Exploring transformative organizational change through the social constructs of leadership, culture, and learning

by Brown, Shelia A., Ph.D., CAPELLA UNIVERSITY, 2012, 150 pages; 3524080

Abstract:

This study focused on the phenomenon of organizational change and the effect culture, learning, leadership, and globalization has on transformative organizational change when organizations are addressing how to respond to prevailing societal changes in more comprehensive and effective ways that promote organizational sustainability. The research utilized a qualitative methodology and phenomenological approach in an interview setting to study the organizational change experiences of 20 adult workers in a community-based human services organization. Four dominant themes surfaced during the course of the interviews. The dominant themes were staffing, funding, communications, and training and development. Even though each theme was broached in response to a specific interview question, they were intertwined in participants' perspective on organizational change. It was asserted that the organizational changes experienced by the study participants were driven by social, cultural, and political factors external to the organization but the effects were expressed in the contexts of how the phenomena circumscribed their personal lives. The implications of these findings accentuate the need for organizations to adapt to environmental changes by leading from the emerging future. Meaning, organizations cannot allow themselves to become bystanders in their own existence by reacting to the future only after the future becomes the present. To create successful sustainable change requires focus on an organization's culture and to sustain transformative organizational change organizations must deal with the values and assumptions that drive organizational behavior and be willing to alter the direction, vision, and values that underlie the beliefs and mental models of the organization's members. The results of this study indicate that leadership, culture, and learning are valid constructs for transformative organizational change. The results of this research add to the research-practitioner body of knowledge and provide a framework for sustainable transformative organizational change.

AdviserMarilyn E. Harris
SchoolCAPELLA UNIVERSITY
Source TypeDissertation
SubjectsManagement; Sustainability; Organizational behavior
Publication Number3524080

About ProQuest Dissertations & Theses
With nearly 4 million records, the ProQuest Dissertations & Theses (PQDT) Global database is the most comprehensive collection of dissertations and theses in the world. It is the database of record for graduate research.

PQDT Global combines content from a range of the world's premier universities - from the Ivy League to the Russell Group. Of the nearly 4 million graduate works included in the database, ProQuest offers more than 2.5 million in full text formats. Of those, over 1.7 million are available in PDF format. More than 90,000 dissertations and theses are added to the database each year.

If you have questions, please feel free to visit the ProQuest Web site - http://www.proquest.com - or contact ProQuest Support.