subject:(Organizational change)

University of Johannesburg

1. Coetzee, Coenraad Johannes Hendrik. "Barriers-to-change" in a governmental service delivery type organisation.

Degree: 2011, University of Johannesburg

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D.Phil.

One of the principal reasons people form organisations is to focus attention and energy on a selected goal - this goal being the provisioning… (more)

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D.Phil.

One of the principal reasons people form organisations is to focus attention and energy on a selected goal - this goal being the provisioning of products and/or services to clients. Due to forces demanding change, organisations are required to change to be able to continue their existence, making change unavoidable and part of the organisation's life cycle. The premise is that if change is unavoidable, it needs to be managed to serve the best interests of the organisation, thus the need for change management. Research indicates that 50 to 75% of all major corporate change efforts fail and that resistance is the "little-recognised but critically important contributor'' to the failure of change efforts, and central to the change problem. Also, central to the change problem and successful change management lie the following factors: • The reality that people tend to resist change. • The issue of measurement for change management intervention purposes. Research Objectives The objectives of this study are divided into literature and empirical research objectives, each posing primary and secondary objectives. The primary literature review objective is to create a theoretical frame of reference for the interrelated concepts of change, change management and barriers-to-change. The primary empirical research objective is to apply Barriers-to-Change Questionnaire (BCQ), developed in meeting the literature review objectives, to a Governmental service delivery type organisation with the purpose of determining which barriers-to-change is evident in such an environment. Literature Research A review of the literature revealed that there is no integrated view on change and barriers-to-change, but it also revealed that the concept of barriers-to-change has been prominent in organisational and management literature for quite some time. However, no evidence could be found of a measuring instrument focused on measuring barriers-to-change as a whole. During the literature research the concepts of organisational development, organisational change, change management, resistance to change and barriers-tochange were investigated, clarified and reported upon. The above-mentioned concepts were integrated into a theoretical frame of reference called the SCM, which served the purposes of providing a framework from where barriers-to-change can be understood, explained and managed as well as providing a firm base from where the BCQ was developed to measure barriers-to-change in a specific environment. It was concluded, for the purposes of this study, that barriers-to-change can be grouped into two types of barriers, being hard and soft. It was also concluded that there are four causes (or groupings) of barriers-to-change, being barriers inherent to the change project, people barriers, organisational barriers and barriers from the environment, each with specific sub-dimensions. Each sub dimension is supported by an appropriate number of questionnaire items, contained in the BCQ, which were administered to the target organisation.

Subjects/Keywords: Organizational change; Organizational change management

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APA (6^th Edition):

Coetzee, C. J. H. (2011). "Barriers-to-change" in a governmental service delivery type organisation. (Thesis). University of Johannesburg. Retrieved from http://hdl.handle.net/10210/4057

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Coetzee, Coenraad Johannes Hendrik. “"Barriers-to-change" in a governmental service delivery type organisation.” 2011. Thesis, University of Johannesburg. Accessed February 27, 2020. http://hdl.handle.net/10210/4057.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Coetzee, Coenraad Johannes Hendrik. “"Barriers-to-change" in a governmental service delivery type organisation.” 2011. Web. 27 Feb 2020.

Vancouver:

Coetzee CJH. "Barriers-to-change" in a governmental service delivery type organisation. [Internet] [Thesis]. University of Johannesburg; 2011. [cited 2020 Feb 27]. Available from: http://hdl.handle.net/10210/4057.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Coetzee CJH. "Barriers-to-change" in a governmental service delivery type organisation. [Thesis]. University of Johannesburg; 2011. Available from: http://hdl.handle.net/10210/4057

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

University of Johannesburg

2. Pretorius, N. Network organisations : the net requirements that work!.

Degree: 2014, University of Johannesburg

URL: http://hdl.handle.net/10210/9317

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M.Comm. (Business Management)

The objective of this study is to develop guidelines for management and all other participants in the transition process of turning a… (more)

Subjects/Keywords: Organizational change

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APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6^th Edition):

Pretorius, N. (2014). Network organisations : the net requirements that work!. (Thesis). University of Johannesburg. Retrieved from http://hdl.handle.net/10210/9317

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Pretorius, N. “Network organisations : the net requirements that work!.” 2014. Thesis, University of Johannesburg. Accessed February 27, 2020. http://hdl.handle.net/10210/9317.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Pretorius, N. “Network organisations : the net requirements that work!.” 2014. Web. 27 Feb 2020.

Vancouver:

Pretorius N. Network organisations : the net requirements that work!. [Internet] [Thesis]. University of Johannesburg; 2014. [cited 2020 Feb 27]. Available from: http://hdl.handle.net/10210/9317.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Pretorius N. Network organisations : the net requirements that work!. [Thesis]. University of Johannesburg; 2014. Available from: http://hdl.handle.net/10210/9317

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

University of Oklahoma

3. Majewska-Button, Marzena Stanislawa. Factors influencing organizational change in the Department of Defense.

Degree: PhD, 2010, University of Oklahoma

URL: http://hdl.handle.net/11244/318985

► The key contribution to the literature comes from discovering the factors' nature and from documenting the way they were managed by the DOD personnel. In… (more)

Subjects/Keywords: Organizational change

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APA (6^th Edition):

Majewska-Button, M. S. (2010). Factors influencing organizational change in the Department of Defense. (Doctoral Dissertation). University of Oklahoma. Retrieved from http://hdl.handle.net/11244/318985

Chicago Manual of Style (16^th Edition):

Majewska-Button, Marzena Stanislawa. “Factors influencing organizational change in the Department of Defense.” 2010. Doctoral Dissertation, University of Oklahoma. Accessed February 27, 2020. http://hdl.handle.net/11244/318985.

MLA Handbook (7^th Edition):

Majewska-Button, Marzena Stanislawa. “Factors influencing organizational change in the Department of Defense.” 2010. Web. 27 Feb 2020.

Vancouver:

Majewska-Button MS. Factors influencing organizational change in the Department of Defense. [Internet] [Doctoral dissertation]. University of Oklahoma; 2010. [cited 2020 Feb 27]. Available from: http://hdl.handle.net/11244/318985.

Council of Science Editors:

Majewska-Button MS. Factors influencing organizational change in the Department of Defense. [Doctoral Dissertation]. University of Oklahoma; 2010. Available from: http://hdl.handle.net/11244/318985

Rutgers University

4. Sahay, Surabhi, 1985-. Communicative designs for input solicitation during organizational change: implications for providers’ communicative perceptions and decisions.

Degree: PhD, Communication, Information and Library Studies, 2017, Rutgers University

URL: https://rucore.libraries.rutgers.edu/rutgers-lib/55677/

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Organizational change is a prevalent phenomenon in our society. During change, input is solicited from stakeholders and lower level employees often as a way to… (more)

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Organizational change is a prevalent phenomenon in our society. During change, input is solicited from stakeholders and lower level employees often as a way to lower resistance and uncertainty due to change. However, little is known about the specific manner in which input is solicited and used. This study uses a case study approach to investigate the beneficial and problematic features of the architecture of input solicitation and explores ways in which designs for soliciting input are managed and negotiated by multiple stakeholders. These designs have various implications and consequences for stakeholders and the organization. The study is conducted with nurses in a medical center regarding their provision of input in the Magnet initiative – a credential that recognizes organizations with excellence in nursing work. The study answered research questions regarding a) beneficial and problematic design features of input solicitation, b) differences in perceptions of those charged with soliciting input, c) management of input solicitation by design teams, and d) differences in how individuals from various levels of the organization influence solicitation designs. The study conducted 39 semi-structured interviews and one questionnaire with 125 respondents. Additionally, the researcher was able to observe three change related meetings. This investigation led to a number of important findings. First several designable features were found to be beneficial and problematic for participation from multi-stakeholder perspective. In addition to these features, the findings also suggest the role of change specific features and other long-standing features in influencing participation. Second, it was found that not all individuals charged with collecting input viewed solicitation designs in the same way. Third, implementers designed several features collectively to manage input solicitation through proactive and emergent designs. Last, a grounded practical theory analysis revealed that individuals from each level of the organization focused on different problem aspects during input solicitation and modified the techniques to fit their needs, which had several implications for the organization and the stakeholders.

Advisors/Committee Members: Lewis, Laurie (chair), Scott, Craig (internal member), Mikesell, Lisa (internal member), Barge, Kavin (outside member), School of Graduate Studies.

Subjects/Keywords: Organizational change

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APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6^th Edition):

Sahay, Surabhi, 1. (2017). Communicative designs for input solicitation during organizational change: implications for providers’ communicative perceptions and decisions. (Doctoral Dissertation). Rutgers University. Retrieved from https://rucore.libraries.rutgers.edu/rutgers-lib/55677/

Chicago Manual of Style (16^th Edition):

Sahay, Surabhi, 1985-. “Communicative designs for input solicitation during organizational change: implications for providers’ communicative perceptions and decisions.” 2017. Doctoral Dissertation, Rutgers University. Accessed February 27, 2020. https://rucore.libraries.rutgers.edu/rutgers-lib/55677/.

MLA Handbook (7^th Edition):

Sahay, Surabhi, 1985-. “Communicative designs for input solicitation during organizational change: implications for providers’ communicative perceptions and decisions.” 2017. Web. 27 Feb 2020.

