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Description
Owner organizations in the architecture, engineering, and construction (AEC) industry are presented with a wide variety of project delivery approaches. Implementation of these approaches, while enticing due to their potential to save money, reduce schedule delays, or improve quality, is extremely difficult to accomplish and requires a concerted change management

Owner organizations in the architecture, engineering, and construction (AEC) industry are presented with a wide variety of project delivery approaches. Implementation of these approaches, while enticing due to their potential to save money, reduce schedule delays, or improve quality, is extremely difficult to accomplish and requires a concerted change management effort. Research in the field of organizational behavior cautions that perhaps more than half of all organizational change efforts fail to accomplish their intended objectives. This study utilizes an action research approach to analyze change message delivery within owner organizations, model owner project team readiness and adoption of change, and identify the most frequently encountered types of resistance from lead project members. The analysis methodology included Spearman's rank order correlation, variable selection testing via three methods of hierarchical linear regression, relative weight analysis, and one-way ANOVA. Key findings from this study include recommendations for communicating the change message within owner organizations, empirical validation of critical predictors for change readiness and change adoption among project teams, and identification of the most frequently encountered resistive behaviors within change implementation in the AEC industry. A key contribution of this research is the recommendation of change management strategies for use by change practitioners.
ContributorsLines, Brian (Author) / Sullivan, Kenneth (Thesis advisor) / Wiezel, Avi (Committee member) / Badger, William (Committee member) / Arizona State University (Publisher)
Created2014
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Description
As global competition continues to grow more disruptive, organizational change is an ever-present reality that affects companies in all industries at both the operational and strategic level. Organizational change capabilities have become a necessary aspect of existence for organizations in all industries worldwide. Research suggests that more than half of

As global competition continues to grow more disruptive, organizational change is an ever-present reality that affects companies in all industries at both the operational and strategic level. Organizational change capabilities have become a necessary aspect of existence for organizations in all industries worldwide. Research suggests that more than half of all organizational change efforts fail to achieve their original intended results, with some studies quoting failure rates as high as 70 percent. Exasperating this problem is the fact that no single change methodology has been universally accepted. This thesis examines two aspect of organizational change: the implementation of tactical and strategic initiatives, primarily focusing on successful tactical implementation techniques. This research proposed that tactical issues typically dominate the focus of change agents and recipients alike, often to the detriment of strategic level initiatives that are vital to the overall value and success of the organizational change effort. The Delphi method was employed to develop a tool to facilitate the initial implementation of organizational change such that tactical barriers were minimized and available resources for strategic initiatives were maximized. Feedback from two expert groups of change agents and change facilitators was solicited to develop the tool and evaluate its impact. Preliminary pilot testing of the tool confirmed the proposal and successfully served to minimize tactical barriers to organizational change.
ContributorsLines, Brian (Author) / Sullivan, Kenneth T. (Thesis advisor) / Badger, William (Committee member) / Kashiwagi, Dean (Committee member) / Arizona State University (Publisher)
Created2011
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Description
The Partition of Variance (POV) method is a simplistic way to identify large sources of variation in manufacturing systems. This method identifies the variance by estimating the variance of the means (between variance) and the means of the variance (within variance). The project shows that the method correctly identifies the

The Partition of Variance (POV) method is a simplistic way to identify large sources of variation in manufacturing systems. This method identifies the variance by estimating the variance of the means (between variance) and the means of the variance (within variance). The project shows that the method correctly identifies the variance source when compared to the ANOVA method. Although the variance estimators deteriorate when varying degrees of non-normality is introduced through simulation; however, the POV method is shown to be a more stable measure of variance in the aggregate. The POV method also provides non-negative, stable estimates for interaction when compared to the ANOVA method. The POV method is shown to be more stable, particularly in low sample size situations. Based on these findings, it is suggested that the POV is not a replacement for more complex analysis methods, but rather, a supplement to them. POV is ideal for preliminary analysis due to the ease of implementation, the simplicity of interpretation, and the lack of dependency on statistical analysis packages or statistical knowledge.
ContributorsLittle, David John (Author) / Borror, Connie (Thesis advisor) / Montgomery, Douglas C. (Committee member) / Broatch, Jennifer (Committee member) / Arizona State University (Publisher)
Created2015