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...
| Autor Principal: | Humberto, Álvarez |
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| Otros Autores: | Dr. Thomas J. Crowe |
| Formato: | Tesis |
| Idioma: | Inglés |
| Publicado: |
2018
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| Acceso en línea: |
http://ridda2.utp.ac.pa/handle/123456789/5102 |
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RepoUTP5102 |
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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 |
| 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_ |
1796210128643424256 |
| score |
12.041648 |