Vancouver:

Sahay, Surabhi 1. Communicative designs for input solicitation during organizational change: implications for providers’ communicative perceptions and decisions. [Internet] [Doctoral dissertation]. Rutgers University; 2017. [cited 2020 Feb 27]. Available from: https://rucore.libraries.rutgers.edu/rutgers-lib/55677/.

Council of Science Editors:

Sahay, Surabhi 1. Communicative designs for input solicitation during organizational change: implications for providers’ communicative perceptions and decisions. [Doctoral Dissertation]. Rutgers University; 2017. Available from: https://rucore.libraries.rutgers.edu/rutgers-lib/55677/

Nelson Mandela Metropolitan University

5. Whittal, Daryl James. An assessment of organisational change at S.P. Metal Forgings Uitenhage.

Degree: Faculty of Business and Economic Sciences, 2014, Nelson Mandela Metropolitan University

URL: http://hdl.handle.net/10948/d1017559

► The intention of this study was to investigate how organisational change was implemented at S.P. Metal Forgings Uitenhage, what the outcomes of the changes were… (more)

▼ The intention of this study was to investigate how organisational change was implemented at S.P. Metal Forgings Uitenhage, what the outcomes of the changes were and the effect on the organisational culture. In order to achieve this goal, the following actions were taken: · A literature study was conducted of various texts relating to organizational change and the associated topics with the intention to identify strategies and techniques to aid the successful implementation of organisational change. · An interview was held with the managing director of S.P. Metal Forgings to aid in understanding the need for organisational change at this particular facility and to have insight into how he implemented the changes. · A self administered questionnaire was distributed amongst a number of employees. The survey covered all levels of the organisation, from machine operators to departmental managers, to provide a comprehensive picture of how the employees viewed the changes and associated topics. The questionnaire requested responses from the respondents regarding their demographical details and their individual opinions regarding the organisational change, which covered the lead up to the changes and the manner in which the changes were made. The questionnaire also included sections covering change outcomes, which measured the success of the change efforts and lastly organisational culture on site at the time of the study. The results from the literature study showed that there are a number of accepted change models which can be adopted when implementing change. These models assist in driving the organisational change. The empirical study revealed that for the changes implemented at S.P. Metal Forgings Uitenhage, a change model was not adopted and that a number of vitally important areas associated with the change efforts were inadequately addressed. The organisational changes were introduced on this particular site with the intention of minimizing the loss situation and re-establishing the organisation as a profit generating entity. The empirical study showed a number of positive outcomes associated with the changes but also highlighted areas of concern and points which can be improved. The culture found within an organisation influences the organisation in many ways which include the ability of the organisation to accept change and the ease of implementing new procedures and equipment. The culture also influences the daily operations of a manufacturing facility such as this one. The study revealed that the respondents are not driven to perform at their best as a result of the lack of recognition which they receive and that the relationship between employees and management can improve. It was concluded that organisational change is not easy to introduce and that it needs to be well planned and executed. Change requires transformational leaders, a clear vision, an analysis and well-thought out and properly implemented actions.

Subjects/Keywords: Organizational change; Organizational effectiveness

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APA (6^th Edition):

Whittal, D. J. (2014). An assessment of organisational change at S.P. Metal Forgings Uitenhage. (Thesis). Nelson Mandela Metropolitan University. Retrieved from http://hdl.handle.net/10948/d1017559

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Whittal, Daryl James. “An assessment of organisational change at S.P. Metal Forgings Uitenhage.” 2014. Thesis, Nelson Mandela Metropolitan University. Accessed February 27, 2020. http://hdl.handle.net/10948/d1017559.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Whittal, Daryl James. “An assessment of organisational change at S.P. Metal Forgings Uitenhage.” 2014. Web. 27 Feb 2020.

Vancouver:

Whittal DJ. An assessment of organisational change at S.P. Metal Forgings Uitenhage. [Internet] [Thesis]. Nelson Mandela Metropolitan University; 2014. [cited 2020 Feb 27]. Available from: http://hdl.handle.net/10948/d1017559.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Whittal DJ. An assessment of organisational change at S.P. Metal Forgings Uitenhage. [Thesis]. Nelson Mandela Metropolitan University; 2014. Available from: http://hdl.handle.net/10948/d1017559

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

University of Johannesburg

6. De Castro, Jose. An assessment of the organisational norms of individuals within a marketing company.

Degree: 2012, University of Johannesburg

URL: http://hdl.handle.net/10210/6677

M.B.A.

The aim is to do an assessment of the organisational norms of individuals within a marketing company in order to understand what the perceptions of the individuals are towards the organisation thereby creating a model on which strategic decision making can be based

Subjects/Keywords: Organizational effectiveness; Organizational change

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APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6^th Edition):

De Castro, J. (2012). An assessment of the organisational norms of individuals within a marketing company. (Thesis). University of Johannesburg. Retrieved from http://hdl.handle.net/10210/6677

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

De Castro, Jose. “An assessment of the organisational norms of individuals within a marketing company.” 2012. Thesis, University of Johannesburg. Accessed February 27, 2020. http://hdl.handle.net/10210/6677.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

De Castro, Jose. “An assessment of the organisational norms of individuals within a marketing company.” 2012. Web. 27 Feb 2020.

Vancouver:

De Castro J. An assessment of the organisational norms of individuals within a marketing company. [Internet] [Thesis]. University of Johannesburg; 2012. [cited 2020 Feb 27]. Available from: http://hdl.handle.net/10210/6677.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

De Castro J. An assessment of the organisational norms of individuals within a marketing company. [Thesis]. University of Johannesburg; 2012. Available from: http://hdl.handle.net/10210/6677

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Delft University of Technology

7. De Bree, S. Learning an organization new working methods: The system based contract control method at Rijkswaterstaat as example:.

Degree: 2010, Delft University of Technology

URL: http://resolver.tudelft.nl/uuid:ec3ec38a-f811-40fb-af7f-2d23a3505a4d

► Rijkswaterstaat is adapting its role in the construction of public works. The organization implemented a new working method to assure the contractors fulfill their contracts.… (more)

Subjects/Keywords: Organizational learning; Organizational change

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APA (6^th Edition):

De Bree, S. (2010). Learning an organization new working methods: The system based contract control method at Rijkswaterstaat as example:. (Masters Thesis). Delft University of Technology. Retrieved from http://resolver.tudelft.nl/uuid:ec3ec38a-f811-40fb-af7f-2d23a3505a4d

Chicago Manual of Style (16^th Edition):

De Bree, S. “Learning an organization new working methods: The system based contract control method at Rijkswaterstaat as example:.” 2010. Masters Thesis, Delft University of Technology. Accessed February 27, 2020. http://resolver.tudelft.nl/uuid:ec3ec38a-f811-40fb-af7f-2d23a3505a4d.

MLA Handbook (7^th Edition):

De Bree, S. “Learning an organization new working methods: The system based contract control method at Rijkswaterstaat as example:.” 2010. Web. 27 Feb 2020.

Vancouver:

De Bree S. Learning an organization new working methods: The system based contract control method at Rijkswaterstaat as example:. [Internet] [Masters thesis]. Delft University of Technology; 2010. [cited 2020 Feb 27]. Available from: http://resolver.tudelft.nl/uuid:ec3ec38a-f811-40fb-af7f-2d23a3505a4d.

Council of Science Editors:

De Bree S. Learning an organization new working methods: The system based contract control method at Rijkswaterstaat as example:. [Masters Thesis]. Delft University of Technology; 2010. Available from: http://resolver.tudelft.nl/uuid:ec3ec38a-f811-40fb-af7f-2d23a3505a4d

University of Johannesburg

8. Du Toit, Anton. Organisasieontwikkeling en verandering : riglyne vir sukses binne Suid-Afrikaanse ondernemings.

Degree: 2012, University of Johannesburg

URL: http://hdl.handle.net/10210/6982

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M.Comm.

Change is an ongoing process right around the globe. South Africa is even more subject to change as a result of socio-economic and political… (more)

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M.Comm.

Change is an ongoing process right around the globe. South Africa is even more subject to change as a result of socio-economic and political transformation. This community tendency affects the South African organisation intensely, and a need exists for comprehensive guidelines for the handling of this transformation process. There are few publications which are relevant to the field of organisation development in South Africa. In this literature study attention was firstly given to the theoretical description of the term organisation development, the works of a number of theorists were examined. In the second place the historical development of the study field of organisation development was researched and the progress over time was reflected. Five approaches to organisation development were identified as they developed chronologically, viz. (a) laboratory training, (b) survey research and feedback, (c) action research (d) quality of working life, and (e) strategic change as the most recent contribution. The conclusion was reached that all five approaches still have merit, and that not one can be summarily eliminated for current usage. In the third place the organisation development process was examined in detail. Theories and models addressing the nature of planned change were examined with a view to establishing a generic model of change. This model comprises four phases which are each discussed in reasonable depth, viz. (a) initialising and contracting, (b) diagnosing, (c) planning and implementation, and (d) evaluation and institutionalisation. In the fourth place the organisational development practitioner was closely examined and an attempt was made to identify the skills, knowledge and qualifications which distinguish successful practitioners from those who achieve less success. The broad South African socio-economic and political environment, with its differing community trends, was investigated in order to draw up a scenario within which the South African organisation development practitioner must function at present. A skills profile as well as basic guidelines for the successful practitioners were finally established. The conclusion was reached that the organisation development practitioner within the South African environment must possess expertise, additional to the identified skills profile of the international practitioner, in order to be effective.

