government, as well as the suspicion of media and the public, and the hostility of their clients. My methodology was critical social theory (Habermas, 1984, 1985, [1967] 1988) and Gadamerian ([1960] 1989) hermeneutics informed by constructionism (Berger and Luckmann, 1966; Burr, 2003). I was concerned with issues of justice in all aspects of my research. A fair report would include textured multiple perspectives or horizons. This meant giving full expression to the thoughts of the frontline workers as well as inviting the perspective of people working at other levels in the non-profit organisation, such as middle and senior managers. Methods were long in-depth interviews, a focus group, and the analysis of relevant literature. A total of 25 people were involved in the research: 10 frontline workers and five non-profit managers participated in long individual interviews, there was a focus group of eight middle-managers, and two email correspondents who were not interviewed personally A chance to do some good in the world Ann Lazarsfeld Jensen 2009 provided feedback on the emerging themes, contributed their own ideas through material they had written, and validated developing concepts. This thesis makes a significant contribution to the understanding of how moral meanings operate motivationally at work. It demonstrates that in non-profit organisations there is an expectation that values will be central to practice, yet individual moral identity has become compromised by policy constraints on agency resources, tighter management and increased bureaucracy and social hostility to the child welfare clientele and workers. The significance of moral symbols is argued from the utilisation of moral symbols and language in the corporate and consumer worlds to enhance loyalty, commitment and worker sacrifice. The purpose of the argument is to show that moral community is an aspect of work place ecology in a non-profit organisation, and the central component is the integrity of its moral agenda which is a tool of recruitment and retention of value-driven workers. Four aspects of moral motivation are the thematic discussion of this thesis. In my analysis workers were suffering from what I described as moral distress, a frustration of their capacity to enact their personal principles in their work, and an apparent conflict between their personal and agency values. Other workers had made what I described as an altruism audit, which was a more pragmatic approach to protect their own interests without abandoning their desire to do good work. I found there was an absence of moral community, through the loss of traditional value systems, and the corporatisation of non-profit organisations. There was also a need to retrieve a sense of moral proportion, which would signal to workers and agencies what was possible in the light of the policy demands for greater financial audit and practice accountability. Moral proportion is a new secular value that I suggest could be constructed in a moral community of practice, increasing the possibility of values agreement both within and between agencies. This thesis is a sobering reminder that human beings cannot become efficient machines capable of solving complex human problems through protocols and formulas. Children‘s welfare work is driven by compassionate dispositions attempting to engage the hearts of recalcitrant parents. In order to sustain an emotionally engaged frontline workforce, support structures must address the moral core of the worker and the work.

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Coffey, Anne M. "A comparative study of controversy in the education systems of Western Australia, Victoria and New Zealand: Community participation in government schools 1985-1993". Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 1998. https://ro.ecu.edu.au/theses/1001.

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The release of Better Schools in Western Australia: A Programme for Improvement (1987), in line with other public sector agency reforms; contained a prescription for the restructuring of the Education Department of Western Australia from 11 bureaucratic to a corporate management system of school administration. These changes were intended to render the education system, and especially schools more flexible, responsive and accountable. Among the proposals for educational restructuring was a new opportunity for community participation through ''school based decision making groups." Contemporaneously, the education systems in Victoria and New Zealand were undergoing similar reforms. The research agenda for this thesis is based on two questions. The first research question is: In what ways did the reforms conducted by the governments in Western Australia, Victoria and New Zealand change the participation of the school community in school decision making in state schools during the period 1985-1993? The extent to which the new organisational structures, based upon corporate management, facilitated the admission of the school community into the school decision making process is investigated. In order to facilitate the analysis of policy, this thesis develops a conceptualisation of the notion of controversy. The controversy framework involves the investigation of a number of elements of a controversy - stimulus, context, events, issues, arguments, protagonists, constraints, consequences and closure. The use of this framework is intended to assist in educational policy analysis by highlighting and elaborating upon the interdependent elements, including power relationships, involved in educational policy formulation and implementation. The second research question is: How effective is controversy as a framing device for educational policy analysis? The adequacy of “controversy” as a framing device is evaluated at the conclusion of the thesis. In order to investigate the research problems a variety of data was gathered and analysed. Scrutiny of the major Government and Education Department policy documents us well as a review of literature such as journals, books, newspapers, and documents produced by organisations such as teacher unions, was undertaken. In the case of Western Australia face-to-face interviews were conducted. A series of video-taped interviews with major actors in the controversy in Western Australia was also used in the data gathering process. The data was then systematically ordered using the controversy framework which enabled comparison of the controversies in Western Australia, Victoria and New Zealand. The conclusions drawn focus upon the manner in which corporate management and genuine democratic community participation are antipathetic. Despite rhetoric to the contrary, the school community was unable to exert meaningful influence upon the direction being charted for government schools. As a framing device for educational policy analysis it is concluded that controversy, at this preliminary stage, appears to have merit end further use and refinement of this framework is recommended.

