The purpose of this thesis is to explore—from a managerial perspective—how IT-enabled change is designed, led, and sustained from-within an organisation. This is an issue of central concern because there is a considerable lack of research that directly incorporates IT in management and organisational change studies. In addition, earlier research has recurrently focused on abstract theorising, aggregated perspectives, and exploring organisational change from the outside, from-without. Consequently, the present body of research provides limited knowledge of how organisations in practice lead large-scale IT-enabled transformations. The thesis herein sets out to explore this question, and does so by following the change designers and agents of the telecommunications company Ericsson, that transformed its finance and accounting unit from a highly decentralised structure into a shared service centre structure (SSC) entitled: “The Global F&A Transformation Programme”. The formal transformation lasted three years, was enabled by an enterprise resource planning (ERP) system, and was driven in the majority of Ericsson’s sub-units situated in more than 140 countries. Theoretically, this thesis addresses the research question: how do actors and structures influence large-scale IT-enabled change? The principal finding of the thesis is a four-stage analytical framework built on the concepts of common ground, common meaning, common interest, and common behaviour: The Commonality Framework for IT-enabled Change. The value of the framework is that it depicts the interplay between actors and structures on a micro-level. In doing so, the framework explains the different levels of complexity in a transformation and how they require different structures to be used, different activities to be performed, different skills to be applied, and different roles to be played. The framework can be used by both academics and practitioners to develop, assess, and improve IT-enabled change projects. In a broader perspective, the findings further suggest that change comes about as an upward spiral, within which the moving targets of IT and organisation are intimately interconnected. This reciprocal interconnectedness between IT and organisation across time implies that if changes are done to technological properties, this necessitates changes to the organisational properties, and vice versa. Organisations at the hands-on-level more or less have to change to make use of the IT-enabled advantages. Thus, successful IT-enabled change is more than the technology artefact per se, and requires thoughtful attentiveness not only to the technological and material side, but also to the organisational, social and human side of change. The theoretical contribution of this thesis is the in-depth exposition of different aspects and interplays between the properties of actors and structures from-within the organisation. The empirical contribution is the description of how contemporary multinational organisations initiate, lead, and sustain large-scale IT-enabled change. / The provided document is only the summary and introductory chapter of the thesis (i.e. excluding the five papers). If you want more information about the thesis as a whole please contact the author einar.iveroth@fek.uu.se.

Purpose: The thesis determined how policy implementation and change management can be improved in Nigeria, with the health insurance scheme as the basis for narrative exploration. It sets out the similarities and differences in assumptions between supra-national organisations such as the World Bank and World Health Organisation on policy implementation and change management and those contained in the Nigerian national health policy; and those of people responsible for implementation in Nigerian organisations at a) the federal or national level and b) at sub-federal service delivery levels of the health insurance scheme. The study provides a framework of the dimensions that should be considered in policy implementation and change management in Nigeria, the nature of structural and infrastructural problems and wider societal context, and the ways in which conceptions of organisations and the variables that impact on organisations' capability to engage in policy implementation and change management differ from those in the West. Design/methodology/approach - A qualitative approach in the form of a case study was used to track the transformation of a policy into practice through examining the assumptions and expectations about policy implementation of the organisations financing the policy's implementation through an examination of relevant documents concerning policy, strategy and guidelines on change management and policy implementation from these global organisations, and the Nigerian national health policy document. The next stages of field visits explored the assumptions, expectations and experiences of a) policy makers, government officials, senior managers and civil servants responsible for implementing policy in federal-level agencies through an interview programme and observations; and b) those of sub-federal or local-level managers responsible for service-level policy implementation of the health insurance scheme through an interview programme. Findings - There are conflicts between the rational linear approaches to change management and policy implementation advocated by supra-nationals, which argue that these processes can be controlled and managed by the rational autonomous individual, and the narratives of those who have personal experience of the quest for 'health for all'. The national health policy document mirrors the ideology of the global organisations that emphasise reform, efficiencies and private enterprise. However, the assumptions of these global organisations have little relevance to a Nigerian societal and organisational context, as experienced by the senior officials and managers interviewed. The very nature of organisations is called into question in a Nigerian context, and the problems of structure and infrastructure and ethnic and religious divisions in society seep into organisations, influencing how organisation is enacted. Understandings of the purpose and function of leadership and the workforce are also brought into question. Additionally, there are religion-based barriers to policy implementation, change management and organisational life which are rarely experienced in the West. Furthermore, in the absence of future re-orientation, the concept of strategy and vision seems redundant, as is the rationale for a health insurance scheme for the majority of the population. The absence of vision and credible information further hinder attempts to make decisions or to define the basis for determining results. Practical implications: The study calls for a revised approach to engaging with Nigerian organisations and an understanding of what specific terms mean in that context. For instance, the definitions and understanding of organisations and capacity are different from those used in the West and, as such, bring into question the relevance and applicability of Western-derived models or approaches to policy implementation and change management. A framework with four dimensions - societal context, external influences, seven organisational variables and infrastructural/structural problems - was devised to capture the particular ambiguities and complexities of Nigerian organisations involved in policy implementation and change management. Originality/value: This study combines concepts in management studies with those in policy studies, with the use of narrative approaches to the understanding of policy implementation and change management in a Nigerian setting. Elements of culture, religion and ethical values are introduced to further the understanding of policy making and implementation in non-Western contexts.

