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.

For decades, the Department of Defense has been plagued by persistent cost, schedule, and performance problems in defense acquisition programs. Recent changes in Department of Defense acquisition policy were intended to improve efficiency and are demonstrating some improvement in terms of overall cost improvements, yet little is understood about whether training efforts related to the new policies are producing policy-compliant behavior on the job. Using Edgar Schein's 'Onion Model' of organizational change as the theoretical construct, the purpose of this study was to examine through an ex post facto, cross-sectional longitudinal study whether there is a significant relationship between learning achieved from Defense Acquisition University (DAU) training in acquisition policy and application of learned policy-compliant behavior, as represented by the variables learning achieved and applied training. Data were obtained from DAU that spanned 19 months and over 334,000 training events separated into 40 course-type subgroups. These data were analyzed through hierarchical regression analysis to test whether concepts learned in policy training predicted policy compliance. The findings confirmed that the independent variable of 'learning achieved' is predictive of policy compliance.

<p><p><strong>ABSTRAKT </strong><strong></strong></p></p><p> <strong>Syfte: </strong>Detta arbete har haft två syften:</p><p>1) Att skapa en ökad förståelse för hur en organisationsövergripande konsekvensanalys kan inverka på förändringsprocessers utfall.</p><p>samt</p><p>2) Att inleda utvecklingen av ett pedagogiskt verktyg för att genomföra konsekvensanalys i förändringsprocesser samt genomföra ett inledande test av detta verktyg.</p><p><strong>Metod:</strong> Detta arbete är en kvalitativ fallstudie. Efter en inledande litteraturstudie har metoden för datainsamling varit kvalitativa intervjuer av såväl ostrukturerad som semi-strukturerad karaktär. Vid analysen av insamlad data har tillämpats ett hermeneutiskt synsätt.</p><p><strong>Resultat & slutsats: </strong>Den i undersökningen genomförda konsekvensanalysen visar tydligt hur en konsekvensanalys kan förändra underlaget för beslut, planering och implementering av förändring i organisationer. Grund för konsekvensanalysens betydelse har således funnits i såväl teori som empiri. <strong></strong></p><p>Testet av verktyget visade att de fokusområden som tagits fram upplevdes som relevanta i undersökningsföretagets kontext. Verktyget kräver dock troligtvis vidareutveckling i form av en tydligare handledning och utbildning för att en förståelse av fokusområdenas innehåll och dess inverkan på varandra ska kunna skapas utan konsulthjälp i de flesta organisationer. Detta var ett inledande antagande som stärkts av undersökningens resultat.</p><p><strong>Förslag till fortsatt forskning:</strong> En svaghet i undersökningen är att konsekvensanalysen på grund av tillgången på undersökningsföretag fick utföras i ett annat skede av förändringsprocessen än vad som är tänkt vara dess huvudsakliga placering. Det vore önskvärt att i framtiden utföra det på sin tänkta placering, innan beslut om och planering av förändring. Med tanke på den aktuella organisationens begränsade verksamhet då den i princip enbart innefattar försäljning vore det också både intressant och nödvändigt att testa fokusområdenas relevans och konsekvensanalysens inverkan på en större organisation med en högre grad av diversifiering av verksamheten. Dessa är båda lämpliga uppslag för framtida undersökningar.</p><p><strong>Uppsatsens bidrag: </strong>Min förhoppning är att denna uppsats skapat en ökad förståelse för en konsekvensanalys betydelse för ett förändringsarbetes resultat. Arbetet med ett verktyg för att utföra en konsekvensanalys har inletts. I färdigutvecklad form är min förhoppning att detta verktyg ska vara till hjälp för organisationer som ska genomföra förändringsarbete.</p><p><strong>Nyckelord: </strong>organisationsförändring, konsekvensanalys, förändringsprocess, förändringsledning</p> / <p><strong>ABSTRACT</strong></p><p><strong>Aim:</strong> This thesis has two purposes:</p><p>1) To create a better understanding of how an impact analysis may affect the outcome of organizational change processes</p><p> </p><p>and</p><p> </p><p>2) To initiate the development of a tool for carrying out an impact analysis in an organizational change process and carry out an initial test of this tool.</p><p><strong>Method:</strong> This thesis is a qualitative case study. After an initial literature review, the method of data collection has been qualitative interviews of unstructured and semi-structured nature. In the analysis of collected data a hermeneutic approach has been applied.</p><p><strong>Result & Conclusion: </strong>The impact analysis carried out in this case study clearly shows how an impact analysis can affect the basis of decision making, planning and implementation of change in organizations. Thus theoretical as well as empirical ground has been found for its value in organizational change processes. <strong></strong></p><p><strong> </strong></p><p>The test of the tool showed that the focus areas developed were perceived as relevant in the company context. The tool, however, most likely needs further development in the form of a user's guide to achieve an understanding of the focus areas, their content, and their impact on each other, good enough to be applied without using external consulting services. This was an initial assumption that was strengthened by the results of the study.<strong></strong></p><p><strong>Suggestions for future research: </strong>One limitation of this study may be that the test of the tool had to be carried out at a different stage in the change process from what was initially planned. It would be suitable to test the tool at its originally suggested stage of a change process and also in an organization of a more diversified character. The above mentioned are both suggestions for future studies.</p><p><strong>Contribution of the thesis: </strong>My hope is that this thesis has created a better understanding of how an impact analysis may affect the outcome of organizational change projects. The development of a tool for carrying out an impact analysis has been initiated and in its future complete version this tool may well be of much help for organizations involved in organizational change projects.</p><p><strong>Key words: </strong>organizational change, impact analysis<strong>, </strong>change process, leading change</p>