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29

Scaife, Wendy A. "Transforming human energy to power for change : development principles for charitable health organisations seeking to optimise community and other support of Australian medical science". Thesis, Queensland University of Technology, 2002. https://eprints.qut.edu.au/36364/1/36364_Digitised%20Thesis.pdf.

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30

MacIntosh, Malcolm Leslie. "The management of change in four manufacturing organizations / Malcolm L. MacIntosh". Thesis, 2001. http://hdl.handle.net/2440/21669.

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Bibliography: leaves 350-402.
x, 412 leaves ; 31 cm.
This thesis is concerned with the process of change and adaptation in four Australian manufacturing companies in the period 1989 to 1996. The thesis seeks to explain the reaction of these companies to the pressures for change, and particularly for the adoption of 'best practice' management prescriptions in the organization of work and human resource management. The operating hypothesis adopted is that the pattern of changes undertaken by manufacturing organizations are shaped by a variety of factors both external to and within the company, but that management beliefs and orientations are a key element in understanding the pace and extent of change. The research is pursued through detailed case studies designed to explore at length pressures for change and continuity in corporate decision-making.
Thesis (Ph.D.)--University of Adelaide, Dept. of Economics, 2001

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31

Lawrence, A. I. "Organisations and change : a comparative analysis of seven Australian water authorities". Master's thesis, 1986. http://hdl.handle.net/1885/120877.

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During the mid to late 70s, there was growing public criticism of the failure of statutory authorities to respond to changing community needs. Wilenski, in the Report on the Review of New South Wales Government Administration noted that "statutory authorities continue to carry on meeting their original objectives, and (often) lack the breadth of vision to perceive change in community needs. There are institutional pressures for them to continue to do what they have (always) been doing"

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32

Gilmour, Carole. "Renovating midwifery care : the complexity of organisational change for midwives in Victoria, Australia". 2009. http://hdl.handle.net/2100/1072.

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The importance of the role of the midwife in providing safe, quality care for women has until recently, been underrated in Victoria, Australia. Acknowledgement of the need for midwife-led models of care in state maternity service policies provided opportunities for midwives to become recognised within the healthcare system and the wider community. This professional doctorate aims to examine the ways in which the role of the midwife and her practice has been impacted on by organisational renovations of midwifery care. It identifies the complexity of the factors that affect the midwife’s ability or choice to work in midwife-led models of care. Furthermore this doctorate highlights the need for ongoing debate into midwifery in Australia. Concepts related to midwifery practice are examined as they form the foundations for the research and policy components of the portfolio. This includes an exploration of midwifery philosophy, the antecedents to autonomous practice and the experience midwives have of midwife-led care. An examination of the concepts of continuity of care and woman-centred care provides a platform upon which to review models of midwifery care. This review highlights the development of an ongoing relationship as a source of satisfaction for midwives and women. The second part of the doctorate reviews policies that guide the provision of maternity services in Victoria. Analysis of these policies using Kingdon’s multiple streams framework identifies the problems, the political actors and the policy developed, establishing the context for organisational change in maternity care. The antecedents for successful integration of organisational change are explored through a review of change theory and leadership. A case study approach utilised for the research component of the doctorate provides insights into organisational change that occurred at two maternity sites in Victoria. The findings of the study suggest there was a dichotomy between those midwives desiring autonomous practice and wanting to work in midwife-led care and those wishing to remain in one specialised area. Recommendations stemming from these findings include the need for sufficient education and support during change, a review of terminology used to describe midwifery models of care and research into the use of integrated maternity units. Complexity science is examined in order to bring the different strands of the doctorate together, providing an explanation for the different outcomes that occur despite the implementation of similar models. The connective leadership model was suggested as the means to provide leadership that is inclusive of providing direction, mentoring new leaders and providing support and opportunities for midwives to become empowered to practice autonomously. Attention to the complexity of organisational change is vital to ensure the future of midwifery.

