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Hughes, Michael Wesley. "Implementing ERP in manufacturing organizations : improving success through managing organizational change". Thesis, Georgia Institute of Technology, 1999. http://hdl.handle.net/1853/29332.
Pełny tekst źródłaLaw, Cho-wa. "Change management : a people-oriented approach /". Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18003771.
Pełny tekst źródła羅左華 i Cho-wa Law. "Change management: a people-oriented approach". Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1996. http://hub.hku.hk/bib/B31267348.
Pełny tekst źródłaLarsson, Tatiana. "Communication in Organizational Change : Case of a public organization". Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-96613.
Pełny tekst źródłaWarner, Ashley M. "Becoming more open to change recommendations for a change management program /". Online version, 2004. http://www.uwstout.edu/lib/thesis/2004/2004warnera.pdf.
Pełny tekst źródłaSnabe, Birgitte. "The usage of system dynamics in organizational interventions a participative modeling approach supporting change management efforts /". Wiesbaden : Deutscher Universitäte-Verlag, 2007. http://www.springerlink.com/content/v4x321/.
Pełny tekst źródłaUnger, Cai. "Key Concepts of Organizational Change - A Bibliometric Network Analysis". Thesis, University of South Alabama, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10643261.
Pełny tekst źródłaThe field of Organizational Change has seen a proliferation of publications of all sorts over the past two decades. In view of the emerging breadth of the field, it is becoming increasingly difficult for practitioners and researchers alike to separate the wheat from the chaff. At the same time, research suggests the majority of Organizational Change efforts are not successful. It is therefore my intent to map the nomological structure of the field of Organizational Change, determine the most dominating concepts, and identify any patterns or trends.
For that purpose I have collected bibliometric data from 1948 to 2016 and conduct a network analysis based on co-occurrence of keywords of Organizational Change.
My network analysis suggests five major findings. First, the field of Organizational Change has reached a level of maturity, which reduces the likelihood of breakthrough innovations. Second, only five concepts are dominating the field of Organizational Change today, which I label the “Top Five”: Change management, leadership, organizational culture, organizational learning, and innovation. Third, we are barking up the wrong tree, which means there is an inherent inconsistency between the topicality of the field, i.e. the dominance of very few topics, and the low success rate of Organizational Change projects. Fourth, it is still unclear how to exactly define and reliably measure change. Finally fifth, there seems to be too much focus on the paradigm that change is always preferably over an equilibrium.
I therefore propose three suggestions for further research. First, look beyond the Top Five concepts and create more dissonant discussion within the field, including a critical review of established paradigms. Second, revisit the established definitions and measurements of change, which includes questioning the widespread assumption that the majority of change efforts are failing. Finally third, conduct a network analysis based on a network of social actors of the field of organizational change, i.e. authors of organizational change.
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.
Pełny tekst źródłaservati, mohsen. "game of change; a game theoretic approach to organizational change management". Thesis, Jönköping University, JTH, Industrial Engineering and Management, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-12707.
Pełny tekst źródłaOrganizational change and game theory were separately investigated over time. Due to lack of scientific research on the relationships of those two fields of knowledge, an investigation of the game theoretic applications in managing change was performed in this research. Game theoretic applications were structured concerning the analytical use of game theory, strategic formulation with game theory and equilibrium analysis. By a qualitative flexible research method, main problematic areas of organizational change were identified with suitable game theoretic applications. Those problem areas are: making cooperation and coalition in change, group dynamic difficulties and the problem of incentive rewards. In each problem area, game theoretic solutions were discussed to help managers to make better decisions. Four mechanisms were inferred to support the game theoretic analysis of change management problems. Those mechanisms are: sub games, practical games, specific modeling and behavioral studies of games. Finally, an instructional framework was developed to conclude findings and illuminate the game theoretic approach in organizational change.
Du, Plessis Johannes Jacobus. "Organisational change management in the IT department". Pretoria : [s.n.], 2008. http://upetd.up.ac.za/thesis/available/etd-08222008-121322.
Pełny tekst źródłaMitchell, Lorianne D. "Emotional Reactions to Organizational Change". Digital Commons @ East Tennessee State University, 2013. https://dc.etsu.edu/etsu-works/3052.
Pełny tekst źródłaStubbs, Lee. "Is the open organisations profile a valid and reliable measure of openness in organisations?" ePublications@bond, 2007. http://epublications.bond.edu.au/theses/15.