During a period of over five years two psychiatric teams have attempted to develop a programme for cooperation between child and youth care and adult psychiatric care in common premises in a local community just outside Stockholm. The thesis docu­ments, in six parts, the experiences from these experimental working conditions and how they were used to reach the desired goals of change in the organisations and in the activities of the teams. The thesis also shows how this special situation and the circumstances which followed created obstacles to change. The research-programme was carried out by field-research me­thods, i.e. a combination of direct observation and inter-viewing. The two teams went through different phases of mutual rela­tions. Initially they had to face severe difficulties. During the first 1 1/2 years the level of conflict was high. Indivi­dual members of the staffs became more and more paralyzed. At the same time, however, they could manage to work together with client-fami1ies and with other social welfare institutions. Individuals from different teams could exchange experiences with one another but, at the same time, they were unable to genera­lize and to share these experiences consciously. In the following 1 1/2 years the teams were integrated. New ways of handling therapeutic issues were developed. There were signs of change in the therapeutic identity of the staffs. The last years of the experimental period were characterized by growing reactions against the earlier developement. The teams were again split up, both administratively and in relation to working methods, The first part of the thesis describes the developement of the experimental issue in general. It also gives a presentation of the research-programme. The working pre-conditions are examined in the second part. In the third part the cause of the paralysis of the staff's capability of action is analyzed by viewing the problem from different theoretical perspectives and as a result of a clash between the different "activity-matrices" of the teams. In the fourth part some experiences of the research-methods used are documented. Some difficulties connected with preparation, re­alization and evaluation of experimental work conditions are examined in the fifth part. The sixth part is a summing up of the earlier parts and presents an analysis of the contradictions actua­lized during the experimental period. / <p>Diss. (sammanfattning) Umeå : Umeå universitet, 1985, härtill 6 uppsatser.</p> / digitalisering@umu

This research investigated a 2004 Ministry of Education-led Education Development Initiative (EDI) known as the Network Review in one district from the perspective of board of trustees members, parents, teachers and students from one school using a case study approach. Focused interviews with participants and student groups were held on three separate occasions throughout 10 months of the reorganisation process. The interviews were analysed using content analysis and conclusions were reached using an inductive method of categorising. The findings indicate this reorganisation was far from realising the outcomes or benefits as predicted by the Ministry of Education. Student learning was not only jeopardised but student safety was also compromised in some settings indicating that there may be long-term implications for students as they express a reluctance to attend the new school, an increased sense of anomie and a lack of interest in learning. The reorganisation workload and stress reported by the BoT and teachers is significant and took a toll on personal wellbeing. The responsibility and workload far exceeded the expectation of the board of trustees as unpaid volunteers. The participants described the Ministry decision as "imposed" which failed to take into account the existing tensions within the community resulting in a sense of dissonance between government and community.

