Reproduction de : Thèse de doctorat : Sciences économiques : Lyon 2 : 2005. / Titre provenant de l'écran-titre. Bibliogr.

Thesis (M.A.)--University of North Texas, May, 2009. / Title from title page display. Includes bibliographical references.

Thesis (D. Min.)--Gordon-Conwell Theological Seminary, South Hamilton, Mass., 2000. / Abstract and vita. Includes bibliographical references.

No abstract available. / Thesis (M.B.A.)-University of KwaZulu-Natal, Pietermaritzburg, 2006.

Thesis (M Ed (Human Resource Studies)) -- University of South Australia, 1992

Zugl.: Leipzig, Universiẗat, Magisterarbeit, 2007.

Zugl.: Diss. Univ. Sankt Gallen, 2005.

Communication is inextricably linked with the process of organisational change (Lewis, 1999). However, managers report that communication of organisational change is challenging, particularly with the advent of continuously changing organisations (Buchanan, Claydon & Doyle, 1999). Continuously changing organisations are those that seek to be more flexible, more innovative and more responsive to the dynamic external environment. One of the problems associated with continuous change is the resultant impact of successive downsizings, re-engineering efforts and culture changes on employee receptivity to change. Despite the unquestioning adoption of continuous change efforts (Zorn, Christensen, & Cheney, 1999) there is a paucity of research on communication during this type of change. This thesis addresses this knowledge gap by situating the research within a continuous change context. The primary research question is 'how do change communication models impact on employee receptivity to change within a continuous change context', and this question considers issues pertaining to how accurately previous change communication models reflect and explain what occurs within change processes. This topic is examined within two case-study organisations through the use of multiple methods. The analysis occurs through an interpretive framework and utilises Langley's (1999) alternate templates as a strategy to manage the process based research. A model of change communication during continuous change is presented, with the central constructs of the model being monologic change communication, dialogic change communication and the background talk of change. Further, Van de Ven and Poole's (1995) Process Theories of Change are extended to consider the sequencing of the three constructs. The findings suggest that the sequencing of the dominant change communication models is informed by an alignment of individual communication competences and change communication expectations.

Introduction: This thesis proposes new ways to think about change, a much discussed yet under-defined concept within organisational studies. The vast majority of existing work focuses on processes of organisational change, i.e. the management of change, whilst a small minority considers change in organisations, offering theories of change at the individual level. This study aimed to reverse the established research order by exploring individual interpretations of experiences of change at work to enrich and inform our understandings and indicate further and alternate areas for study. Methods: A Foucauldian theoretical lens was utilised to consider how ideas about change in the workplace have been constructed over time and why we think about change the way we do. A mixed methods approach was utilised. Bibliometric analysis and meta-narrative review were used to explore the development of the concept of change within organisational studies. A qualitative study was then conducted within the United Kingdom Ministry of Defence and National Health Service in England as organisations generally acknowledged to have undergone sustained, significant change over time. In-depth interviews (n=40) were conducted together with documentary analysis of materials volunteered by participants in order to investigate what individuals mean by change, how they distinguish between change and that which remains relatively constant (i.e. between change and stability), and how relationships are affected by change in organisations. These data were analysed using deductive and inductive analytical frameworks. A reflexive approach was adopted throughout data collection and analysis. How these insights might inform further research into change in organisations was then discussed in the context of related literature. Results: Six themes emerged from the investigation, namely: i) uncertainty at work; ii) progress and change; iii) dissonance and division; iv) definitions and boundaries; v) risks and vulnerabilities; vi) the role of stability. Participants described an organisational context dominated by change, most particularly frequent, imposed changes involving re-structuring and job moves. Change was seen to have created divisions between employees and the organisation, their colleagues and their sense of self, highlighting dissonance between personal/ professional and organisational values. Change was seen to go beyond the boundaries of the organisation into social and intimate worlds beyond work. Accounts of change included vulnerabilities for the organisation (e.g. reduced performance and employee dis-identification) and for individuals (e.g. employees’ well-being and the potential for discrimination). In contrast, stability was a neglected but important consideration for participants. Conclusion: This study suggests the normalisation of change as an everyday undertaking at work, contributing to individual and organisational uncertainty and vulnerability. This indicates not only a need to more clearly define change as a subject for study, but also a lack of consideration of stability as a source of certainty and balance. The use of change as a mechanism of control has contributed to a growth of managerialism and individualism and there is a need to better understand the troublesome effects of imposed change and its associated risks within and beyond the organisation. Conversely, the dynamic effects of organic change may offer significant benefits in allowing the organisation to adapt in accord with the wider environment.

Aim: The aim of this study is to gain deep understanding on how organizational changes are managed and implemented in small firms.   Method: The data for this study is collected by doing an extensive literature study and by conducting semi-structured face-to-face interviews with respondents from one single case company. This data was then sorted by topic and analyzed accordingly. The management’s perspective is presented by statements and quotes and the employee’s perspective is presented in summarized essay form.    Result & Conclusions: The study showed that change is an ever-present future of the small firm business environment and must be seen as an ongoing process. Firms have to take a thorough approach when implementing change, where gaining enough support for a change initiative is essential for its success.  Suggestions for future research: Since this study is only focused on a single case, the suggested framework needs more validation. Also the author recommends further research on the topic of change implementation at small firms in general.  Contribution of the thesis: More case studies are needed to further validate the research outcomes since this study was a first attempt to discover the field of change implementation in small organizations.