A diagnostic investigation and a corrective model for implementing change in response to innovation

Organizational change can be described as a series of activities oriented towards modifying behaviors and structures within the organization. These series of activities are interconnected internally and externally and are affected by human, operational and environmental factors that dynamically infl...

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Main Author: Humberto, Álvarez
Other Authors: Dr. Thomas J. Crowe
Format: Tesis de doctorado
Language: Inglés
Published: 2018
Subjects:
Online Access: http://ridda2.utp.ac.pa/handle/123456789/5102
id RepoUTP5102
recordtype dspace
spelling RepoUTP51022021-06-18T13:53:55Z A diagnostic investigation and a corrective model for implementing change in response to innovation Humberto, Álvarez Humberto, Álvarez Dr. Thomas J. Crowe Dr. José L. Zayas-Castro iagnostic investigation corrective model implementing innovation Organizational change can be described as a series of activities oriented towards modifying behaviors and structures within the organization. These series of activities are interconnected internally and externally and are affected by human, operational and environmental factors that dynamically influence decisions and processes in the organization. There has been a significant amount of work in organizational change, using both behavioral and systemic approaches. Moreover it has been argued that research in change processes should include also the dynamic relationship between change processes and outcomes to detect how organizational change context, processes and the pace of change affect performance outcomes. Despite the amount of research, there is a need for more profound studies exploring the contexts, content, and processes involved in a change initiative. This research proposes a model to help organizations implement change initiatives with an increased likelihood of success. The Influence Model for Organizational Change – IMOC - was developed with the hope of better demonstrating the dynamics that take place in the organization by using a systems engineering view. As an exercise to verify the relationships that govern IMOC a systems dynamic simulation model was partially developed. The dynamic simulation confirmed the impact of variables such as employees’ and management participation, environment and delay in implementing policies on the level of resistance to change existing in the organization. Organizational change can be described as a series of activities oriented towards modifying behaviors and structures within the organization. These series of activities are interconnected internally and externally and are affected by human, operational and environmental factors that dynamically influence decisions and processes in the organization. There has been a significant amount of work in organizational change, using both behavioral and systemic approaches. Moreover it has been argued that research in change processes should include also the dynamic relationship between change processes and outcomes to detect how organizational change context, processes and the pace of change affect performance outcomes. Despite the amount of research, there is a need for more profound studies exploring the contexts, content, and processes involved in a change initiative. This research proposes a model to help organizations implement change initiatives with an increased likelihood of success. The Influence Model for Organizational Change – IMOC - was developed with the hope of better demonstrating the dynamics that take place in the organization by using a systems engineering view. As an exercise to verify the relationships that govern IMOC a systems dynamic simulation model was partially developed. The dynamic simulation confirmed the impact of variables such as employees’ and management participation, environment and delay in implementing policies on the level of resistance to change existing in the organization. 2018-07-24T20:39:32Z 2018-07-24T20:39:32Z 2002-12-01 info:eu-repo/semantics/doctoralThesis info:eu-repo/semantics/publishedVersion http://ridda2.utp.ac.pa/handle/123456789/5102 eng info:eu-repo/semantics/openAccess https://creativecommons.org/licenses/by-nc-sa/4.0/ application/pdf application/pdf
institution Universidad Tecnológica de Panamá
collection Repositorio UTP – Ridda2
language Inglés
topic iagnostic investigation
corrective model
implementing
innovation
spellingShingle iagnostic investigation
corrective model
implementing
innovation
Humberto, Álvarez
Humberto, Álvarez
A diagnostic investigation and a corrective model for implementing change in response to innovation
description Organizational change can be described as a series of activities oriented towards modifying behaviors and structures within the organization. These series of activities are interconnected internally and externally and are affected by human, operational and environmental factors that dynamically influence decisions and processes in the organization. There has been a significant amount of work in organizational change, using both behavioral and systemic approaches. Moreover it has been argued that research in change processes should include also the dynamic relationship between change processes and outcomes to detect how organizational change context, processes and the pace of change affect performance outcomes. Despite the amount of research, there is a need for more profound studies exploring the contexts, content, and processes involved in a change initiative. This research proposes a model to help organizations implement change initiatives with an increased likelihood of success. The Influence Model for Organizational Change – IMOC - was developed with the hope of better demonstrating the dynamics that take place in the organization by using a systems engineering view. As an exercise to verify the relationships that govern IMOC a systems dynamic simulation model was partially developed. The dynamic simulation confirmed the impact of variables such as employees’ and management participation, environment and delay in implementing policies on the level of resistance to change existing in the organization.
author2 Dr. Thomas J. Crowe
format Tesis de doctorado
author Humberto, Álvarez
Humberto, Álvarez
author_sort Humberto, Álvarez
title A diagnostic investigation and a corrective model for implementing change in response to innovation
title_short A diagnostic investigation and a corrective model for implementing change in response to innovation
title_full A diagnostic investigation and a corrective model for implementing change in response to innovation
title_fullStr A diagnostic investigation and a corrective model for implementing change in response to innovation
title_full_unstemmed A diagnostic investigation and a corrective model for implementing change in response to innovation
title_sort diagnostic investigation and a corrective model for implementing change in response to innovation
publishDate 2018
url http://ridda2.utp.ac.pa/handle/123456789/5102
_version_ 1718773734601392128
score 12.010895