Patient safety is of particular importance within intensive care units (ICUs), where critically ill, vulnerable patients receive complex multidisciplinary care. Prior research has indicated that improving patient safety and reducing errors within healthcare requires a focus on systems and organisational culture issues. This thesis was concerned with three studies. One focused on assessing the patient safety culture and two on quality improvement initiatives within an intensive care unit (ICU) of a large teaching hospital. The first study involved a survey of ICU consultant, registrar and nursing staff regarding aspects of safety culture. This was conducted using an existing Hospital Survey on Patient Safety Culture. Of the twelve patient safety culture composites assessed, eight had scores lower than 50%, highlighting these as areas for improvement. Overall, while the survey results revealed that teamwork within the ICU was considered a strength, event reporting and patient care handovers and transitions were both considered areas with potential for improvement. The second study focused on the evaluation of a change initiative designed to improve the handover of patient clinical information in the ICU. This study involved a survey and interviews with consultant, registrar and nursing staff before and after the introduction of a Patient Management, Plan and Progress (PMPP) document. Examination of the survey responses involved both quantitative and qualitative analysis; respondent interview transcripts were analysed using thematic analysis. The results of this study revealed resistance to, and criticisms of, the introduction of the PMPP document; the initiative failed and use of the document was discontinued. The second initiative concerned an evaluation of the impact of a hospital-wide document on improving documentation of withdrawal of patient treatment within the ICU. This involved both quantitative and qualitative analysis, with a patient medical record audit of decisions to withdraw patient treatment within the ICU before and after the introduction of an Advance Care Plan (ACP) document. ICU consultant, registrar and nursing staff were interviewed regarding the process of withdrawal of patient treatment within the ICU. Interview transcripts were analysed using a modified grounded theory approach. Results revealed that the attempt to improve the documentation of withdrawal of treatment within the ICU failed, with the ACP document remaining unused in 89% of cases and incomplete in the remaining 11%. Also, documentation of decision-making and of the process within the medical records did not improve. Before-introduction findings revealed that only 26% of medical records met the pre-existing requirements for treatment withdrawal in the ICU, and after-introduction findings revealed that only 19% of medical records audited met the requirements of the ACP document. After-audit findings also revealed significant and inappropriate increases in the involvement of an ICU registrar both as primary and secondary decision-makers. In spite of an increased awareness of ICU staff concerning the importance of improving documentation, the medical record audit revealed less compliance with the standards required for documentation. Possible reasons for the document remaining essentially unused, as revealed from interviews with staff, included: previous criticisms by the coroner when they failed to complete a similar formalised document properly; perceived logistical issues associated with obtaining required staff signatures; disagreement concerning who should be involved in documenting the withdrawal of treatment process; and the existence of an ICU subculture of practice that, in one particular aspect of documentation, was not consistent with established hospital and ICU protocol and documentation requirements. The final chapter of this thesis considered implications of the results of the studies for the planning, development, implementation and evaluation of improvement programs within the ICU setting. The results were considered within the context of organisational change management theory and research, including factors that have been found to be critical in the success or failure of change programs, such as resistance to change, the involvement of key stakeholders in the change process, leadership, communication and organisational culture. It is suggested that management consultants with organisational change expertise in the planning, development, implementation and evaluation of such programs should be involved in future quality improvement initiatives. / http://proxy.library.adelaide.edu.au/login?url= http://library.adelaide.edu.au/cgi-bin/Pwebrecon.cgi?BBID=1297608 / Thesis (Ph.D.) -- University of Adelaide, School of Psychology, 2007

This current study investigated a possible extension to existing transformational leadership models used during organisational change programs. Researching the literature provided some preliminary evidence there was a need to include a potential extension to transformational leadership models. The original models of transformational leadership involved looking at the staff members from an organisational perspective, whereas the potential extension, concerns the human aspects of organisational change. The potential new extension consists of four components: communication, team building, stress and coping and inter-group conflict. This possible extension to the transformational leadership models appeared to be an exciting addition as it addresses important human resource issues experienced during organisational change. The present study sought to further investigate whether these four components indeed were warranted and whether its components actually contributed to successful organisational change. The research methodology was exploratory, qualitative and based on a grounded theory approach (Glaser & Strauss 1967). Using an embedded case study method, in-depth convergent interviews were undertaken in four hospitals undergoing considerable organisational change. Twenty-six managers, executives and staff were interviewed. It was found that the change managers themselves were enthusiastic about implementing change but were unable to offer effective support for staff. Staff and managers said that communication within the hospitals during the period of change was poor. Similarly there was a paucity of accurate information being disseminated. Managers and staff also revealed that they had experienced considerable stress during the period of change and they needed help in order to cope effectively. Varying levels of inter-group conflict were reported in all the hospitals studied and managers reported that changes were not being implemented appropriately. However, efforts at team building were non-existent in two of the hospitals studied. These findings provide strong support for managers and leaders to pay increased attention to communication, team building, dealing with conflict and managing stress during times of increased change. This study suggests that a potential extension of the four components could be added to, and thereby strengthen, the transformational leadership models of organisational change.