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33

Rankine, Tim, University of Western Sydney, College of Business e School of Management. "Building a theory about change in Australian software firms". 2008. http://handle.uws.edu.au:8081/1959.7/37753.

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This thesis describes the development of a body of theory explaining why the principals of Australian software firms have difficulty in changing the organizational structures of their businesses. The need for change is predicated on the view that availability of capital is an essential prerequisite for sustainable growth in Australian software firms and that firm principals, in the main, have not implemented organizational structures preferred by Australian investors. A grounded theory approach is used, drawing upon personal knowledge of the software industry using sense making and self ethnography research methods. Personal knowledge is complemented with data from semi-structured interviews and secondary sources. Concepts developed from the data are related to theoretical and empirical work under the rubric of organization studies. What emerges from the data and the literature is: firstly, the Australian software industry is likely to consist of multiple organizational fields each one of which encompasses a small number of software firms servicing customers in specific vertical markets; secondly, to attract capital the principals of Australian software firms will need to change the structure of their organizations and thirdly, change will be radical and revolutionary in nature and may be difficult to achieve. This thesis contributes to the organizational studies literature by extending existing work to include an analysis of issues use of institutional theory addresses a gap in the present understanding of the manner in which the principals of Australian software firms approach the establishment of structures required of sustainable growing businesses. A future research agenda is presented building upon the findings of this study.
Doctor of Philosophy (PhD)

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34

Clifton, Ross G., University of Western Sydney, College of Arts e School of Social Sciences. "An action research approach to supporting change management and associated governance strategies in a community services organisation". 2008. http://handle.uws.edu.au:8081/1959.7/32874.

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An Action Research approach to supporting change management and associated governance strategies in a community services organisation. Following a report on the Civil Society in the New Millennium Project, which was based upon the responses of citizens from forty-seven Commonwealth countries, a Compact Approach involving the state, intermediary organisations and citizens was developed in 1999, as a framework to enhance civil society. A literature review indicated that there was no research in Australia, as well as internationally, that had investigated the efficacy of this formalised agreement or Compact, particularly in a practical setting. The researcher had been working in the community services sector and had an interest in supporting community services organisations to meet the impact of change, particularly in response to government policy reform agendas. The Compact Approach was identified as a model to navigate change and develop partnerships with a civil society organisation operating in environments characterised by certainty as well as uncertainty. The researcher made himself available to a case study organisation to support change and to investigate the Compact Approach by undertaking Action Research as a participant observer. This exploratory research involved two main reference groups, board and staff, in planning, acting, observing and reflecting. A large amount of data was generated and a need was identified for it to be collated and simplified for further analysis. A new methodology was developed drawing upon the traditions of case study method and story-telling to represent the research themes of: the Compact Approach; change management; and, governance. With the Compact Approach what was found was evidence of some degree of civil society enhancement, particularly at the individual organisation level. As the study was undertaken from an organisation’s perspective the other dimensions of civil society and government had been underrepresented. It was found that government policy of promoting the market meant that competition was overshadowing co2 operation in the case study organisation. For community services organisations the main partner is government and policy frameworks need to support partnerships and civil society beyond current contractual agreements. Carver’s (1997) Policy Governance framework was partially implemented to assist with infrastructure development. However there was a lack of time and a commitment from the board and senior staff. Not all governance responsibilities can be met through such a framework and community organisations need to be mindful of its limitations, particularly for those connected to civil society. There were mixed results with Action Research being used as a change management tool. The dominance of power by those in ‘control’ highlighted management styles, but they also overshadowed group processes. Action Research methodology was also complemented by Stacey’s (1996) ordinary and extraordinary management framework. It was found that when applied to the Action Research cycle of planning, acting, observing and reflecting; that the process of reflecting was particularly supported by such conceptual mapping. What was also highlighted was the need for professionals to undertake ��in the field�� Action Research but also to draw upon their professional or technical expertise, using participant-observer-consultant modes. The capacity for a small community services organisation to change can be based upon levels of infrastructure, governance skills, available resources and level of development to operate at an associative level with other stakeholders. The viability of these smaller organisations is being challenged by the ‘managerialist’ business paradigms of government policy where the fabric of civil society has not been incorporated within accountability frameworks. Here there is a challenge for new frameworks such as the Compact Approach, to lead the way as formalised agreements with government, to enhance the role of civil society in the delivery of community services in countries such as Australia.
Doctor of Philosophy (PhD)

