Cette thèse porte sur la conduite du changement réalisé dans le cadre du passage à la TV numérique. Cette transition est un sujet complexe qui possède plusieurs dimensions : technique, règlementaire, économique, d’usage. Nous nous sommes particulièrement intéressés à la façon dont l’état pouvait mettre en place une stratégie de communication pour conduire ce changement à l’échelle d’une nation. Ce travail a été réalisé dans une perspective interculturelle et comparative. Il s’appuie tout d’abord sur un travail de terrain mené en France. Nos travaux interrogent sur la transposition possible de ces résultats au cas du Brésil. Pour répondre à cette question nous avons mis en œuvre un pluralisme méthodologique. Nous avons d’une part réalisé des entretiens auprès de différentes parties prenantes du processus du passage au numérique (usagers ; chercheurs ; professionnels ; experts). Nous avons également conditionné une étude sémio-pragmatique sur la campagne de spots TV « tous au numérique ! » réalisée en France. / This thesis focuses on changes made during the transition to digital TV. This transition is a complex subject that has several dimensions: technical, legal, economic, uses. We are particularly interested in how the state could implement a communication strategy to drive this change at the scale of a nation. This work was carried out in an intercultural and comparative perspective. It first based on a work conducted in France. Our work questions the possible transposition of these results to a Brazilian perspective. To answer this question we have implemented a methodological pluralism. We first have conducted interviews with various stakeholders in the switchover process (users, researchers, professionals, experts). We also did a semio-pragmatic study of the TV advert campaign "Tous au Numérique!" Made in France

A existência de alterações no produto ao longo de sua vida é um fato inevitável. A efetiva gestão dessas mudanças, diante da atual competitividade do mercado, torna-se uma necessidade. O conhecimento dos aspectos relevantes para a gestão do processo de mudança de engenharia permite a obtenção de melhores resultados. Este trabalho procurou caracterizar o processo de mudança de engenharia, analisando suas dimensões, seus aspectos e práticas de gestão. As discussões são embasadas por uma detalhada revisão da literatura e o estudo de três casos práticos em empresas de manufatura. Tratando-se de uma pesquisa aplicada, os resultados deste trabalho podem ser utilizadas como referência para as empresas que buscam uma efetiva gestão das mudanças ao longo do ciclo de vida do produto. / The existence of modification in the product along its life cycle is an inevitable fact. The effective management of the changes becomes a necessity, considering the current market competitiveness. The correct understanding about the important aspects of the engineering change process management allows the companies obtain superior results. This research aims at to characterize the process of engineering change, analyzing its dimensions, its aspects and management practices. The discussions are based on a detailed literature review and on the study of three practical cases in manufacturing companies. As an applied research, the results can be used as a reference for the companies looking for an effective engineering change management system along the product life cycle.

The purpose of this case study was to examine teachers’ perceptions of what factors are most influential to the successful integration of technology. In the Junior High with the highest technology usage in a preexisting statewide technology initiative, data were collected from six teachers and one administrator through interviews and observations. Teachers primarily highlighted factors related to support and product functionality as influential. This study also examines factors such as change management, learning environment, and student motivation to understand the relationship of these factors to teacher perceptions of factors that influence technology integration. Though many influential factors emerged that all seemed highly interrelated, the most common theme that emerged across all factors was that letting teachers show each other how to use the technology to make life easier and improve learning for students may result in higher levels of technology integration.

Change management (CM) and organizational development are mature industries with decades of research and development. Yet, failure rates stated for organizational change initiatives remain high at 70%. This failure rate suggests that 30% of change initiatives were successful, but no reports of these successes were found in the literature. The overarching question considered the experiences of change leaders of successful CM initiatives. The conceptual framework for this research consisted of change models defined by Burke, Kotter, Schein, and others. The primary purpose of this study was to identify the strategies used by successful change leaders. 10 phone interviews with senior employee change leaders in education, pharmaceuticals, and industrial manufacturing companies across the United States provided the data for this empirical phenomenological study. Data were collected using open, conversational interviews. A modified van Kaam method was used to analyze the data. The most important themes identified were collaborative leadership and open communication. The results indicated how these strategies were used without relying on the literature to guide them. Leaders relied on intuition and independently, aligned to aspects suggested by the framework authors, but differed in their applications. Using the results of this study may improve the implementation of change projects and success rates, thus reducing organizational costs and improving organizational performance. This may have a positive social change effect on the surrounding community, as project successes may lead to reduced employee job losses and reduced concomitant job losses and the associated economic decline.