Subjects/Keywords: Organizational change - South Africa.; Organizational change - Management.

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APA (6^th Edition):

Du Toit, A. (2012). Organisasieontwikkeling en verandering : riglyne vir sukses binne Suid-Afrikaanse ondernemings. (Thesis). University of Johannesburg. Retrieved from http://hdl.handle.net/10210/6982

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Du Toit, Anton. “Organisasieontwikkeling en verandering : riglyne vir sukses binne Suid-Afrikaanse ondernemings.” 2012. Thesis, University of Johannesburg. Accessed February 27, 2020. http://hdl.handle.net/10210/6982.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Du Toit, Anton. “Organisasieontwikkeling en verandering : riglyne vir sukses binne Suid-Afrikaanse ondernemings.” 2012. Web. 27 Feb 2020.

Vancouver:

Du Toit A. Organisasieontwikkeling en verandering : riglyne vir sukses binne Suid-Afrikaanse ondernemings. [Internet] [Thesis]. University of Johannesburg; 2012. [cited 2020 Feb 27]. Available from: http://hdl.handle.net/10210/6982.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Du Toit A. Organisasieontwikkeling en verandering : riglyne vir sukses binne Suid-Afrikaanse ondernemings. [Thesis]. University of Johannesburg; 2012. Available from: http://hdl.handle.net/10210/6982

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

KTH

9. PETKOVA, DILYANA. Communicating Technochange : Communication practices and how employeesperceive them.

Degree: Industrial Management, 2015, KTH

URL: http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-189496

► Change is a prominent feature of the organizational life. Nowadays companies rely on implementing large-scale Information Technology (IT) systems in order to enhance their… (more)

▼ Change is a prominent feature of the organizational life. Nowadays companies rely on implementing large-scale Information Technology (IT) systems in order to enhance their organizational performance. Such technochanges, similarly to planned organizational changes, unfold in stages and have an impact on the organizational members. They, however, are not immune to failures. In this respect, the process of communication has been recognized as a critical success factor and an integrative part of every change initiative. Therefore, this study has investigated the communication practices during technochange, how employees perceive them and eventually, how the communication can be enhanced in order to assure the employees’ engagement. This has been done by conducting a case study at an office of a company in Stockholm, Sweden. The study was carried out through a combination of qualitative data collection methods. The data was analyzed with a help of a theoretical framework and sorted in themes that emerged from the collected empirics. The findings indicate the process of communication has been considered and acknowledged by the case organization. The use of several communication channels for disseminating of hange information and collecting employees’ input have formed the employees’ perception of the change and communication processes. Specifically, intranet and meetings accommodate the applied one-way communication channels, while workshops and trainings represent the applied more participative communication methods. Furthermore, the study illustrates that the non-implementers are not a homogenous group and different stakeholders perceive the hange in different ways that in turn creates different communication needs. Those findings lead to identification of improvement areas and practical suggestions for implementers and managers. From a theory perspective, this thesis makes an attempt to gain deeper understanding of specific communication approaches and their effect on employees in the context of technochange.

Subjects/Keywords: organizational change; planned change; technochange; CRM; organizational

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APA (6^th Edition):

PETKOVA, D. (2015). Communicating Technochange : Communication practices and how employeesperceive them. (Thesis). KTH. Retrieved from http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-189496

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

PETKOVA, DILYANA. “Communicating Technochange : Communication practices and how employeesperceive them.” 2015. Thesis, KTH. Accessed February 27, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-189496.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

PETKOVA, DILYANA. “Communicating Technochange : Communication practices and how employeesperceive them.” 2015. Web. 27 Feb 2020.

Vancouver:

PETKOVA D. Communicating Technochange : Communication practices and how employeesperceive them. [Internet] [Thesis]. KTH; 2015. [cited 2020 Feb 27]. Available from: http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-189496.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

PETKOVA D. Communicating Technochange : Communication practices and how employeesperceive them. [Thesis]. KTH; 2015. Available from: http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-189496

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Nelson Mandela Metropolitan University

10. Angloher, Sanette. An evaluation of leadership characteristics required to meet the demands of a strategic change process in the automative cluster in the Eastern Cape region.

Degree: Faculty of Business and Economic Sciences, 2010, Nelson Mandela Metropolitan University

URL: http://hdl.handle.net/10948/1261

► Against a backdrop of increasing globalisation, deregulation, the rapid pace of technological innovation, a growing knowledge workforce, and shifting social and demographic trends, the primary… (more)

▼ Against a backdrop of increasing globalisation, deregulation, the rapid pace of technological innovation, a growing knowledge workforce, and shifting social and demographic trends, the primary task of management today is the leadership of organisational change (Graetz, 2000:550). In the words of Lussier and Achua Abstract v (2001:9): “The companies that will survive in the new global competitiveness environment are those that can attract and maintain leaders”. The above emphasises the important role of managers during times when change take place in the organisation. Yet employees are often managed inappropriately in a period of change. There are two reasons for this: (1) managers managing change are under pressure which undermines their own performance, (2) organisations often do not possess managers who are skilful at handling change. It is this second reason that will form the focus of this study. Carnall (1999:105) states that managing change effectively requires an understanding of both what is and seems likely to happen and of how people react to change, and a skilful management performance. Leaders must take on more facilitative roles, as competencies in change management become critical to creating and sustaining effective organisations. The major technological advances of today rely heavily on leaders to facilitate change. Leaders need to encourage people to “collaborate, take risks, take responsibility and be accountable for the change process the organisation must continually undergo to maintain a leadership position in its industry”, according to Moran and Brightman (2000:3). They furthermore argue that “change leaders recognise that they are always trying to balance stability and change. It is a delicate balance to accomplish since employees desire order and stability, while organisations must be ready to adapt to changing conditions quickly”. In this rapidly changing world, organisations must become more flexible, more responsive, and more willing to change and adapt. They must create and assimilate new knowledge at an increasing pace, encourage innovation, and learn to compete in new ways. Dess and Picken (2000:30) argue that the leaders of these organisations must be proactive in facilitating organisational learning and encouraging positive adaptation to external changes. The above shows what an important role leaders/managers have to play in the strategic change process. They need to possess the requisite skills in leadership, problem solving, continuous improvement, team effectiveness, and customer service in order to ensure the long-term growth and stability in the organisation which change can bring about. This research project will identify the various skills needed to successfully manage a change initiative.

Subjects/Keywords: Leadership; Organizational change

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APA (6^th Edition):

Angloher, S. (2010). An evaluation of leadership characteristics required to meet the demands of a strategic change process in the automative cluster in the Eastern Cape region. (Thesis). Nelson Mandela Metropolitan University. Retrieved from http://hdl.handle.net/10948/1261

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Angloher, Sanette. “An evaluation of leadership characteristics required to meet the demands of a strategic change process in the automative cluster in the Eastern Cape region.” 2010. Thesis, Nelson Mandela Metropolitan University. Accessed February 27, 2020. http://hdl.handle.net/10948/1261.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Angloher, Sanette. “An evaluation of leadership characteristics required to meet the demands of a strategic change process in the automative cluster in the Eastern Cape region.” 2010. Web. 27 Feb 2020.

Vancouver:

Angloher S. An evaluation of leadership characteristics required to meet the demands of a strategic change process in the automative cluster in the Eastern Cape region. [Internet] [Thesis]. Nelson Mandela Metropolitan University; 2010. [cited 2020 Feb 27]. Available from: http://hdl.handle.net/10948/1261.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Angloher S. An evaluation of leadership characteristics required to meet the demands of a strategic change process in the automative cluster in the Eastern Cape region. [Thesis]. Nelson Mandela Metropolitan University; 2010. Available from: http://hdl.handle.net/10948/1261

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Nelson Mandela Metropolitan University

11. Britton, Leola. An investigation into the competencies associated with change leadership : a case study analysis of an information technology organisation.

Degree: Faculty of Arts, 2010, Nelson Mandela Metropolitan University

URL: http://hdl.handle.net/10948/1227

► In this research, the researcher-consultant together with the management corps of a merged IT organisation, embarked on a process of participative research with the aim… (more)

▼ In this research, the researcher-consultant together with the management corps of a merged IT organisation, embarked on a process of participative research with the aim to identify the competencies and skills that are required of the management-leadership corps to drive a process of change management and to ensure the organisation will be characterised by sustained growth and development. In using participative research methodology, qualitative data was mainly gathered through informal interviews and focus group sessions to identify the competencies and skills that are defined as important for the change manager-cum-leader role within the merged IT organisation. In addition, a matrix was compiled to enable each manager/leader to undertake a self-assessment of how capable they are in using the identified competencies and skills. The outcome of the assessment provided an indication of the areas of competencies and skills that through various interventions would enable the management-leadership corps to deal with the challenges of change, as well as to guide those that report to them through a process of change. While the management-leadership corps – referred to as the Executive, Senior, and Middle Management cohorts – all require enhancing their change management / leadership competencies and skills capability, it is the Middle Management cohort that is better equipped to perform their change management and leadership role. During the research, focus group sessions enhanced a participative methodology to enable identification of competencies important to the IT Company’s vision, mission and core values, as well as opportunity to identify interventions that will encourage an on-going process of change, growth and development. However, there is indication that the members of the Executive and Senior Management cohorts assessed themselves higher on those competencies that relate directly to their functionary roles, rather than the change management-leadership role. The scope of a treatise limits an in-depth and expanded research endeavour; however, the methodology used provided information on how a platform for participation in a change management process can be enabled. Furthermore, this research gives indication of how a management-leadership strata can ‘buy-in’ to the process of change, growth and development, commencing with the self and, which is aimed to encourage the same in those that share responsibility for sustained growth and development of the IT company. The research is also example of how an applied sociology endeavour can be undertaken.