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Pierce, Jason Louis. "Judicial entrepreneurism and the politics of institutional change an analysis of the recent judicial role transformation in the High Court of Australia /". Thesis, 2002. http://wwwlib.umi.com/cr/utexas/fullcit?p3106583.

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36

Holmes, Anne Elizabeth. "Institutional change, the division of labour among firms and the Australian pharmaceuticals industry". Phd thesis, 2006. http://hdl.handle.net/1885/149619.

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37

Cha, Kyung Jin. "The antecedents and consequences of information technology enabled organisational transformation". Phd thesis, 2011. http://hdl.handle.net/1885/149580.

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38

O'Shea, Peri, University of Western Sydney, College of Arts e Social Justice and Social Change Research Centre. "Community management in the quasi-market : a critical examination of changes in discourse and practice in community organisations in New South Wales, Australia". 2009. http://handle.uws.edu.au:8081/1959.7/41939.

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The institutionalisation of neo-liberalist discourse has significantly changed the way in which the relationship between government and community organisations is described and regulated in Australia. These changes are most clearly articulated in government policy discourse as a move away from ‘funding’ community service organisations, to ‘purchasing’ the delivery of services. Under previous funding models, responsiveness to community need was emphasised. Local knowledge was valued and community organisations were largely viewed as best positioned to assess local needs and to design services to the meet those needs. In contrast, new highly regulated funding models have created a change in discourse that positions the community organisation as a seller of services to the government. In the ‘quasi-market’ the government is usually the only (or main) purchaser of services. As the sole purchaser, the government is now (potentially) responsible for specifying the nature of services that they are prepared to purchase. These changes in positioning have been accompanied by significant devolution of previous government provision of human services to the non-profit sector, and are supplemented by considerable changes in regulation practices. The principal questions asked in this research are: How have the changes in discourse and practice at the government level influenced existing discourse and practices in community organisations? How have changes in discourse and practices within and among community organisations affected their capability to operate in a way that is consistent with the values inherent in community discourse? This research approaches the research questions from a Social Constructionist epistemology informed by the work of Michel Foucault and also neo-institutional theorists. This research implements Critical Discourse Analysis (CDA) as the methodological framework to draw out and analyse tensions that arise from a contest of the discourses of ‘community’ and ‘managerialism’. This research critically examines emergent structures and practices of community organisations in New South Wales (NSW) through the critical analysis of relevant texts and data from four focus groups and nineteen interviews of management committee members and coordinators from community organisations throughout NSW Australia, with a focus on Greater Western Sydney. The way in which these changes at the government level have been translated in discourse and practice at the organisational level, has resulted in a number of tensions within and among community organisations. The major tensions that emerged, and are discussed and analysed in this research, were: Increased managerialism and the impact on ‘traditional’ beliefs – or the ‘institutional myths’ – of community discourse and practice. Increased reliance by governments on community organisations and the effects of this on organisational capacity: A shift of emphasis in accountabilities coupled with increased ‘professionalisation’ and the impact on ‘community representation’. Need or desire for alliances among community organisations and the impact of this on diversity and individual responsiveness. With these tensions came significant frustration and hardship as traditional strategies became more difficult to action in the quasi-market. Much of this tension was due to the use of one discourse to interpret another. What is required in community organisations is an increase in ‘critical consciousness’ to develop a ‘cultural literacy’. This study identified a number of strategies that were assisting community organisations to re-define their position in the new discursive context.
Doctor of Philosophy (PhD)