ABSTRAKT  Syfte: Detta arbete har haft två syften: 1) Att skapa en ökad förståelse för hur en organisationsövergripande konsekvensanalys kan inverka på förändringsprocessers utfall. samt 2) Att inleda utvecklingen av ett pedagogiskt verktyg för att genomföra konsekvensanalys i förändringsprocesser samt genomföra ett inledande test av detta verktyg. Metod: Detta arbete är en kvalitativ fallstudie. Efter en inledande litteraturstudie har metoden för datainsamling varit kvalitativa intervjuer av såväl ostrukturerad som semi-strukturerad karaktär. Vid analysen av insamlad data har tillämpats ett hermeneutiskt synsätt. Resultat &amp; slutsats: Den i undersökningen genomförda konsekvensanalysen visar tydligt hur en konsekvensanalys kan förändra underlaget för beslut, planering och implementering av förändring i organisationer. Grund för konsekvensanalysens betydelse har således funnits i såväl teori som empiri. Testet av verktyget visade att de fokusområden som tagits fram upplevdes som relevanta i undersökningsföretagets kontext. Verktyget kräver dock troligtvis vidareutveckling i form av en tydligare handledning och utbildning för att en förståelse av fokusområdenas innehåll och dess inverkan på varandra ska kunna skapas utan konsulthjälp i de flesta organisationer. Detta var ett inledande antagande som stärkts av undersökningens resultat. Förslag till fortsatt forskning: En svaghet i undersökningen är att konsekvensanalysen på grund av tillgången på undersökningsföretag fick utföras i ett annat skede av förändringsprocessen än vad som är tänkt vara dess huvudsakliga placering. Det vore önskvärt att i framtiden utföra det på sin tänkta placering, innan beslut om och planering av förändring. Med tanke på den aktuella organisationens begränsade verksamhet då den i princip enbart innefattar försäljning vore det också både intressant och nödvändigt att testa fokusområdenas relevans och konsekvensanalysens inverkan på en större organisation med en högre grad av diversifiering av verksamheten. Dessa är båda lämpliga uppslag för framtida undersökningar. Uppsatsens bidrag: Min förhoppning är att denna uppsats skapat en ökad förståelse för en konsekvensanalys betydelse för ett förändringsarbetes resultat. Arbetet med ett verktyg för att utföra en konsekvensanalys har inletts. I färdigutvecklad form är min förhoppning att detta verktyg ska vara till hjälp för organisationer som ska genomföra förändringsarbete. Nyckelord: organisationsförändring, konsekvensanalys, förändringsprocess, förändringsledning / ABSTRACT Aim: This thesis has two purposes: 1) To create a better understanding of how an impact analysis may affect the outcome of organizational change processes   and   2) To initiate the development of a tool for carrying out an impact analysis in an organizational change process and carry out an initial test of this tool. Method: This thesis is a qualitative case study. After an initial literature review, the method of data collection has been qualitative interviews of unstructured and semi-structured nature. In the analysis of collected data a hermeneutic approach has been applied. Result &amp; Conclusion: The impact analysis carried out in this case study clearly shows how an impact analysis can affect the basis of decision making, planning and implementation of change in organizations. Thus theoretical as well as empirical ground has been found for its value in organizational change processes.   The test of the tool showed that the focus areas developed were perceived as relevant in the company context. The tool, however, most likely needs further development in the form of a user's guide to achieve an understanding of the focus areas, their content, and their impact on each other, good enough to be applied without using external consulting services. This was an initial assumption that was strengthened by the results of the study. Suggestions for future research: One limitation of this study may be that the test of the tool had to be carried out at a different stage in the change process from what was initially planned. It would be suitable to test the tool at its originally suggested stage of a change process and also in an organization of a more diversified character. The above mentioned are both suggestions for future studies. Contribution of the thesis: My hope is that this thesis has created a better understanding of how an impact analysis may affect the outcome of organizational change projects. The development of a tool for carrying out an impact analysis has been initiated and in its future complete version this tool may well be of much help for organizations involved in organizational change projects. Key words: organizational change, impact analysis, change process, leading change