Organizational change initiatives in the United States frequently fail with estimated failure rates as high as 90%. Change failure rates resulting from underused and poorly trained front-line managers (FLMs) remained high, with no signs of improvement in the past 2 decades. The purpose of the correlational study, grounded in servant leadership theory, was to examine the relationship between employee perceptions of their FLM's servant leadership dimensions and employee affective commitment to change. A purposive, nonprobability sample of 107 employees of a U.S. manufacturing organization that had recently undergone organizational change completed a questionnaire for the study. Results of the multiple linear regression analysis were not significant, F(7, 107) = .714, p = .660, R2 = 0.045. Though results were not statistically significant, the beta weights for creating value for the community (β = .165) and behaving ethically (β = .168) indicated that creating value for the community and behaving ethically were potentially the most important variables in accounting for variance in the model. The beta weights for emotional healing (β = -.048) and conceptual skills (β = -.047) indicated that emotional healing and conceptual skills were potentially the least important variables in accounting for variance in the model. The findings may be of value to manufacturing leaders developing initiatives to improve change initiative success rates. Support for servant leadership during periods of organizational change has positive social change implications for employees. The practice of servant leadership reduces employee uncertainty and anxiety incurred during periods of change by resolving uncertainties and sustaining employee motivation for supporting organizational change.

This thesis proposes a metatheory for the study of organisational transformation. A metatheory is a coherent conceptual system that analyses and accommodates the insights of other theory. In a time of rapidly changing organisational, societal and global environments there is a strong imperative for developing integrative conceptual frameworks that contribute to our understanding and explanation of transformational change. Like other areas of social science, the field of organisational transformation is made up of a multitude of diverse theories that offer useful and valid insights into aspects of transformational phenomena. These theories come from many different theoretical schools and research paradigms and they employ a wide range of explanatory concepts. There are however, no overarching theoretical frameworks specifically developed from metatheory building techniques that might give an overall coherency to the field. Consequently, there is no way of deciding on the relative conceptual merits of particular theories and there is often little justification for adopting one theory over another to explore some aspect of organisational transformation. To fill this gap, this thesis uses conceptual research methods to i) review extant literature, ii) develop a metatheory for organisational transformation and iii) apply this metatheory to the exemplar topic of organisational sustainability. The initial chapters introduce the topics of organisational transformation and metatheory building and provide a rationale for an overarching approach to radical organisational change. Following this, a method for metatheory building is developed and its application in this study is described. A rationale for the sampling procedure and organisational of data is also presented. The metatheory building method involves the use of conceptual theme analysis for identifying the core themes theorists use in describing and explaining organisational transformation. In subsequent chapters, core themes are analysed using the techniques of bridging and bracketing to derive a number of conceptual lenses. These lenses, and the relationships between them, form the central components for the integral metatheory. Having identified and described the basic set of conceptual lenses for transformation, the exemplar topic of organisational sustainability is used to show how the metatheory can be applied to a specific area of research. The final chapter evaluates the integral metatheory with some commonly used criteria for judging the results of conceptual research. A brief evaluation of the chief metatheoretical resource used in the study, i.e., AQAL metatheory, is also carried out. This thesis endeavours to contribute to the field of organisational, transformational and sustainability studies by i) developing a metatheoretical framework for the study of radical organisational change, ii) offering a comprehensive review of paradigms and theories of organisational transformation and their core explanatory concepts, and iii) proposing a more detailed metatheory building method which can make a significant contribution to the conceptual development of many fields within organisational studies.

Despite the ubiquity of the term ‘organisational culture’ in both popular and scholarly management literature, it remains an ambiguous concept, whose practical application is recognised as being far from universally successful. Models which seem to be preferred by practitioners are often criticised as being static or mechanistic, while more dynamic scholarly approaches tend to discount the possibility of deliberately influencing organisations at the cultural level. This dissertation, instead of focussing on culture as some sort of objective or unchanging attribute of an organisation, treats it as a phenomenon emerging from social interaction and individual sense-making. It draws on, and extends, George Kelly’s Personal Construct Psychology to build a framework for understanding the production of meaning by individuals in their social context, and how this contributes to the establishment of the collective boundaries between which cultural effects are observed. This framework is applied to the case of a business school attached to a large university, which is first absorbed into its Commerce Faculty, and then dissolved into a new Department, as the overall university structure is modified. Grounded Theory methodology is used to develop an approach to the description of the cultural interaction and changes that occur, and to generate theory that goes some way to explaining how and why they do. The theory gives insight into how latent cultural distinctions become, or are made, salient and the different means by which divisions may be resolved or superseded, sometimes resulting in conflict. Implications are explored for the management of organisations undergoing change, particularly where this involves merging or restructuring organisational units, and for the training and development of managers who are to be involved in such activities. ¶ At a theoretical level, building on a constructivist and processual ontological base, the dissertation makes contributions to the understanding of behaviour in organisations and draws on pragmatic epistemologies such as those advanced by George Herbert Mead. It brings concepts from psychology, sociology and management disciplines to bear on the problem of cultural interaction, and suggests that integrating them in this way may enhance their value in this context. ¶ By focussing on culture as a phenomenon produced at the interface of collective constructions, the dissertation proposes that it be viewed as fundamentally dynamic once eloquently described as ‘multiple cross-cutting contexts’ – but, nevertheless, explains how it may be recognised more through its apparent intractability than its fluidity. Whilst rejecting managerialist approaches which would suggest that culture and, through it, people, can be manipulated at will to reliably produce desired effects, the dissertation suggests ways in which insight into cultural interactions might be generated for those who are participating in them, and options developed to influence these interactions that might otherwise not have been available. It therefore has potentially valuable implications for management practice.