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39

Hiscock, Jane E. "Capturing a process an analysis of culture and subcultures in a changing university 1993-1995". 2000. http://arrow.unisa.edu.au:8081/1959.8/25021.

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The globalisation of the world economy and world markets has had far reaching effects on national economies as governments try to allocate funding to potentially profitable market areas. Rapid technological change has accompanied the expansion and diversification of the higher education market in an environment of global competitiveness, as universities try to claim their market share. Universities now view themselves as businesses, with strong implications for university staff, who are subject to new forms of organisational controls which emphasise the importance of corporate goals.
Thesis (PhD)--University of South Australia, 2000

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40

O'Shea, Peri. "Community management in the quasi-market : a critical examination of changes in discourse and practice in community organisations in New South Wales, Australia". Thesis, 2009. http://handle.uws.edu.au:8081/1959.7/41939.

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The institutionalisation of neo-liberalist discourse has significantly changed the way in which the relationship between government and community organisations is described and regulated in Australia. These changes are most clearly articulated in government policy discourse as a move away from ‘funding’ community service organisations, to ‘purchasing’ the delivery of services. Under previous funding models, responsiveness to community need was emphasised. Local knowledge was valued and community organisations were largely viewed as best positioned to assess local needs and to design services to the meet those needs. In contrast, new highly regulated funding models have created a change in discourse that positions the community organisation as a seller of services to the government. In the ‘quasi-market’ the government is usually the only (or main) purchaser of services. As the sole purchaser, the government is now (potentially) responsible for specifying the nature of services that they are prepared to purchase. These changes in positioning have been accompanied by significant devolution of previous government provision of human services to the non-profit sector, and are supplemented by considerable changes in regulation practices. The principal questions asked in this research are: How have the changes in discourse and practice at the government level influenced existing discourse and practices in community organisations? How have changes in discourse and practices within and among community organisations affected their capability to operate in a way that is consistent with the values inherent in community discourse? This research approaches the research questions from a Social Constructionist epistemology informed by the work of Michel Foucault and also neo-institutional theorists. This research implements Critical Discourse Analysis (CDA) as the methodological framework to draw out and analyse tensions that arise from a contest of the discourses of ‘community’ and ‘managerialism’. This research critically examines emergent structures and practices of community organisations in New South Wales (NSW) through the critical analysis of relevant texts and data from four focus groups and nineteen interviews of management committee members and coordinators from community organisations throughout NSW Australia, with a focus on Greater Western Sydney. The way in which these changes at the government level have been translated in discourse and practice at the organisational level, has resulted in a number of tensions within and among community organisations. The major tensions that emerged, and are discussed and analysed in this research, were: Increased managerialism and the impact on ‘traditional’ beliefs – or the ‘institutional myths’ – of community discourse and practice. Increased reliance by governments on community organisations and the effects of this on organisational capacity: A shift of emphasis in accountabilities coupled with increased ‘professionalisation’ and the impact on ‘community representation’. Need or desire for alliances among community organisations and the impact of this on diversity and individual responsiveness. With these tensions came significant frustration and hardship as traditional strategies became more difficult to action in the quasi-market. Much of this tension was due to the use of one discourse to interpret another. What is required in community organisations is an increase in ‘critical consciousness’ to develop a ‘cultural literacy’. This study identified a number of strategies that were assisting community organisations to re-define their position in the new discursive context.