Thesis (MPhil (Information Science))--Stellenbosch University, 2008. / The general purpose of this study was to gain an understanding of the relationship between organisational mergers and/or acquisitions and job satisfaction. Specifically, the concept of job satisfaction was examined in relation to ex-Smartcom employees who were moved to Vodacom after the acquisition of Smartcom. Variables such as age, marital status, educational level, gender and job security were examined for a possible significant relationship to employee job satisfaction. Management involvement and intervention during the acquisition were also examined to establish whether or not this also affects employee job satisfaction. It was hypothesised that employees were dissatisfied as a result of the acquisition. The researcher used a combination of both quantitative and qualitative methods of collecting data. Through questionnaires, interviews and observation, the researcher achieved what is called ‘triangulation’ in order to get a better understanding of the results. The data was gathered and analysed effectively by using different methods of collecting and measuring data. This was done to ensure that the study’s trustworthiness, validation and reliability. The results are discussed in terms of the hypothesis set in the study. This is done through a discussion of the conclusion drawn from the findings. Even though employees are dissatisfied as a result of mergers and acquisitions, it was found that there are other factors such as work environment, pay, recognition, responsibility, team work, and security that can also lead to employee dissatisfaction. It was therefore concluded that when an acquisition is made, management should not only focus on the bottom-line, but also pay attention to the human factors that can lead to the failure or success of the acquisition. Integration and intervention programmes can be used as mechanisms for successful operations post mergers and acquisitions.

While many organisations, including business and civil society, have recognized the imperative of sustainable development, without structural changes to an organisations’ governance system, sustained change is impeded. The Natural Step (TNS) Social Template is hereby expanded to guide organisations to develop systems for decision-making, information generation and distribution, and resource allocation that allows for, rather than inhibits, change capacity. A systemic approach to organisational development that does not undermine the capacity of their members to meet their needs can contribute to increased productivity, member engagement and commitment, and drive the innovation necessary for altering our complex, dynamic social-ecological systems in alignment with sustainability. Our research explores the internal factors that may create barriers to organisational change and sustainability. In addition, we synthesise basic human needs, systems’ science, and organisational change research into concrete guidelines for strategic sustainable development within the TNS Social Template framework. We aim to provide an integrated approach for internal social sustainability and strategic planning for improved governance systems. / <p>Contact for more information: olersmarie@hotmail.com geneva.rae@ualberta.net julia.smolyaninoa@hotmail.com</p>

Navigating complexity for change toward sustainability in large companies is best done using a systems perspective, a principled vision of success and a step-wise planning process, as espoused for instance by the Framework for Strategic Sustainable Development. Many large companies have a significant contribution to un-sustainability and stand to benefit from such a transition. However, the human factor of the undertaking is as of yet underdeveloped in extant literature. Seeking insights into experiences of sustainability change-agents in large companies, the authors conducted 20 semi-structured interviews with sustainability change- agents in large companies. Using a relational view as an analytical lens, they examined the dynamics of social interactions involving these change-agents and thereby gained a greater understanding of the place held by these individuals in the broader company system. The 11 relational categories that emerged permitted to draw links between structural, behavioural and personal facets of advancing sustainability in large companies and highlighted the human aspect of strategic planning as well as the strategic nature of building relationships, teams and coalitions. Overall, the authors believe that consideration by the change-agents of relational aspects may help foster commitment and collaboration in the transition toward sustainability

As organisations operate in a globalised, competitive and ever-changing environment, the process of making strategic decisions, the introduction and implementation of organisational changes, and employees’ responses towards these changes are typical challenges in organisational life. In this content, the recent financial crisis of 2007-2008 had a profound impact on the Greek economy, as the Greek banking sector had undergone a series of profound organisational changes that were met with a mixed response from employees. The aim of this study is to investigate and propose an integrated theoretical model on the relationship among strategic decision-making process (SDMP), organisational change and employees’ responses to change in Greek banks. To achieve this aim, the SDMP by which organisational changes were introduced in Greek banks, and employees’ EVLN behavioural responses towards these changes are examined. Two questionnaire surveys were conducted and data were collected from 11 CEOs and 78 members of top management teams, and 1,259 Greek bank employees. The study adopted the positivistic approach and data were quantitatively analysed by using the statistical software of SPSS version 2.1 and AMOS version 22.0. The findings suggest that top management teams used their Rationality, Intuition and Political behaviour during SDMP, and different contextual factors had a different impact on this process. Moreover, employees’ EVLN behavioural responses varied depending on the type of organisational change and the level of impact of organisational commitment, job satisfaction and psychological contract breach on their responses. Also, significant differences were found on employees’ responses in terms of their age, gender, educational level, length of service at the bank, position at the bank, and the bank they worked for before the changes. The key contribution to knowledge is that this is the first study that develops an integrated theoretical model that examines the relationship among SDMP, organisational change and employees’ EVLN behavioural responses. It also enhances our knowledge and extends the literature on a number of relationships such as the impact of the antecedents of SDMP on SDMP dimensions, the effect of SDMP dimensions on organisational change, and the impact of different types of organisational change on employees’ EVLN responses. Such contribution has significant implications on making strategic decisions and managing change in times of crises.