作者 Malone, Sarah A
書名 Creating organizational capacity for continuous and adaptive change
國際標準書號 9780549088448
book jacket
說明 119 p
附註 Source: Dissertation Abstracts International, Volume: 68-06, Section: A, page: 2678
Adviser: Peter F. Sorensen
Thesis (Ph.D.)--Benedictine University, 2007
Today's global business environment is dynamic and highly uncertain. To become and remain viable, organizations must successfully respond to constantly morphing environmental conditions. An organization's response to continuously changing environmental conditions can no longer be occasional, planned change events designed to respond to what is viewed as episodic change. Organizations must have the capacity for continuous and adaptive organizational change. The capacity for continuous and adaptive organizational change (CAOC) is now an essential organizational competency
Currently, organizational change is studied and practiced, by and large, within the context of an in-step, linear paradigm that assumes change is achieved with a relatively fixed set of circumstances and within a relatively fixed timeframe. This study proposes a non-static, dimensional and adaptive theoretical framework for the study and practice of organizational change. This research was an emergent design, grounded theory study conducted in two phases. An appreciative inquiry responsive interview protocol was used. A total of 20 U.S. and global organizational development practitioners, scholars, and leaders participated in the research. Phase I of the study resulted in (a) defining organizational change sustainability as continuous, anticipative, and adaptive movement (thinking and action) taken by organizational members to achieve a desired future; (b) identifying the nine dimensions of CAOC (leadership, environmental savvy, learning/teaching, mobilization, systems, focus, values congruence, beliefs, and will (exercising choice); and, (c) defining CAOC as a complex social system embodying six defining characteristics: non-linearity, multi-dimension, adaptive capacity, maximized velocity, diametrical forces of chaos and order, and relational dependency
Phase I of this study concludes that advancement of knowledge and practice of organizational change will come through non-traditional theoretical frameworks that enable the study of non-linear, dimensional organizational change. Phase II of this study compared U.S. and global perspectives related to CAOC. Phase II comparative analysis results reveal strong convergence between U.S. and global experiences and perspectives related to continuous and adaptive organizational change
Key words. continuous and adaptive change, planned change, non-linear change, episodic change, appreciative inquiry, global organizational development, complex social systems, chaos
School code: 1333
DDC
Host Item Dissertation Abstracts International 68-06A
主題 Business Administration, Management
Sociology, Organizational
0454
0703
Alt Author Benedictine University