MARC 主機 00000nam  2200361   4500 
001    AAI3269581 
005    20080929145307.5 
008    080929s2007    ||||||||||||||||| ||eng d 
020    9780549088448 
035    (UMI)AAI3269581 
040    UMI|cUMI 
100 1  Malone, Sarah A 
245 10 Creating organizational capacity for continuous and 
       adaptive change 
300    119 p 
500    Source: Dissertation Abstracts International, Volume: 68-
       06, Section: A, page: 2678 
500    Adviser:  Peter F. Sorensen 
502    Thesis (Ph.D.)--Benedictine University, 2007 
520    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 
520    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 
520    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 
520    Key words. continuous and adaptive change, planned change,
       non-linear change, episodic change, appreciative inquiry, 
       global organizational development, complex social systems,
590    School code: 1333 
590    DDC 
650  4 Business Administration, Management 
650  4 Sociology, Organizational 
690    0454 
690    0703 
710 2  Benedictine University 
773 0  |tDissertation Abstracts International|g68-06A 
856 40 |u