Subjects/Keywords: Organizational change – Management

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APA (6^th Edition):

Britton, L. (2010). An investigation into the competencies associated with change leadership : a case study analysis of an information technology organisation. (Thesis). Nelson Mandela Metropolitan University. Retrieved from http://hdl.handle.net/10948/1227

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Britton, Leola. “An investigation into the competencies associated with change leadership : a case study analysis of an information technology organisation.” 2010. Thesis, Nelson Mandela Metropolitan University. Accessed February 27, 2020. http://hdl.handle.net/10948/1227.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Britton, Leola. “An investigation into the competencies associated with change leadership : a case study analysis of an information technology organisation.” 2010. Web. 27 Feb 2020.

Vancouver:

Britton L. An investigation into the competencies associated with change leadership : a case study analysis of an information technology organisation. [Internet] [Thesis]. Nelson Mandela Metropolitan University; 2010. [cited 2020 Feb 27]. Available from: http://hdl.handle.net/10948/1227.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Britton L. An investigation into the competencies associated with change leadership : a case study analysis of an information technology organisation. [Thesis]. Nelson Mandela Metropolitan University; 2010. Available from: http://hdl.handle.net/10948/1227

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

University of Johannesburg

12. Mollo, Samuel Motlalepula. Leadership guidelines in transforming the public sector.

Degree: 2009, University of Johannesburg

URL: http://hdl.handle.net/10210/2553

►

D.Phil.

The aim of this study was to develop a clearly defined theoretical concept for organisational change to facilitate effective change leadership within state-owned entities.… (more)

Subjects/Keywords: Leadership; Organizational change

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APA (6^th Edition):

Mollo, S. M. (2009). Leadership guidelines in transforming the public sector. (Thesis). University of Johannesburg. Retrieved from http://hdl.handle.net/10210/2553

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Mollo, Samuel Motlalepula. “Leadership guidelines in transforming the public sector.” 2009. Thesis, University of Johannesburg. Accessed February 27, 2020. http://hdl.handle.net/10210/2553.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Mollo, Samuel Motlalepula. “Leadership guidelines in transforming the public sector.” 2009. Web. 27 Feb 2020.

Vancouver:

Mollo SM. Leadership guidelines in transforming the public sector. [Internet] [Thesis]. University of Johannesburg; 2009. [cited 2020 Feb 27]. Available from: http://hdl.handle.net/10210/2553.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Mollo SM. Leadership guidelines in transforming the public sector. [Thesis]. University of Johannesburg; 2009. Available from: http://hdl.handle.net/10210/2553

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

University of Johannesburg

13. Cronje, Antoinette B. Integrating change management across organisational boundaries during transformation.

Degree: 2014, University of Johannesburg

URL: http://hdl.handle.net/10210/9169

►

M.Com. (Business Management)

Global competition, changing markets and new technologies, challenge the traditional view of the business organisation. Markets are undergoing rapid and constant change… (more)

Subjects/Keywords: Organizational change - Management

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APA (6^th Edition):

Cronje, A. B. (2014). Integrating change management across organisational boundaries during transformation. (Thesis). University of Johannesburg. Retrieved from http://hdl.handle.net/10210/9169

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Cronje, Antoinette B. “Integrating change management across organisational boundaries during transformation.” 2014. Thesis, University of Johannesburg. Accessed February 27, 2020. http://hdl.handle.net/10210/9169.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Cronje, Antoinette B. “Integrating change management across organisational boundaries during transformation.” 2014. Web. 27 Feb 2020.

Vancouver:

Cronje AB. Integrating change management across organisational boundaries during transformation. [Internet] [Thesis]. University of Johannesburg; 2014. [cited 2020 Feb 27]. Available from: http://hdl.handle.net/10210/9169.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Cronje AB. Integrating change management across organisational boundaries during transformation. [Thesis]. University of Johannesburg; 2014. Available from: http://hdl.handle.net/10210/9169

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

University of Johannesburg

14. Frigenti, Rodolfo Piero. The application of facilitator training in the management of change.

Degree: 2014, University of Johannesburg

URL: http://hdl.handle.net/10210/11883

►

M.Com. (Industrial Psychology)

Change is one of the foremost issues in organizations, if not the foremost issue in people's everyday life. Organizational change involves any… (more)

▼

M.Com. (Industrial Psychology)

Change is one of the foremost issues in organizations, if not the foremost issue in people's everyday life. Organizational change involves any substantive modification to some part of the organization. This change may be prompted by forces internal or external to the organization. Typically organizational change involves the restructuring or elimination of jobs, found in actions such as reorganization, automation, rapid growth, downsizing, job redefinition, a physical move, the effects of competition, or a shifting market. Whatever the "trigger" for the change, people are experiencing confusion, worry, anger, numbness or all of the above. The cumulative effect of change on people is the same, and is manifest in resistance. Even though people know change is imminent and even though they understand it intellectually, it still has an emotional impact that they do not quite expect and that they find difficult to cope with. Many different change techniques or interventions are used for managing change. The most common ones involve changing organizational strategy, structure and design, technology and people. The focus of this study is on people, and illustrates the general inability of managers and subordinates to cope with organizational change, and to discuss a suitable training technique to overcome the inability to cope. A literature study was undertaken to determine the suitability of introducing facilitator training for managers in the management of change. It seems that managers are not taught or possess the skills necessary in dealing with the emotional content of subordinates reaction to change. Against this background it was determined that managers lacked the necessary skill of facilitation and as a result subordinates are not helped to cope during the process of organizational change. Facilitation training equips managers to function more effectively as managers and as persons. As a result managers are able to assist subordinates to cope with their emotional reaction to change. Results obtained from research on the application of facilitator training within management, indicate positive growth in the trainee on both the inter- and intrapersonal level. This growth resulted in the acquiring of certain characteristics within the manager which were of benefit in his interaction with his colleagues and subordinates. It is deduced that managers acquiring these characteristics will be able to facilitate a process of helping whereby subordinates are helped to help themselves during an organizational change process.

Subjects/Keywords: Organizational change - Management

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APA (6^th Edition):

Frigenti, R. P. (2014). The application of facilitator training in the management of change. (Thesis). University of Johannesburg. Retrieved from http://hdl.handle.net/10210/11883

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Frigenti, Rodolfo Piero. “The application of facilitator training in the management of change.” 2014. Thesis, University of Johannesburg. Accessed February 27, 2020. http://hdl.handle.net/10210/11883.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Frigenti, Rodolfo Piero. “The application of facilitator training in the management of change.” 2014. Web. 27 Feb 2020.

Vancouver:

Frigenti RP. The application of facilitator training in the management of change. [Internet] [Thesis]. University of Johannesburg; 2014. [cited 2020 Feb 27]. Available from: http://hdl.handle.net/10210/11883.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Frigenti RP. The application of facilitator training in the management of change. [Thesis]. University of Johannesburg; 2014. Available from: http://hdl.handle.net/10210/11883

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

University of Johannesburg

15. Timmers, G. H. Golwe van verandering : 'n perspektief vir die jaar 2000.

Degree: 2012, University of Johannesburg

URL: http://hdl.handle.net/10210/7012

►

M.Comm.

The people who make waves in today's business world aren't playing by yesterday's rules. They've jettisoned tradition. They've turned the old cosy business of… (more)

Subjects/Keywords: Organizational change - Management

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APA (6^th Edition):

Timmers, G. H. (2012). Golwe van verandering : 'n perspektief vir die jaar 2000. (Thesis). University of Johannesburg. Retrieved from http://hdl.handle.net/10210/7012

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Timmers, G H. “Golwe van verandering : 'n perspektief vir die jaar 2000.” 2012. Thesis, University of Johannesburg. Accessed February 27, 2020. http://hdl.handle.net/10210/7012.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Timmers, G H. “Golwe van verandering : 'n perspektief vir die jaar 2000.” 2012. Web. 27 Feb 2020.

Vancouver:

Timmers GH. Golwe van verandering : 'n perspektief vir die jaar 2000. [Internet] [Thesis]. University of Johannesburg; 2012. [cited 2020 Feb 27]. Available from: http://hdl.handle.net/10210/7012.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Timmers GH. Golwe van verandering : 'n perspektief vir die jaar 2000. [Thesis]. University of Johannesburg; 2012. Available from: http://hdl.handle.net/10210/7012

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

University of Johannesburg

16. Robertson, Charles Gordon. An investigation focusing on the creation and retention of competency through transformation.

