عنوان
پدید آورنده
موضوع
رده
کتابخانه
محل استقرار
NATIONAL BIBLIOGRAPHY NUMBER
Number
T659
LANGUAGE OF THE ITEM
.Language of Text, Soundtrack etc
انگلیسی
TITLE AND STATEMENT OF RESPONSIBILITY
Title Proper
Exploring transformative organizational change through the social constructs of leadership, culture, and learning
General Material Designation
[Thesis]
Subsequent Statement of Responsibility
;supervisor: Harris, Marilyn E.
.PUBLICATION, DISTRIBUTION, ETC
Name of Publisher, Distributor, etc.
Capella University: United States -- Minnesota
Date of Publication, Distribution, etc.
: 2012
PHYSICAL DESCRIPTION
Specific Material Designation and Extent of Item
151 Pages
DISSERTATION (THESIS) NOTE
Dissertation or thesis details and type of degree
Ph.D.
SUMMARY OR ABSTRACT
Text of Note
This study focused on the phenomenon of organizational change and the effect culture, learning, leadership, and globalization has on transformative organizational change when organizations are addressing how to respond to prevailing societal changes in more comprehensive and effective ways that promote organizational sustainability. The research utilized a qualitative methodology and phenomenological approach in an interview setting to study the organizational change experiences of 20 adult workers in a community-based human services organization. Four dominant themes surfaced during the course of the interviews. The dominant themes were staffing, funding, communications, and training and development. Even though each theme was broached in response to a specific interview question, they were intertwined in participants' perspective on organizational change. It was asserted that the organizational changes experienced by the study participants were driven by social, cultural, and political factors external to the organization but the effects were expressed in the contexts of how the phenomena circumscribed their personal lives. The implications of these findings accentuate the need for organizations to adapt to environmental changes by leading from the emerging future. Meaning, organizations cannot allow themselves to become bystanders in their own existence by reacting to the future only after the future becomes the present. To create successful sustainable change requires focus on an organization's culture and to sustain transformative organizational change organizations must deal with the values and assumptions that drive organizational behavior and be willing to alter the direction, vision, and values that underlie the beliefs and mental models of the organization's members. The results of this study indicate that leadership, culture, and learning are valid constructs for transformative organizational change. The results of this research add to the research-practitioner body of knowledge and provide a framework for sustainable transformative organizational change.
TOPICAL NAME USED AS SUBJECT
Management
Sustainability
Organizational behavior
UNCONTROLLED SUBJECT TERMS
Subject Term
Social sciences
Subject Term
Culture
Subject Term
Globalization
Subject Term
Leadership
Subject Term
Organizational change
Subject Term
Organizational learning
Subject Term
Transformative organizational change
Subject Term
Transformation
PERSONAL NAME - PRIMARY RESPONSIBILITY
Brown, Shelia A.
PERSONAL NAME - SECONDARY RESPONSIBILITY
Harris, Marilyn E., supervisor
ELECTRONIC LOCATION AND ACCESS
Date and Hour of Consultation and Access
TL659.pdf
Link text
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TL
254359
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