Nothing has been that consistent as the change is for the knowledge revolution to nourish and cultivate. Different forms of changes are occurring in organizations with the aim to improve the output performances. Health organizations have been more attached to the changes and the consequences that are brought with such changes. Such consequences are primarily connected with concepts of unlearning and learning. Any form of the change if initiated in organization asks for new routines learning, tasks conductions and the organizational cultural revolution. These new routines have been occurring at individual and organizational levels. The unlearning at any level in the organizational culture can be performed through investigating a primary connection between the organizational and individual routines. At the individual level unlearning brings a number of psychological, cognitive, social and moral hurdles. These hurdles at individual level basically help the organizational unlearning to occur. All of the routines occurring at individual level encompass the necessary information that goes from lower levels to upward, strengthening and holding the organizational memory firm. This research was about to find how the health organizations unlearn the older practices and learn the new practices in IT change. This research had two streams i) finding whether there had been any connection between the organizational and individual unlearning in the cases of IT change, ii) For unlearning what kind of hurdles had been there at the individual level. Kalmar hospital pediatric department had been chosen for the empirical investigations. The research streams were about how and what parts which helped the researcher to go for the qualitative data gathering techniques. The Results showed there had been a very thin connectivity between the organizational and individual unlearning. The results revealed and unfolded that many of the new learning are occurring simultaneously with discarding the older ways of practices. The impression of absorbing the change with respect to the unlearning had been varied from person to person. There had been a numbers of individual hurdles observed at individual level of unlearning. Apart from them, many individual routines (performative tasks) had the primary connectivity with the organizational routines (Ostensive routines) and shaping and reshaping of the organizational memory. It is important to understand the unlearning notions with the type of change. In this research each of the interviewee had shared his thoughts of how the things could have been done differently by revealing the consequences with new learning. Literature suggests that for a profound and successful implementation of change more formal and informal trainings, clear strategy for shuffling the older individuals in the camp, more social and cognitive meetings and fast and quick actions in the cases of technical difficulties are to be taken. / Thesis

Nothing has been that consistent as the change is for the knowledge revolution to nourish and cultivate. Different forms of changes are occurring in organizations with the aim to improve the output performances. Health organizations have been more attached to the changes and the consequences that are brought with such changes. Such consequences are primarily connected with concepts of unlearning and learning. Any form of the change if initiated in organization asks for new routines learning, tasks conductions and the organizational cultural revolution. These new routines have been occurring at individual and organizational levels. The unlearning at any level in the organizational culture can be performed through investigating a primary connection between the organizational and individual routines. At the individual level unlearning brings a number of psychological, cognitive, social and moral hurdles. These hurdles at individual level basically help the organizational unlearning to occur. All of the routines occurring at individual level encompass the necessary information that goes from lower levels to upward, strengthening and holding the organizational memory firm. This research was about to find how the health organizations unlearn the older practices and learn the new practices in IT change. This research had two streams i) finding whether there had been any connection between the organizational and individual unlearning in the cases of IT change, ii) For unlearning what kind of hurdles had been there at the individual level. Kalmar hospital pediatric department had been chosen for the empirical investigations. The research streams were about how and what parts which helped the researcher to go for the qualitative data gathering techniques. The Results showed there had been a very thin connectivity between the organizational and individual unlearning. The results revealed and unfolded that many of the new learning are occurring simultaneously with discarding the older ways of practices. The impression of absorbing the change with respect to the unlearning had been varied from person to person. There had been a numbers of individual hurdles observed at individual level of unlearning. Apart from them, many individual routines (performative tasks) had the primary connectivity with the organizational routines (Ostensive routines) and shaping and reshaping of the organizational memory. It is important to understand the unlearning notions with the type of change. In this research each of the interviewee had shared his thoughts of how the things could have been done differently by revealing the consequences with new learning. Literature suggests that for a profound and successful implementation of change more formal and informal trainings, clear strategy for shuffling the older individuals in the camp, more social and cognitive meetings and fast and quick actions in the cases of technical difficulties are to be taken. / Thesis