Degree: 2012, University of Johannesburg

URL: http://hdl.handle.net/10210/6620

►

M.B.A.

This dissertation evaluates the aim: Organisations engaged in transformation need to connect competency with their change framework and that this influences the quality of… (more)

Subjects/Keywords: Performance; Organizational change

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APA (6^th Edition):

Robertson, C. G. (2012). An investigation focusing on the creation and retention of competency through transformation. (Thesis). University of Johannesburg. Retrieved from http://hdl.handle.net/10210/6620

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Robertson, Charles Gordon. “An investigation focusing on the creation and retention of competency through transformation.” 2012. Thesis, University of Johannesburg. Accessed February 27, 2020. http://hdl.handle.net/10210/6620.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Robertson, Charles Gordon. “An investigation focusing on the creation and retention of competency through transformation.” 2012. Web. 27 Feb 2020.

Vancouver:

Robertson CG. An investigation focusing on the creation and retention of competency through transformation. [Internet] [Thesis]. University of Johannesburg; 2012. [cited 2020 Feb 27]. Available from: http://hdl.handle.net/10210/6620.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Robertson CG. An investigation focusing on the creation and retention of competency through transformation. [Thesis]. University of Johannesburg; 2012. Available from: http://hdl.handle.net/10210/6620

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

University of Johannesburg

17. Burger, Daniel Hendrik. The applicability of logotherapy as an organisation development intervention.

Degree: 2009, University of Johannesburg

URL: http://hdl.handle.net/10210/2541

►

D.Litt. et Phil.

The study investigated the relationship between resistance to–readiness for change and meaning seeking, and whether a logotherapy-based intervention – Logo-OD – would… (more)

▼

D.Litt. et Phil.

The study investigated the relationship between resistance to–readiness for change and meaning seeking, and whether a logotherapy-based intervention – Logo-OD – would impact on resistance to change. A quasi-experimental design and various statistical procedures were applied to test identified hypotheses. Of a survey population of 1 637 individuals, 193 and 76 respondents formed part of respectively the pre- and post-test samples. Whereas a significant relationship was established between said constructs, no significant effect of Logo-OD was observed. These results supported the primary conclusions emanating from the literature: the role of Logo-OD is one of a positive trigger event for organisational change. Whereas a prominent focus in both classic and contemporary literature is on the utilisation of the organisation’s human resources (HR) as a competitive advantage (see Barney, 1995; Cascio, 1998; Cook & Crossman, 2004; Drucker, 2002; Gratton, 2000; McGregor, 1960; O’Reilly & Pfeffer, 2000; Prahalad & Hamel, 1990; Richardson & Vanderberg, 2005; Schuler & Jackson, 1999; Schuler, Jackson & Storey, 2001), the need for organisations to adapt to increasingly turbulent changes has enjoyed similar attention (see Burnes, 2003, 2004; Cascio, 1995; Carnall, 2003; Chapman, 2002; Counsell, Tennant & Neailey, 2005; Hacker & Washington, 2004; Higgs, 2003; Johnson, 2004; Weber & Weber, 2001; Xavier, 2005). Alluded to here, is one of the greatest challenges faced by the modern organisation, namely that “human capital is fundamentally different from financial and technological capital” (Gratton, 1998, p. 13) as the realisation of human potential is dependent upon employees’ co-operation (Jackson & Schuler, 1999). However, organisational change “has left this resource severely wounded and the people themselves increasingly disenfranchised” (Morin, 1994, p. 53), thus threatening the very same employee commitment required to secure a competitive advantage. Subsequently, people constitute both “an essential factor” and “the biggest obstacles” to successful change (Smith, 2005a, p. 408, 2005b, p. 152). It is argued here that a central construct in determining individuals’ attitudes towards organisational change – albeit resistance to or readiness for change – is the meaning that they find in the organisational context.

Subjects/Keywords: Logotherapy; Organizational change

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APA (6^th Edition):

Burger, D. H. (2009). The applicability of logotherapy as an organisation development intervention. (Thesis). University of Johannesburg. Retrieved from http://hdl.handle.net/10210/2541

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Burger, Daniel Hendrik. “The applicability of logotherapy as an organisation development intervention.” 2009. Thesis, University of Johannesburg. Accessed February 27, 2020. http://hdl.handle.net/10210/2541.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Burger, Daniel Hendrik. “The applicability of logotherapy as an organisation development intervention.” 2009. Web. 27 Feb 2020.

Vancouver:

Burger DH. The applicability of logotherapy as an organisation development intervention. [Internet] [Thesis]. University of Johannesburg; 2009. [cited 2020 Feb 27]. Available from: http://hdl.handle.net/10210/2541.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Burger DH. The applicability of logotherapy as an organisation development intervention. [Thesis]. University of Johannesburg; 2009. Available from: http://hdl.handle.net/10210/2541

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Macquarie University

18. Sun, Kwai Yu Vivian. Transforming culture through social performance: a longitudinal case study of a professional firm in Great China using Jeffrey Alexander's cultural pragmatics framework.

Degree: 2014, Macquarie University

URL: http://hdl.handle.net/1959.14/1131927

►

Theoretical thesis.

"This thesis is presented for the degree of Doctorate of Business Administration (DBA)" – title page.

Bibliography: pages 283-296.

Chapter 1. Curtains up… (more)

▼

Theoretical thesis.

"This thesis is presented for the degree of Doctorate of Business Administration (DBA)" – title page.

Bibliography: pages 283-296.

Chapter 1. Curtains up - chorus of the drama of research – Chapter 2. Literature review – Chapter 3. Research methodology – Chapter 4. The breakthrough drama – Chapter 5. The challenge of script : re-fusing background representations with contingent performance – Chapter 6. The challenge of actors and audience – Chapter 7. The challenge of staging – Chapter 8. This is not the finale.

This thesis aims at generating new insights or guidelines for the better understanding and more effective management of cultural change in organisations. The thesis started with two questions: “what is required to facilitate successful cultural change in an organisation?”, and “how can we change culture when we are the culture?” In attempting to answer these questions, it draws on Jeffrey Alexander’s cultural pragmatic framework to guide a longitudinal study of a cultural change program in an international accounting firm in China. The research draws on the interpretivist research paradigm. It uses documentary analysis, semi-structured interviews and non-participant observation to reconstruct the organisation’s cultural webs and detail how they influence the interactive dynamics of sense-making, sense-giving and the reception to sense-giving.

As a basis for analysing the nature and effectiveness of cultural change as a social performance, the thesis draws on Jeffrey Alexander's view of performance as comprising of six key elements: systems of collective representation; actors; audiences; means of symbolic production; mise-en-scene; and social powers. In using this framework for understanding and evaluating performance success, the thesis provides the first application of cultural sociology's dramaturgical approach to the analysis of organisational change in a Chinese firm. It also provides a test and confirmation of the relevance of Alexander's cultural pragmatics framework for investigating cultural change in organisations. And, finally, it draws on and extends Alexander's framework in developing guidelines for how practitioners can more effectively manage cultural change - by viewing it as a social performance.

1 online resource (xii, 324 pages) colour illustrations

Subjects/Keywords: Organizational change – China

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APA (6^th Edition):

Sun, K. Y. V. (2014). Transforming culture through social performance: a longitudinal case study of a professional firm in Great China using Jeffrey Alexander's cultural pragmatics framework. (Thesis). Macquarie University. Retrieved from http://hdl.handle.net/1959.14/1131927

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Sun, Kwai Yu Vivian. “Transforming culture through social performance: a longitudinal case study of a professional firm in Great China using Jeffrey Alexander's cultural pragmatics framework.” 2014. Thesis, Macquarie University. Accessed February 27, 2020. http://hdl.handle.net/1959.14/1131927.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Sun, Kwai Yu Vivian. “Transforming culture through social performance: a longitudinal case study of a professional firm in Great China using Jeffrey Alexander's cultural pragmatics framework.” 2014. Web. 27 Feb 2020.

Vancouver:

Sun KYV. Transforming culture through social performance: a longitudinal case study of a professional firm in Great China using Jeffrey Alexander's cultural pragmatics framework. [Internet] [Thesis]. Macquarie University; 2014. [cited 2020 Feb 27]. Available from: http://hdl.handle.net/1959.14/1131927.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Sun KYV. Transforming culture through social performance: a longitudinal case study of a professional firm in Great China using Jeffrey Alexander's cultural pragmatics framework. [Thesis]. Macquarie University; 2014. Available from: http://hdl.handle.net/1959.14/1131927

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

University of Johannesburg

19. Jacobs, Charlene. The role of leadership in the management of change.

Degree: 2014, University of Johannesburg

URL: http://hdl.handle.net/10210/9769

►

M.Com. (Business Management)

"In the three short decades between now and the twenty first century, millions of ordinary, psychologically normal people will face an abrupt… (more)

Subjects/Keywords: Organizational change - Management; Organizational change - South Africa; Organizational change

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APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6^th Edition):

Jacobs, C. (2014). The role of leadership in the management of change. (Thesis). University of Johannesburg. Retrieved from http://hdl.handle.net/10210/9769

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Jacobs, Charlene. “The role of leadership in the management of change.” 2014. Thesis, University of Johannesburg. Accessed February 27, 2020. http://hdl.handle.net/10210/9769.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Jacobs, Charlene. “The role of leadership in the management of change.” 2014. Web. 27 Feb 2020.