Pełny tekst źródłaEngelbrecht, David Johannes. "Progressive change management keys towards organisational effectiveness". Thesis, Stellenbosch : Stellenbosch University, 2001. http://hdl.handle.net/10019.1/52415.
Pełny tekst źródłaOrganisations find themselves in a challenging and changing environment. The focus of the study is to use the Marden diagnostic model of change management as a guide to transform organisations in order to meet competitive challenges of changing market conditions. The first half of the study underlines the need for organisations to stay in a mode of constant change. It explains the systems approach to organisational change that is prescribed by the Marden diagnostic model of change. The change process is initiated by focusing the organisation on a new strategy that will be the route map towards future prosperity. Various diagnostic tools are explored to discover the current position of the organisation. Intervention strategies are recommended to mobilize the organisation to move closer to the strategic vision. The latter half of the study deals with skills to manage the change process. These skills include consultation, leadership, teamwork, managing conflict, communication and negotiation. The study concludes with a practical framework that can be used by management to measure the success of the change process, and maintain momentum throughout the organisation.
Swearingen, Robert. "The Ship of Change: A Model for Organizational Diagnosis and Change Management". Diss., North Dakota State University, 2019. https://hdl.handle.net/10365/31717.
Pełny tekst źródłaBanish, Bryan J. (Bryan John) 1971, i Muhammad I. 1960 Nawaz. "The role of culture in organizational change". Thesis, Massachusetts Institute of Technology, 2003. http://hdl.handle.net/1721.1/29712.
Pełny tekst źródłaIncludes bibliographical references (leaves 116-118).
Today more companies are developing strategies that require providing total solutions to their customers rather than just delivering products. Many such companies have a strong culture that derives from years of successfully delivering differentiated products. The move toward a more "solutions oriented" business is difficult. The strategic initiative is a critical first step but often belies the cultural transition that must take place concurrently. Some organizational change theorists present culture as one of many variables in the change equation. Others take a more holistic approach where organization and culture are integrated and must change together. In this thesis, we assert that companies focused on the latter approach can be quite successful at organizational change. We look at one such change initiative launched by Schlumberger, Ltd. This thesis studies the successful transition of Schlumberger from a product-based company composed of independent product groups into an "oilfield solutions provider". Through interviews with employees at all levels of the organization, we reconstruct the events that began over five years ago. The cultural transition continues to this day. The study identifies the initial corporate strategy and corresponding transition plan. We include case studies of other large firms attempting similar change for comparison. Further discussion focuses on the reaction of the middle management and others involved in line operations to capture their perception of the vision and their skepticism. In addition to the strategic perspective, the initiative is analyzed from within the political environment (both individuals and organizations) as well as from the cultural perspective. Finally, we pay particular attention to the management tactics in planning and executing the change initiative. The study analyzes these management practices to understand what worked and the lessons learned.
by Bryan J. Banish and Muhammad I. Nawaz.
M.B.A.
Snabe, Birgitte Milling Peter. "The usage of system dynamics in organizational interventions a participative modeling approach supporting change management efforts /". Wiesbaden : Deutscher Universitäts-Verlag, 2007. http://site.ebrary.com/id/10231917.
Pełny tekst źródłaChavez, Elisa. "The change equation| A correlation study of status quo bias in managers". Thesis, University of Phoenix, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10017972.
Pełny tekst źródłaThe purpose of the research study was to predict managerial resistance to status quo bias given the presence of dissatisfaction, vision, and a process outlined for change in the environment. According to the 79 participants surveyed in the study, dissatisfaction, vision, and a process outlined for change provided a statistically significant model for predicting manager resistance to status quo bias for the sample studied. Leaders may be able to use the results of the study to determine manager readiness for change. However, at best the study found only 45.3% of the reasons that predict managerial resistance to status quo bias, providing an opportunity for future researchers to validate empirically other factors that may predict manager resistance to status quo bias.
Milam, Ron. "Manager influence on collaborative change initiatives". Thesis, Pepperdine University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=1566766.
Pełny tekst źródłaEnsuring all residents in Southern California have access to healthy food is one of many examples of an issue too complex and challenging for any one organization to change on its own. More and more, organizations work in collaboration and designate individuals to manage these collaborative change initiatives. This research uncovers the specific influence managers of collaborative change initiatives have in shaping positive outcomes for the collaborations they serve. Based on interviewing 11 managers and funders from six leading collaborative change initiatives, there are two contextual ways in which managers influence collaboration: their position itself carries influence and their ability to navigate the collaborative context they operate in. The main findings of this research share five key ways in which managers influence the collaborations they serve: their own personal characteristics and skills, the relationships they cultivate, the membership they support and empower, the processes they manage, and the culture they shape.
