Matching Items (3)
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- All Subjects: Organizational change
- Creators: Badger, William
- Creators: Lines, Brian
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 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
Description
Within the vast area of study in Organizational Change lays the industrial application of Change Management, which includes the understanding of both resisters and facilitators to organizational change. This dissertation presents an approach of gauging levels of change as it relates to both external and internal organization factors. The arena of such a test is given through the introduction of the same initiative change model, which attempts to improve transparency and accountability, across six different organizations where the varying results of change are measured. The change model itself consists of an interdisciplinary approach which emphasizes education of advanced organizational measurement techniques as fundamental drivers of converging change. The observations are documented in the real-time observed cased studies of six organizations as they progressed through the change process. This research also introduces a scaled metric for determining preliminary levels of change and endeavors to test both internal and external, or environmental, factors of change. A key contribution to the work is the analysis between both observed and surveyed data where a grounded theory analysis is used to help answer the question of what are factors of change in organizations. This work is considered to be foundational in real-time observational studies but has a promise for future additional contributions which would further elaborate on the phenomenon of prescribed organizational change.
ContributorsStone, Brian (Author) / Sullivan, Kenneth T. (Thesis advisor) / Verdini, William (Committee member) / Badger, William (Committee member) / Arizona State University (Publisher)
Created2012
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 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