Vancouver:

Jacobs C. The role of leadership in the management of change. [Internet] [Thesis]. University of Johannesburg; 2014. [cited 2020 Feb 27]. Available from: http://hdl.handle.net/10210/9769.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Jacobs C. The role of leadership in the management of change. [Thesis]. University of Johannesburg; 2014. Available from: http://hdl.handle.net/10210/9769

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Cape Peninsula University of Technology

20. Mgquba, Nolukhanyo. Factors influencing effectiveness of change management interventions in a selected petrochemical company in the Western Cape, South Africa .

Degree: 2017, Cape Peninsula University of Technology

URL: http://etd.cput.ac.za/handle/20.500.11838/2663

► Change 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… (more)

Subjects/Keywords: Organizational change; Organizational change – Management; Strategic planning; Organizational effectiveness

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APA (6^th Edition):

Mgquba, N. (2017). Factors influencing effectiveness of change management interventions in a selected petrochemical company in the Western Cape, South Africa . (Thesis). Cape Peninsula University of Technology. Retrieved from http://etd.cput.ac.za/handle/20.500.11838/2663

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Mgquba, Nolukhanyo. “Factors influencing effectiveness of change management interventions in a selected petrochemical company in the Western Cape, South Africa .” 2017. Thesis, Cape Peninsula University of Technology. Accessed February 27, 2020. http://etd.cput.ac.za/handle/20.500.11838/2663.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Mgquba, Nolukhanyo. “Factors influencing effectiveness of change management interventions in a selected petrochemical company in the Western Cape, South Africa .” 2017. Web. 27 Feb 2020.

Vancouver:

Mgquba N. Factors influencing effectiveness of change management interventions in a selected petrochemical company in the Western Cape, South Africa . [Internet] [Thesis]. Cape Peninsula University of Technology; 2017. [cited 2020 Feb 27]. Available from: http://etd.cput.ac.za/handle/20.500.11838/2663.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Mgquba N. 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. Available from: http://etd.cput.ac.za/handle/20.500.11838/2663

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

University of Saskatchewan

21. Kirk, Jacqueline Helen. Leaders’ transitions : experiences of four directors of education during school division restructuring in rural Saskatchewan.

Degree: 2009, University of Saskatchewan

URL: http://hdl.handle.net/10388/etd-09182009-101524

► The purpose of this study was to build an understanding of the transitional experiences of four Directors of Education who led school division restructuring initiatives… (more)

▼ The purpose of this study was to build an understanding of the transitional experiences of four Directors of Education who led school division restructuring initiatives in rural Saskatchewan. The data regarding the participants’ experiences were collected through participant observation, a survey, and a series of three interviews in which the participants were asked to describe their transitional experiences. Additionally, an interview with a member of the Restructuring Coordinating Committee and a process of document analysis provided further information about the restructuring initiative in which the Directors were involved. The conceptual framework for this study included the work of several researchers who had previously focused on transitions. It included the concept that transitions took place in three non-linear stages: the ending, the neutral zone, and the beginning. Additionally, the conceptual framework reflected the belief that transitions are influenced by the individual’s personal circumstances. This study added to the collective knowledge of change leadership as it chronicled the lived experiences of leaders who went through personal transitions while in the process of leading change and managing the transitions of employees within their organization. This study utilized a multiple case study design to explore the transitional experiences of educational leaders, charged with the task of leading organizational restructuring. Participants included four Directors of Education from rural Saskatchewan school divisions that were involved in the January 2006 provincial restructuring initiative. The data analysis resulted in three understandings: a) Variations in personal circumstances have a significant impact on the way that individuals experience transitions. b) Relationship building is a key component of the transition process. c) The leader must first negotiate interpersonal relationships and then focus on repatterning processes and building relationships within the organization. Advisors/Committee Members: Stelmach, Bonnie, Sackney, Larry, Carr-Stewart, Sheila, Pushor, Debbie, Cottrell, Michael, Bohac-Clarke, Veronika.

Subjects/Keywords: organizational restructuring; organizational change; change; amalgamation; change leadership

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APA (6^th Edition):

Kirk, J. H. (2009). Leaders’ transitions : experiences of four directors of education during school division restructuring in rural Saskatchewan. (Thesis). University of Saskatchewan. Retrieved from http://hdl.handle.net/10388/etd-09182009-101524

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Kirk, Jacqueline Helen. “Leaders’ transitions : experiences of four directors of education during school division restructuring in rural Saskatchewan.” 2009. Thesis, University of Saskatchewan. Accessed February 27, 2020. http://hdl.handle.net/10388/etd-09182009-101524.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Kirk, Jacqueline Helen. “Leaders’ transitions : experiences of four directors of education during school division restructuring in rural Saskatchewan.” 2009. Web. 27 Feb 2020.

Vancouver:

Kirk JH. Leaders’ transitions : experiences of four directors of education during school division restructuring in rural Saskatchewan. [Internet] [Thesis]. University of Saskatchewan; 2009. [cited 2020 Feb 27]. Available from: http://hdl.handle.net/10388/etd-09182009-101524.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Kirk JH. Leaders’ transitions : experiences of four directors of education during school division restructuring in rural Saskatchewan. [Thesis]. University of Saskatchewan; 2009. Available from: http://hdl.handle.net/10388/etd-09182009-101524

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Royal Roads University

22. Thiessen, Sheryl. Change readiness of laboratory leaders in the system-level organization .

Degree: 2020, Royal Roads University

URL: https://viurrspace.ca/handle/10613/23006

► Successful organizational change hinges on active engagement and endorsement by the change recipients. This research evaluated the change readiness of laboratory leaders from each of… (more)

Subjects/Keywords: change attributes; change readiness; laboratory leader; organizational change; organizational culture; trust

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APA (6^th Edition):

Thiessen, S. (2020). Change readiness of laboratory leaders in the system-level organization . (Thesis). Royal Roads University. Retrieved from https://viurrspace.ca/handle/10613/23006

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Thiessen, Sheryl. “Change readiness of laboratory leaders in the system-level organization .” 2020. Thesis, Royal Roads University. Accessed February 27, 2020. https://viurrspace.ca/handle/10613/23006.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Thiessen, Sheryl. “Change readiness of laboratory leaders in the system-level organization .” 2020. Web. 27 Feb 2020.

Vancouver:

Thiessen S. Change readiness of laboratory leaders in the system-level organization . [Internet] [Thesis]. Royal Roads University; 2020. [cited 2020 Feb 27]. Available from: https://viurrspace.ca/handle/10613/23006.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Thiessen S. Change readiness of laboratory leaders in the system-level organization . [Thesis]. Royal Roads University; 2020. Available from: https://viurrspace.ca/handle/10613/23006

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

University of KwaZulu-Natal

23. Mngxaso, Monwabisi H. Understanding strategic conversation as a tool for learning and change in organisations : a public sector perspective.

Degree: M.Com., Leadership and management, 2010, University of KwaZulu-Natal

URL: http://hdl.handle.net/10413/7317

► This dissertation has posed and answered the question whether strategic conversation can be used as a tool for facilitating learning and change in organisations, within… (more)

Subjects/Keywords: Leadership and management.; Organizational change.; Organizational learning.

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APA (6^th Edition):

Mngxaso, M. H. (2010). Understanding strategic conversation as a tool for learning and change in organisations : a public sector perspective. (Masters Thesis). University of KwaZulu-Natal. Retrieved from http://hdl.handle.net/10413/7317

Chicago Manual of Style (16^th Edition):

Mngxaso, Monwabisi H. “Understanding strategic conversation as a tool for learning and change in organisations : a public sector perspective.” 2010. Masters Thesis, University of KwaZulu-Natal. Accessed February 27, 2020. http://hdl.handle.net/10413/7317.

MLA Handbook (7^th Edition):

Mngxaso, Monwabisi H. “Understanding strategic conversation as a tool for learning and change in organisations : a public sector perspective.” 2010. Web. 27 Feb 2020.

Vancouver:

Mngxaso MH. Understanding strategic conversation as a tool for learning and change in organisations : a public sector perspective. [Internet] [Masters thesis]. University of KwaZulu-Natal; 2010. [cited 2020 Feb 27]. Available from: http://hdl.handle.net/10413/7317.