Higdon, Lora Elizabeth. "Change management for small business leaders". Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10182301.
Pełny tekst źródłaSmall business owners face challenges associated with leading change, and many times lack the necessary resources to manage it properly. The purpose of this descriptive qualitative study was to determine what challenges leaders of small businesses face in managing change, what strategies and practices those leaders employ, and how the leaders of small businesses measure success in managing change. This study also determined what advice leaders of small businesses would suggest for managing change. Four research questions were created to assist with this process, and 13 semi-structured interviews were conducted in various cities throughout the state of Michigan. The participants were small business owners of privately held American companies that had been in business for a minimum of 5 years. Twelve interview questions were asked to answer the 4 research questions. Many themes emerged. Some of the challenges that participants face while managing change are resistance to change, communication issues, lack of confidence, lack of resources, lack of knowledge/experience, absence of strategy, conflicts of interest, and lack of emotional intelligence. The participants shared many different strategies for successful management of change and also offered their lessons learned over the years. The main overall theme presented by all of the participants in this study was the importance of knowledge and experience for management of change in small businesses.
Tluchowska, Malgorzata. "Management of group processes during organisational change /". [St. Lucia, Qld.], 2002. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe17057.pdf.
Pełny tekst źródłaHuising, Ruthanne. "The pursuit of organizational change : becoming and being an agent for change". Thesis, Massachusetts Institute of Technology, 2008. http://hdl.handle.net/1721.1/44744.
Pełny tekst źródła"June 2008."
Includes bibliographical references (leaves 138-148).
This dissertation addresses two questions: How do employees become mobilized to initiate and drive change in organizations? How do managers draw on external and internal resources in introducing and sustaining change projects? I answer these questions using business process redesign (BPR) as a case of organizational change. To answer the first question I analyze the experiences of 57 employees selected to participate on one of seven change teams. I identify the amalgam of experiences through which employees, although not necessarily successful in changing their own organization, develop a commitment to working for change across organizations. In answering the second question, I consider how managers use the resources provided by promoters of BPR and the resources and circumstances of the firm. Drawing on data from the introduction of organizational change projects in five organizations and career interviews with 30 managers who began working on organizational change projects in the early 1990s, I find that the actors' relationships to the larger industry of BPR practitioners change with experience. Actors decouple themselves from the prescriptions, language, and tools provided by the BPR community and increasingly draw on their own experiences and local resources. There is one important exception. Organizational actors continue at relationship with the BPR community that allows them to sustain their ideological commitment to the principles of BPR. In answering the questions set out above, I reconnect isolated cases of organizational change with environmental forces and actors. I move between the experiences and struggles of organizational actors and the supports and possibilities offered up by actors in the economy-wide BPR industry. In creating this connection between organizational change and the environment, I reconceptualize change projects as more than a means of changing an organization.
(cont.) They are sites of cultural production and reproduction. Whether or not organizations change, BPR projects have the potential to change people and produce actors who continue to reproduce BPR across organizations.
by Ruthanne Huising.
Ph.D.
Walford, Bernard. "Evolution of a project organisation in a client authority". Thesis, Hong Kong : University of Hong Kong, 1989. http://sunzi.lib.hku.hk/hkuto/record.jsp?B25946869.
Pełny tekst źródłaIp, Pui-lam Stephen. "The strategic role of airline revenue management systems and the importance of change management /". Hong Kong : University of Hong Kong, 1997. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18832155.
Pełny tekst źródłaPaulsen, Neil. "Group identification, communication and employee outcomes during organizational change /". St. Lucia, Qld, 2002. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe16732.pdf.
Pełny tekst źródłaVitale, Dean C. Armenakis Achilles A. "Organizational change recipients and choosing an opinion leader a mixed methods investigation /". Auburn, Ala, 2008. http://repo.lib.auburn.edu/EtdRoot/2008/SUMMER/Management/Dissertation/Vitale_Dean_35.pdf.
Pełny tekst źródłaSmith, A. B. (Riana). "Change dynamics within project management an assessment tool /". Pretoria : [s.n.], 2007. http://upetd.up.ac.za/thesis/available/etd-11222007-152309.