Abstract The opening up of the government policy and the joining of private owned operators are the results of keen competition in the entire telecommunications industry. The saturated market, low customer loyalty, plus 3G operators¡¦ seizing on a market share, and recruiting talents from competitors have forced the industry to undergo restructuring. The only way to run the business perpetually is to change the existing organization so that it can survive the turmoil and generate profits. Former British Prime Minister Winston Churchill once said ¡§To improve is to change; to be perfect is to change often. ¡§. Therefore, operators with smaller market share (Y) choose to be on the initiative and cooperate with the operators (X) with larger market share. In this circumstance, X and Y¡¦s cooperation also proves a phenomenon of ¡§The larger will always be larger.¡¨ To ensure both sides¡¦ competitive advantage, operators X choose to proceed with merger and acquisition as well as organizational change. The result proves that operator X¡¦s decision is in the right direction. To reach a win-win result for both operators and their employees, this academic research focuses on case study of operators X, and Y. Both operators have gone through organizational change for over half a year, and it is now the most appropriate time to examine the outcomes of the change. This research applied both survey and interview methods, and the findings are: 1. The workforce in the telecom industry tends to be younger. The age group, sex and marriage distribution among operators X, X1, X2, and Y are very similar which is contributive to the change. 2. Comparing development of individual employees, solution provided by the employers, and leadership as well as employee interaction, the biggest factor that influence on the change is solution provided by the employers. 3. There are significant differences on operating procedures and management systems after the change. The differences for departments T, N, S, D, G are especially more satisfaction than that for department A. The problem analysis addressed in this pure academic study will serve as a reference for operator X when it carries out another organizational change in the future.

We trace the process of relationship development of the CEO¡]Chief Executive Officer¡^and CIO¡]Chief Information Officer¡^in one company in Taiwan over a 8-year period. In the process of corporation information technology makes policy and information system implementation, the both of change agency CEO and CIO can lead IT/IS project to successful or failure. Exploring the trust relationship building of process between CEO and CIO in the case, we hope provide research benefits that why or how to result in success or failure that a corporation information technology makes policy and information system implementation. In this research we use the process research model methodology that developed by Daniel Robey and Michael Newman in 1992 year and 1996 year, identify the 26 sequences events process in the AACL company¡¦s CEO/CIO for over 8 years, and define them as either encounters or episodes. We enrich and understanding the process of form of CEO/CIO trusts relationship, and other special phenomenon when an organization process information technology or information system changes. We use the change agentry for our exploring perspective, to analyze and theoretical argue the evolution of change agency¡¦s technological frames¡Bthe form of process of CEO/CIO in trust community¡Borganization¡¦s senior and junior staff in opposing phenomenon when organization changing, and how to build a model in champion or title of CEO/CIO. We conclude that the CEO and CIO, them as play a multiple change agency of role for driving organization¡¦s changing, however, the multiple change agency between CEO and CIO must go through an interact process for each other, they are sufficient building a robust trust relationship, let company¡¦s business benefits and technology benefits are really integration. This is my research why emphasize the important view that the multiple change agency CEO/CIO are need has a sufficient building robust trust relationship when organization process the information system changing.

In the thesis, we provide a solution to solve a schema change problem. In a data warehouse system, if schema changes occur in a data source, the overall system will lose the consistency between the data sources and the data warehouse. These schema changes will render the data warehouse obsolete. We have developed three stages to handle schema changes occurring in databases. They are change detection, diagnosis, and handling. Recommendations are generated by DB-agent to information DW-agent to notify the DBA what and where a schema change affects the star schema. In the study, we mainly handle seven schema changes in a relational database. All of them, we not only handle non-adding schema changes but also handling adding schema changes. A non-adding schema change in our experiment has high correct mapping rate as using a traditional mappings between a data warehouse and a database. For an adding schema change, it has many uncertainties to diagnosis and handle. For this reason, we compare similarity between an adding relation or attribute and the ontology concept or concept attribute to generate a good recommendation. The evaluation results show that the proposed approach is capable to detect these schema changes correctly and to recommend the DBA about the changes appropriately.

Recent research has urged more comprehensive theoretical development and empirical validation in the field of organizational change. This study is aimed at further developing the change leadership construct and investigating its effect on employees¡¯ commitment to a particular change, along with investigating the moderating roles of leaders¡¯ general transformational leadership styles and subordinates¡¯ affective commitment to the larger organization. The results for the change leadership measure suggest that change leadership behaviors encompass two factors¡ªleaders¡¯ change-selling behavior and change- implementing behavior. Hierarchical linear modeling results indicate that the two aspects of change leadership have different effects on employees¡¯ affective commitment to change. Results on the three-way interaction also provided a more comprehensive view of organizational change situations. Additional theoretical and empirical implications are discussed.