Council of Science Editors:

Mngxaso MH. Understanding strategic conversation as a tool for learning and change in organisations : a public sector perspective. [Masters Thesis]. University of KwaZulu-Natal; 2010. Available from: http://hdl.handle.net/10413/7317

Stellenbosch University

24. Chibisa, Allan Brian. Organisation, innovation and emergence.

Degree: MA, Information Science, 2018, Stellenbosch University

URL: http://hdl.handle.net/10019.1/103779

►

ENGLISH SUMMARY : Theories of organisational innovation incorporate many ideas derived from, or related to, complexity theory. This is what sets organisational theories focused on… (more)

▼

ENGLISH SUMMARY : Theories of organisational innovation incorporate many ideas derived from, or related to, complexity theory. This is what sets organisational theories focused on innovation apart from mainstream management theories focused on control and coordination. However, complexity theory is treated as an inspiration, rather than a significant consideration in these theories. The thesis is an inquiry into the relevance of one of the concepts from complexity theory, namely emergence, to our understanding of innovation in an organisational context. The question explored is how the notion of emergence explain aspects of innovation. Unfortunately, even in complexity theories relying on it, the concept of emergence is often not properly explained beyond a simple definition that the emergent1 “whole is more than the sum of its parts” and can therefore not be explained by reductionist means that only focus on the constituent parts. The introduction develops the problem by relating themes common to the phenomena of management, innovation, and organised complexity. Using selected theories, the chapter shows how ideas from complexity theory became adopted by organisation and management thinkers. Chapter 2 offers an overview of extant theories of innovation and distinguishes diverse types of innovation found in the organisational context. The following theories are reviewed: Dey's enablers of innovation, Holland's complex innovation process, Chesborough's open innovation concept, Weick's social creation, and a model of diffusion of innovation. It is demonstrated how these theories were inspired by and rely on ideas from complexity science. Chapter 3 turns to emergence, the concept at the heart of complexity theory. The chapter offers an overview of Emmeche, Køppe, and Stjernfelt's ontology of levels and their attempt to give substance to the concept of emergence. To relate these ideas to organisations, it is shown how emergence operates in Polanyi's Gestalt inspired theory of knowledge. Chapter 4 considers how selected themes from emergence relate to the innovation theories described in the thesis. Finally, in Chapter 5 three possible answers are offered about how emergence can help to understand organisational innovation. Emergence is a viewpoint of the full innovation process or it can indeed be a useful prescription for how to organise in order to innovate. It may offer a metaphor or analogy for part of the innovation process. It is concluded that emergence is a useful metaphor for the creative phase of the innovative process.

AFRIKAANSE OPSOMMING : Teorieë van organisatoriese innovasie bevat baie idees afkomstig van, of verwant aan, kompleksiteitsteorie. Dit is wat organisasie teorieë fokus op innovasie anders maak as die hoofstroombestuursteorieë wat op beheer en koördinasie fokus. Die kompleksiteitsteorie word egter as 'n inspirasie, eerder as 'n sentrale oorweging, in hierdie teorieë beskou. Die tesis is 'n ondersoek na die relevansie van een van die konsepte van kompleksiteitsteorie, naamlik ontvouing…

Advisors/Committee Members: Maasdorp, Christiaan Hendrik, Stellenbosch University. Faculty of Arts and Social Sciences. Dept. of Information Science..

Subjects/Keywords: Organizational innovation; Organizational change; Emergence; UCTD

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APA (6^th Edition):

Chibisa, A. B. (2018). Organisation, innovation and emergence. (Masters Thesis). Stellenbosch University. Retrieved from http://hdl.handle.net/10019.1/103779

Chicago Manual of Style (16^th Edition):

Chibisa, Allan Brian. “Organisation, innovation and emergence.” 2018. Masters Thesis, Stellenbosch University. Accessed February 27, 2020. http://hdl.handle.net/10019.1/103779.

MLA Handbook (7^th Edition):

Chibisa, Allan Brian. “Organisation, innovation and emergence.” 2018. Web. 27 Feb 2020.

Vancouver:

Chibisa AB. Organisation, innovation and emergence. [Internet] [Masters thesis]. Stellenbosch University; 2018. [cited 2020 Feb 27]. Available from: http://hdl.handle.net/10019.1/103779.

Council of Science Editors:

Chibisa AB. Organisation, innovation and emergence. [Masters Thesis]. Stellenbosch University; 2018. Available from: http://hdl.handle.net/10019.1/103779

University of Alberta

25. Smith, James D. The Antecedents and Consequences of Intercollegiate Athletic Association Change of Colleges and Universities in Canada and the United States.

Degree: PhD, Physical Education and Recreation, 2012, University of Alberta

URL: https://era.library.ualberta.ca/files/3b591929j

► The purpose of this dissertation is to identify and understand the consequences of organizational change. This change features the athletic departments of colleges and universities… (more)

▼ The purpose of this dissertation is to identify and understand the consequences of organizational change. This change features the athletic departments of colleges and universities within the National Association of Intercollegiate Athletics (NAIA), and the National Collegiate Athletic Association (NCAA) of the United States intercollegiate athletic system, in addition, to the Canadian Colleges Athletic Association (CCAA) and Canadian Interuniversity Sport (CIS). Antecedents and consequences of intercollegiate athletic organizations were achieved by collecting qualitative data from colleges and universities within Canada and the United States that moved from one intercollegiate athletic association to another (i.e., NAIA to NCAA). Organizational change theory, with respect to archetypes and organizational tracks (Hinings & Greenwood, 1988) directed the research questions, data collection, and data analysis. Data collection was shown in two ways, primarily through a qualitative process including interviews with key college and university sources. Secondarily, data was collected quantitatively using archival data to support the responses from interviews (Yin, 1994). The results of this dissertation uncovered benefits and future challenges facing universities and athletic departments undergoing organizational change to Canadian Interuniversity Sport and the National Collegiate Athletic Association. It was observed that the transitioning athletic associations was an overlooked process by athletic departments in the form of necessary resources (i.e., staffing and funding) and cultural considerations (i.e., values and beliefs of university). Results also showed reasons for leaving the NAIA were not to move toward the potential benefits of the NCAA, but to move away from the deteriorating NAIA. Contributions of this study add to the archetype and organizational track literature by introducing a ‘new’ track to the existing organizational change model discussed in this dissertation.

Subjects/Keywords: archetype; Intercollegiate athletics; organizational tracks; organizational change

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APA (6^th Edition):

Smith, J. D. (2012). The Antecedents and Consequences of Intercollegiate Athletic Association Change of Colleges and Universities in Canada and the United States. (Doctoral Dissertation). University of Alberta. Retrieved from https://era.library.ualberta.ca/files/3b591929j

Chicago Manual of Style (16^th Edition):

Smith, James D. “The Antecedents and Consequences of Intercollegiate Athletic Association Change of Colleges and Universities in Canada and the United States.” 2012. Doctoral Dissertation, University of Alberta. Accessed February 27, 2020. https://era.library.ualberta.ca/files/3b591929j.

MLA Handbook (7^th Edition):

Smith, James D. “The Antecedents and Consequences of Intercollegiate Athletic Association Change of Colleges and Universities in Canada and the United States.” 2012. Web. 27 Feb 2020.

Vancouver:

Smith JD. The Antecedents and Consequences of Intercollegiate Athletic Association Change of Colleges and Universities in Canada and the United States. [Internet] [Doctoral dissertation]. University of Alberta; 2012. [cited 2020 Feb 27]. Available from: https://era.library.ualberta.ca/files/3b591929j.

Council of Science Editors:

Smith JD. The Antecedents and Consequences of Intercollegiate Athletic Association Change of Colleges and Universities in Canada and the United States. [Doctoral Dissertation]. University of Alberta; 2012. Available from: https://era.library.ualberta.ca/files/3b591929j

Oregon State University

26. Hille, Joshua D. Towards a Conceptual Change Model to Support Organizational Change Efforts.

Degree: MS, Industrial Engineering, 2016, Oregon State University

URL: http://hdl.handle.net/1957/59298

► Many projects fail because employees and managers have different understandings of project "success" or "value". Other projects fail because managers are unable to effectively align… (more)

▼ Many projects fail because employees and managers have different understandings of project "success" or "value". Other projects fail because managers are unable to effectively align organizational values with those of their employees. This problem is widely understood, but there is little empirical research that specifies the nature and effect of this variation in the way managers and employees define project "success" and "value". This research provides empirical support for the assumed difference between managers and employee definitions of project "success" and "value". This research also proposes a novel approach to organizational change that harnesses empirical knowledge of the gap in project success definition to develop a strategy for organizational change that is based on changing individual mindset. This approach deviates from the current one-size-fits all, group-focused approach, in which over 70 percent of change projects result in failure. The objective of this thesis is twofold. First, definitions of successful organizational change projects are characterized by individuals at different levels of the Rasmussen Socio-technical Framework, and by individuals from academic and non-academic organizations. Second, an approach is developed for promoting individual conceptual change as a means to achieve self-sustaining improvements that propagate through the organization. Given the nascence of this work on achieving conceptual change as a means for organizational-level change, there is a need for a model that guides research and practice. Furthermore, there is a need to address other factors including metacognitive, motivational, and affective processes that are integral to facilitating conceptual change. Research findings identify key discrepancies between how individuals at different Rasmussen socio-technical levels define value in change projects as well as variations between individuals from academic and non-academic organizations. Furthermore, this thesis highlights the importance of ensuring both the human and technical aspects of a project are satisfied, as well as discussing the applicability of the proposed Conceptual Change Model to an organizational change project. Conclusions provide suggestions for managers and academic professionals to improve the success of organizational change projects. Advisors/Committee Members: Eseonu, Chinweike I. (advisor), Zhu, Xinhui (committee member).

Subjects/Keywords: Organizational transformation; Organizational change – Psychological aspects

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APA (6^th Edition):

Hille, J. D. (2016). Towards a Conceptual Change Model to Support Organizational Change Efforts. (Masters Thesis). Oregon State University. Retrieved from http://hdl.handle.net/1957/59298

Chicago Manual of Style (16^th Edition):

Hille, Joshua D. “Towards a Conceptual Change Model to Support Organizational Change Efforts.” 2016. Masters Thesis, Oregon State University. Accessed February 27, 2020. http://hdl.handle.net/1957/59298.