The implementation of a new Information Technology in an organization represents a significant change. Little research, however, has been conducted on the collective power of Information Technology acceptance and change management. The current research seeks to integrate a prominent model of technology acceptance and change management theory to develop an holistic approach to Information Technology implementation and acceptance. Using Davis' (1989) Technology Acceptance Model (TAM) (Attitude) and Beer, Eisenstat and Specter's (1990) six step model of change (Change), this three phase longitudinal case study examined the change management of the implementation of a new Information System within a statutory authority. Results from the current study show that the addition of the six step model (Change) adds appreciably to the TAM (Attitude) in the prediction of general service satisfaction and perceived implementation success. Findings also show the temporal salience of the factors of the six step model and the TAM in the prediction of these dependent variables. The current research supports previous work by Davis (1989) and Thompson, Higgins and Howell (1994) who stated that initially people are motivated to use an Information System by affect, but will in time be more concerned with usefulness as habit formation occurs. The current study found that during the pre-implementation phase, commitment through communication and vision are critical to the change process. However, as the change moves into the implementation phase, consensus becomes most important. The shift in factors salient during the change process is what the author refers to as the temporal progression proposition. Strengths and limitations of the current study and recommendations for future research are discussed.

Dr. Bower confirmed that earned value management (EVM) is not widely adopted, and that many project managers see the methodology as being overly complex and difficult to implement. He identified several serious challenges associated with conventional EVM.and addressed the first issue by creating a new theoretical concept called Assured Value Analysis (AVA). This add-in process provides two new measures, permitting improvements to EVM that take into account the added certainty provided through procurement. Assured Value (AV) represents the budget for a future signed contract, and Expected Cost (EC) represents the agreed cost of that contract. Those measures permit the calculation of a Total Cost Variance that includes not only cost deviations to date, but also future ones to which the project team is already committed. AVA also allows conventional EVM formulae to take into account the Assured Value and Expected Cost of future signed agreements. A simple notional project is used to demonstrate the implementation of AVA. He resolved the remaining challenges and issues through realising that the isolation of project phases would provide a simplified but more dependable methodology, one that also provides features not found in conventional EVM. Significant milestones are normally planned to occur at the end of a project phase. By assessing project performance only at the end of each completed phase, performance calculations are significantly simplified.. His new technique, Phase Earned Value Analysis (PEVA) simplifies the calculation of PV, EV and AC, and also provides benefits that are not possible with EVM. Since the planned and actual phase completion dates are known, an intuitively simple but accurate time-based schedule variance and schedule performance index (i.e. SVP and SPIP) can be measured. PEVA also permits the forecasting of future phase end cost figures and phase completion dates using the phase CPI and SPI ratios. Since PEVA employs data points having specific x axis and y-axis values, those can be readily plotted and trend lines identified with standard spreadsheet functions. This is a powerful feature, as it allows key project stakeholders to visualise emerging project performance trends as each phase is completed. Finally, he successfully combined the AVA and PEVA concepts, resulting in a new EVM methodology - Phase Assured Value Analysis (PAVA) - which takes into account the assurance provided by procurement, simplifies the calculation of earned value through phases, and provides powerful forecasting and charting features. He validated this new combined approach in multiple respects. The new AVA and PEVA formulae were rigorously established and confirmed through standard algebraic procedures. The formulae were tested in sample project situations, to clearly demonstrate their functions. He argues that the PAVA approach conforms to the 32 criteria established in the United States for full EVM compliance. He presented AVA and PEVA to critical audiences at major project management conferences in North America and the UK, as well as several gaining expert criticism from organisations and practitioners. Finally, he used archived cost and schedule records to retrospectively test the combined PAVA methodology on a significant office facilities and technology program.

Zugl.: Sankt Gallen, Universiẗat, Diss., 2007.