Pełny tekst źródłaSampath, Raj. "Exploring Organizational Change through an Understanding of Intrapreneurship". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4098.
Pełny tekst źródłaTaylor, Eileen. "Leading organizational change in higher education". Thesis, Indiana Wesleyan University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3685153.
Pełny tekst źródłaLeaders are frequently required to lead change due to mergers, expansions into new markets, and new initiatives to enter global markets compounding the need for change leadership. Frequent change is more the rule rather than the exception. Change is more needed today yet a poor result from leading change can adversely impact a leader's influence. How does a leader know when to lead a change initiative or when to take the easier route and simply stay with the status quo?
An in depth study of what appeared to be a very risky and highly successful organizational change initiative was thought to possibly shed light on answering these difficult leadership questions. This inductive qualitative case study discovered a university that achieved a successful, sustainable organizational change. The leader overcame the organizational change odds of one-third to two-thirds of the outcomes are often unsuccessful (Beer & Nohria; Bibler; as cited in Gilley, Dixon, & Gilley, 2008). "The rate of failure to deliver sustainable change at times reaches 80–90%" (Cope as cited in Gilley, Dixon, & Gilley, 2008, p. 153).
The leader in the private university organization in the Midwest that led the successful organizational change was inspired by his personal vision. He did not lead change using a theoretical framework. He was successful in persuading the board to authorize implementation of his vision. The president established goals to lead the way for workers to help achieve the organizational change. He effectively communicated his vision and goals and met resistance due to the status quo. The president overcame the challenges of status quo, and the successful organizational change resulted in an effervescent campus environment with record breaking-fundraising. Regardless of the type or size of the major change, organizations that seek to make change may glean insights from this study of how leaders of one organization approached significant change.
Phillips, James Edward. "Effects of Change Valence and Informational Assessments on Organizational Readiness for Change". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4016.
Pełny tekst źródłaWile, Kristina. "Theories of organizational change--a system dynamics perspective". Thesis, Massachusetts Institute of Technology, 1994. http://hdl.handle.net/1721.1/12084.
Pełny tekst źródłaMahoney, 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.
Pełny tekst źródłaDavis, Carolyn D. "Organizational innovation the role of top management in different stages of innovation implementation /". Diss., Available online, Georgia Institute of Technology, 2004:, 2003. http://etd.gatech.edu/theses/available/etd-04062004-164628/unrestricted/davis%5Fcarolyn%5Fd%5F200312%5Fphd.pdf.
Pełny tekst źródłaKubheka, Praise-God Ntandokayise Mandla. "Factors influencing employee engagement during change". Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/3135.
Pełny tekst źródłaMgquba, Nolukhanyo. "Factors influencing effectiveness of change management interventions in a selected petrochemical company in the Western Cape, South Africa". Thesis, Cape Peninsula University of Technology, 2017. http://hdl.handle.net/20.500.11838/2663.
Pełny tekst źródłaChange in today‟s business situation may be seen as unavoidable; however, the absence of standard change interventions within an organisation can cause an impact on the functioning of the business and its survival in the long run. Thus, it is ideal for the South African petrochemical industry to find a suitable intervention for change models that will assist them in navigating its effectiveness. This study has used an investigative approach to understand the effectiveness of interventions of change management in petrochemical organisations in the Western Cape, South Africa. A qualitative case study was used in this research, as data was collected directly from interviews by fieldworkers, while written documents were also consulted. It was found that a number of factors influence effective change management in the SA petrochemical industry. Some of the factors that were elicited for this study include: organisational structure and size and administrative methods; the introduction of new technology; processing and communication; changes in employee demographics; government regulations; and economic competition. Furthermore, the study also provides a framework that can be used to guide and assess effective changes within the SA petrochemical industry.
Tonaszuck, David M. (David Michael) 1966. "The impact of leadership on systematic organizational change". Thesis, Massachusetts Institute of Technology, 2000. http://hdl.handle.net/1721.1/82679.
Pełny tekst źródłaThis electronic version was submitted by the student author. The certified thesis is available in the Institute Archives and Special Collections.
Includes bibliographical references (p. 81-82).
by David M. Tonaszuck.
S.M.
Skordouli, Rosemary. "Operationalisation of strategic change in business schools identity deconstructing and integration management /". Thesis, Available from the University of Aberdeen Library and Historic Collections Digital Resources, 2009. http://digitool.abdn.ac.uk:80/webclient/DeliveryManager?application=DIGITOOL-3&owner=resourcediscovery&custom_att_2=simple_viewer&pid=58977.