MLA Handbook (7^th Edition):

Hille, Joshua D. “Towards a Conceptual Change Model to Support Organizational Change Efforts.” 2016. Web. 27 Feb 2020.

Vancouver:

Hille JD. Towards a Conceptual Change Model to Support Organizational Change Efforts. [Internet] [Masters thesis]. Oregon State University; 2016. [cited 2020 Feb 27]. Available from: http://hdl.handle.net/1957/59298.

Council of Science Editors:

Hille JD. Towards a Conceptual Change Model to Support Organizational Change Efforts. [Masters Thesis]. Oregon State University; 2016. Available from: http://hdl.handle.net/1957/59298

Nelson Mandela Metropolitan University

27. Paul, Gary William. Strategies to create a post-merged organisational culture conducive to effective performance management.

Degree: PhD, Faculty of Business and Economics Sciences, 2011, Nelson Mandela Metropolitan University

URL: http://hdl.handle.net/10948/d1010857

► Mergers have been described as the most complex business process that an organisation can be faced with, requiring executives and other stakeholders to discharge the… (more)

▼ Mergers have been described as the most complex business process that an organisation can be faced with, requiring executives and other stakeholders to discharge the promise of a more successful merged organisation. However, several studies have highlighted the factors that led to the demise of the merged organisations. One of the often quoted and frequently blamed aspects related to merger failure has been the lack of effective post-merged organisational culture integration and alignment. Where mergers have been successful, it was attributed to a structured approach to integrating and aligning all aspects related to organisational culture thus ensuring the creation of a high performing organisation, conducive to effective performance management. The main research problem in this study centred around the identification of strategies that could be used to design an integrated model for creating a post-merged organisational culture which is conducive to effectively managing performance. To achieve this objective, the following approaches were adopted: A literature study was conducted with the view to identifying the challenges facing merged organisations in general and post-merged South African Higher Education institutions in particular. The researcher also conducted interviews with senior HR practitioner at the institutions participating in this study to gain insights into their experiences of performance within their merged institutions. The institutions involved in this study were Nelson Mandela Metropolitan University (NMMU), Cape Peninsula University of Technology (CPUT and Durban University of Technology (DUT). The insights gleaned from these interviews were incorporated into the survey questionnaire. The literature study also concerned itself with the identification of strategies that merged organisations could use in its pursuit of organisational culture alignment and integration. These strategies included conducting critical pre-merger assessments or due-diligence studies, adopting structured approaches to dealing with resistance to change, employee engagement, the design, implementation and communication of monitoring and evaluation of merger success measures as well as several other moderating variables referred to in figure 1.2. In terms of sub-problem six of the study, the findings of sub-problems one, two and five were used to develop an eight-step integrated theoretical model to create an organisational culture conducive to effective performance management in a post-merged environment. The model served as a basis for the design of a survey questionnaire. The questionnaire was used to ascertain the extent to which respondents from the three participating institutions (NMMU, CPUT and DUT), perceived the various strategies as being important in establishing a post-merged organisational culture conducive to effective performance management. The results that emerged from the empirical study showed a strong concurrence with the strategies identified in the literature study and included in the integrated… Advisors/Committee Members: Berry, D M Prof.

Subjects/Keywords: Corporate culture; Organizational change; Organizational effectiveness

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APA (6^th Edition):

Paul, G. W. (2011). Strategies to create a post-merged organisational culture conducive to effective performance management. (Doctoral Dissertation). Nelson Mandela Metropolitan University. Retrieved from http://hdl.handle.net/10948/d1010857

Chicago Manual of Style (16^th Edition):

Paul, Gary William. “Strategies to create a post-merged organisational culture conducive to effective performance management.” 2011. Doctoral Dissertation, Nelson Mandela Metropolitan University. Accessed February 27, 2020. http://hdl.handle.net/10948/d1010857.

MLA Handbook (7^th Edition):

Paul, Gary William. “Strategies to create a post-merged organisational culture conducive to effective performance management.” 2011. Web. 27 Feb 2020.

Vancouver:

Paul GW. Strategies to create a post-merged organisational culture conducive to effective performance management. [Internet] [Doctoral dissertation]. Nelson Mandela Metropolitan University; 2011. [cited 2020 Feb 27]. Available from: http://hdl.handle.net/10948/d1010857.

Council of Science Editors:

Paul GW. Strategies to create a post-merged organisational culture conducive to effective performance management. [Doctoral Dissertation]. Nelson Mandela Metropolitan University; 2011. Available from: http://hdl.handle.net/10948/d1010857

Brock University

28. Beal, Gordon. The role of leaders in building organizational learning capacity .

Degree: Department of Graduate and Undergraduate Studies in Education, 2011, Brock University

URL: http://hdl.handle.net/10464/3153

► In a world in which social, economic, and environmental circumstances are continuously evolving and increasingly complex, leaders face the challenging prospect of navigating their organizations… (more)

Subjects/Keywords: Organizational learning; Knowledge management; Organizational change

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APA (6^th Edition):

Beal, G. (2011). The role of leaders in building organizational learning capacity . (Thesis). Brock University. Retrieved from http://hdl.handle.net/10464/3153

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Chicago Manual of Style (16^th Edition):

Beal, Gordon. “The role of leaders in building organizational learning capacity .” 2011. Thesis, Brock University. Accessed February 27, 2020. http://hdl.handle.net/10464/3153.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

MLA Handbook (7^th Edition):

Beal, Gordon. “The role of leaders in building organizational learning capacity .” 2011. Web. 27 Feb 2020.

Vancouver:

Beal G. The role of leaders in building organizational learning capacity . [Internet] [Thesis]. Brock University; 2011. [cited 2020 Feb 27]. Available from: http://hdl.handle.net/10464/3153.

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

Council of Science Editors:

Beal G. The role of leaders in building organizational learning capacity . [Thesis]. Brock University; 2011. Available from: http://hdl.handle.net/10464/3153

Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation

University of Pretoria

29. Barker, Antony Ellis. The role of culture in post-merger performance.

Degree: Gordon Institute of Business Science (GIBS), 2013, University of Pretoria

URL: http://hdl.handle.net/2263/29335

► Mergers and acquisitions remain a popular means of corporate growth but the role played by organizational culture remains poorly understood. Badly executed cultural integration is… (more)

Subjects/Keywords: UCTD; Organizational culture; Change; Organizational learning; Merger

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APA (6^th Edition):

Barker, A. E. (2013). The role of culture in post-merger performance. (Masters Thesis). University of Pretoria. Retrieved from http://hdl.handle.net/2263/29335

Chicago Manual of Style (16^th Edition):

Barker, Antony Ellis. “The role of culture in post-merger performance.” 2013. Masters Thesis, University of Pretoria. Accessed February 27, 2020. http://hdl.handle.net/2263/29335.

MLA Handbook (7^th Edition):

Barker, Antony Ellis. “The role of culture in post-merger performance.” 2013. Web. 27 Feb 2020.

Vancouver:

Barker AE. The role of culture in post-merger performance. [Internet] [Masters thesis]. University of Pretoria; 2013. [cited 2020 Feb 27]. Available from: http://hdl.handle.net/2263/29335.

Council of Science Editors:

Barker AE. The role of culture in post-merger performance. [Masters Thesis]. University of Pretoria; 2013. Available from: http://hdl.handle.net/2263/29335

University of Pretoria

30. Bodika, Ndimi. Disrupting growth with organisational ambidexterity : GE and the global growth organisation.

Degree: MBA, Gordon Institute of Business Science (GIBS), 2014, University of Pretoria

URL: http://hdl.handle.net/2263/43980

► This research aimed to investigate how GE developed an organisational ambidexterity capability to significantly accelerate its growth in emerging markets. Dissatisfied with its growth in… (more)

Subjects/Keywords: UCTD; Organizational change; Qualitative research; Organizational learning

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APA (6^th Edition):

Bodika, N. (2014). Disrupting growth with organisational ambidexterity : GE and the global growth organisation. (Masters Thesis). University of Pretoria. Retrieved from http://hdl.handle.net/2263/43980

Chicago Manual of Style (16^th Edition):

Bodika, Ndimi. “Disrupting growth with organisational ambidexterity : GE and the global growth organisation.” 2014. Masters Thesis, University of Pretoria. Accessed February 27, 2020. http://hdl.handle.net/2263/43980.

MLA Handbook (7^th Edition):

Bodika, Ndimi. “Disrupting growth with organisational ambidexterity : GE and the global growth organisation.” 2014. Web. 27 Feb 2020.

Vancouver:

Bodika N. Disrupting growth with organisational ambidexterity : GE and the global growth organisation. [Internet] [Masters thesis]. University of Pretoria; 2014. [cited 2020 Feb 27]. Available from: http://hdl.handle.net/2263/43980.

Council of Science Editors:

Bodika N. Disrupting growth with organisational ambidexterity : GE and the global growth organisation. [Masters Thesis]. University of Pretoria; 2014. Available from: http://hdl.handle.net/2263/43980

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