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McCarthy, Megan Emma. "Environmental impact assessment and organisational change in Transport SA & ETSA Corporation / Megan Emma McCarthy". 2000. http://hdl.handle.net/2440/19898.

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Includes bibliographical references (leaves 379-409)
2 v. : ill. ; 30 cm.
Title page, contents and abstract only. The complete thesis in print form is available from the University Library.
Develops a framework for evaluating environmental impact assessment (EIA) and organisational change, and examines the influence of the EIA system on two government organisations within South Australia, Transport SA and ETSA . Finally analyses patterns of organisational change process in South Australia in comparision with experience in the United States.
Thesis (Ph.D.(Arts))--Adelaide University, Dept. of Geographical and Environmental Studies, 2001

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42

McCarthy, Megan Emma. "Environmental impact assessment and organisational change in Transport SA & ETSA Corporation / Megan Emma McCarthy". Thesis, 2000. http://hdl.handle.net/2440/19898.

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Abstract (sommario):

Includes bibliographical references (leaves 379-409)
2 v. : ill. ; 30 cm.
Develops a framework for evaluating environmental impact assessment (EIA) and organisational change, and examines the influence of the EIA system on two government organisations within South Australia, Transport SA and ETSA . Finally analyses patterns of organisational change process in South Australia in comparision with experience in the United States.
Thesis (Ph.D.(Arts))--Adelaide University, Dept. of Geographical and Environmental Studies, 2001

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43

McKenzie, Elizabeth St Clair. "A history of the Australian Capital Territory Schools' Authority, 1966-1980 : a process of change frustrated". Phd thesis, 1992. http://hdl.handle.net/1885/132402.

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This thesis examines the interaction of people during the planning and implementation of a radical change in Australian education: the creation of a decentralised, participatory school system in Canberra. The motives and priorities of the groups of stakeholders involved in the change - the parents, teachers and administrators - are examined. The members of the parents' group initiated and campaigned for the establishment of a decentralised, participatory school system for reasons, it is argued, derived from their membership of the New Middle Class. The teachers, represented in events by their union, were largely preoccupied with their concerns to improve working conditions and secure their fragile status as professionals: priorities which at times brought them into conflict with other stakeholders. Senior administrators in the Commonwealth Department of Education together with those in the Authority, were the members of the other key group of stakeholders; with some notable exceptions, their priorities determined by their role as advisors to their Minister and their background and training in bureaucracy. Achieving change is much more than passionately believing in an idea and campaigning to have it adopted, as the parents discovered. The social, economic and political context in which it is situated, which can change over time, and the congruence of the idea with other people's ideology, interests and agendas all play a part in determining the final outcomes. The first part of the thesis uses an Australian adaptation of a strategic planning model as a framework to explain the process used by the parents' group to plan the change they sought; the scene is set, the main characters identified and the decisions that were made and the actions taken to establish a new and different school system examined. The second part of the thesis is focused upon the implementation stage, and the consequences of decisions made during the planning stage are revealed when the expected outcomes are modified as different groups facilitate or obstruct participation. This thesis argues that while fundamental change occurred in the new school system, by 1980, the vision of a new democratic, participatory school system in the ACT was not realised in its original form, because, during the planning, the proponents of the change did not completely understand the ideology, interests and agendas of all the key stakeholders' groups, including their own, nor the influence these would have on the achievement of full participation in the school system. Nevertheless, the fact that the ACT Schools Authority was established with administrative structures unique in Australian education systems, was at that time, remarkable; and its legacy, the belief that bureaucracy can be challenged and participation should occur, endures.

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44

Bielik, Michelle. "Organizational change in the Australian grain industry : a cooperative life cycle approach". 2004. http://hdl.handle.net/1993/15835.

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45

Peebles, DR. "Management of change in a large semi-government organisation with implications for management training". Thesis, 1987. https://eprints.utas.edu.au/21181/1/whole_PeeblesDarylRobert1988_thesis.pdf.