Pełny tekst źródłaHerbert, Stacie Lynn. "A comprehensive literature review and critical anaylsis of servant leadership theory". Menomonie, WI : University of Wisconsin--Stout, 2005. http://www.uwstout.edu/lib/thesis/2005/2005herberts.pdf.
Pełny tekst źródłaSelf, Dennis R. "Assessing the management of readiness an empirical examination using a mixed-methods approach/". Auburn, Ala., 2005. http://repo.lib.auburn.edu/2005%20Summer/doctoral/SELF_DENNIS_21.pdf.
Pełny tekst źródłaGowdy, Daniel Troyce. "Serving change| Understanding the efficacy of servant leader behaviors to influence follower commitment to organizational change". Thesis, Indiana Wesleyan University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=3742928.
Pełny tekst źródłaLeading successful organizational change is central to an effective leadership approach. Servant leadership with its emphasis on follower growth and development, may be beneficial for organizational change. This study added to the understanding of servant leadership and commitment to organizational change by surveying participants (n = 244) of a large non-profit specialized healthcare organization implementing an electronic medical records system to assess if perceived servant leader behaviors correlate with followers’ attitude toward change. This study utilized Winston and Fields’ (in press) Essential Servant Leadership Behaviors (ESLB) scale to assess servant leadership’s ability to predict follower commitment to change mindset and interaction time with supervisor as a mediating mechanism. The survey results showed ESLB was found to be a statistically significant but weak positive predictor of affective commitment to change and a statistically significant but weak negative predictor of continuance commitment to change. The results showed evidence that servant leadership behaviors are appropriate for not just maintaining status quo but are also influential during disruptive times of organizational change. No significant relationship was found between ESLB and normative commitment to change. Interaction time with supervisor was not a mediating variable between ESLB and follower commitment to change.
Sewell, Martha H. "The organizational change process analysis through two case studies". Thesis, Massachusetts Institute of Technology, 1985. http://hdl.handle.net/1721.1/15324.
Pełny tekst źródłaMICROFICHE COPY AVAILABLE IN ARCHIVES AND DEWEY.
Bibliography: leaves 149-155.
by Martha H. Sewell.
M.S.
DeLay, IV Hardy L. "Leadership Strategies for Developing and Implementing Organizational Change". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4135.
Pełny tekst źródłaNilsson, Towe. "A Transparent Agile Change : Predicting a Transparent Organizational Change from Change Recipients’ Beliefs and Trust in Management". Thesis, Linnéuniversitetet, Institutionen för psykologi (PSY), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-95495.
Pełny tekst źródłaLee, Yiu-kuen Louis, i 李耀權. "Organizational change in Customs and Excise Department". Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1992. http://hub.hku.hk/bib/B31964308.
Pełny tekst źródłaFrew, Michael K. "Managers' experience of organizational transformation /". Full-text version available from OU Domain via ProQuest Digital Dissertations, 1994.
Znajdź pełny tekst źródłaMartin, Graeme. "Exploring the links between strategic change and organizational outcomes". Thesis, Abertay University, 1999. https://rke.abertay.ac.uk/en/studentTheses/7934d416-300c-4ba4-aa0c-34770c840d6c.
Pełny tekst źródłaNovitskaya, Anna, i Momina Rajput. "Role of Organizational Culture in Creating Readiness for Change Project". Thesis, Umeå universitet, Företagsekonomi, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-85603.
Pełny tekst źródłaBritton, Leola. "An investigation into the competencies associated with change leadership : a case study analysis of an information technology organisation". Thesis, Nelson Mandela Metropolitan University, 2010. http://hdl.handle.net/10948/1227.
Pełny tekst źródłaScott, Kristoffer, i Tasmin Hoque. "Ideella organisationer och den lärande funktionen : En fallstudie av KFUM Sverige". Thesis, Södertörns högskola, Institutionen för samhällsvetenskaper, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-30501.
Pełny tekst źródłaMantashe, Lunga Xolisa. "Understanding change and implications of divisional management model (DMM ) in a merged multi- campus University in South Africa". Thesis, University of Fort Hare, 2014. http://hdl.handle.net/10353/6103.
Pełny tekst źródłaLicklider, Mary M. "Organizational change in education : a case study of school-to-work /". free to MU campus, to others for purchase, 2000. http://wwwlib.umi.com/cr/mo/fullcit?p9974653.
Pełny tekst źródła