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In July 1983, the then Australian Broadcasting Commission embarked on a massive organisational change process. Cosmetic changes included a name change. The new Australian Broadcasting Corporation attempted to address many deficiencies recognised and recorded by Mr Alex Dix, Chairman of a Committee of Review which reported to Federal Parliament in May 1981. The first Managing Director of the restructured A.B.C., Mr Geoffrey Whitehead was appointed on 31st October, 1983. Then followed three turbulent years during which time many of the changes envisaged did not occur. Some did occur, but not without organisational trauma and others were implemented relatively successfully. Mr Whitehead's premature resignation from the organisation in December 1986, defined a specific period in which to focus an analysis of the Australian Broadcasting Corporation's attempt at organisational-change. This study explores contemporary texts on the management of' organisational change. From the theories emerging, a framework for the successful management of change is developed. This framework is presented in the form of a questionnaire and then applied to the Australian Broadcasting Corporation's change experiences. The changes attempted by that organisation are analysed to determine their compliance with contemporary change-management theories. The study then examines the use of training during the change process and makes some observations on the implications for training during organisational change. The conclusion of the dissertation indicates that a large number of the guidelines for successful organisational change emerging from the literature, were not observed during the ABC experience. This may validate the suggestion that the ABC's attempt at change was unsuccessful.

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46

van, Eyk Helen Clare. "Power, trust and collaboration a case study of unsuccessful organisational change in the South Australian health system /". 2005. http://catalogue.flinders.edu.au/local/adt/public/adt-SFU20060130.095828/index.html.

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47

(9873023), A. Le. "A strategy to change the audit process of the state audit office of Vietnam to align with the Australian government audit process". Thesis, 2014. https://figshare.com/articles/thesis/A_strategy_to_change_the_audit_process_of_the_state_audit_office_of_Vietnam_to_align_with_the_Australian_government_audit_process/13437176.

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"The audit process of the State Audit Office of Vietnam (SAV) has inherent limitations and weaknesses that need to be addressed in order to keep pace with the development of the SAV. This could be realized if a strategy to change the audit process of the SAV is conducted. The research aims to improve the SAV to meet international auditing standards of the Organization for Economic Cooperation and Development (OECD), using the Australian Government audit process as a direct comparison in order to identify issues in the change management processes required for the SAV to introduce Australian Government audit processes and to propose a methodology to resolve these issues. The change management processes are thus the key focus of the research. The evaluative framework was based on the literature, identifying three major issues of concern. They are technology, costs and people. The research design is a combination of document review and semi-structured in-depth individual interview methods. The document review includes analysis of relevant auditing processes, standards, methods, procedures and reports, and policies; and review of change management theories, models and practices. The goal of the document review is to obtain an overall picture of the research topic that informed the in-depth interviews. Semi-structured in-depth individual interviews were selected as the major research methodology because it is able to provide a considerable amount of detailed data and a deeper understanding of the research problem. The research methodology involved the analysis of the interview transcripts using Thematic Content Analysis (TCA). This mutual relationship between the interviews and the document reviews was discussed further in the data synthesis and analysis. In the study, 30 individual interviews were conducted for two groups of stakeholders (auditors and managers of the SAV) at the headquarters of the SAV in Hanoi City, the capital of Vietnam. The research findings indicated agreement over previous attempts by the literature review. These findings suggested that the change management process may face various issues arising from personal barriers to the change, the SAV culture, application of technology to auditing, costs for the change, the SAV auditor human resource quality and training, and the SAV organizational and operational model. The proposed strategic framework to resolve these issues addressed removing personal barriers to the change, improving infrastructure, human resource, training and legal framework of the SAV, and implementing changes in the SAV culture. The research outcomes might be applied to the SAV. These outcomes will assist the SAV in developing an effective audit process complying with international auditing standards and principles in order to ensure transparency and effectiveness of public sector expenditure."--Abstract.

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Tesi sul tema "Organizational change Australia"

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