This dissertation investigates the relationship between organizational resources and organizational response to events in the external environment, specifically regulatory change in the commercial banking industry. The transformation of organizations arising from change and upheaval in the external environment dates back to Joseph Schumpeter's notion that economic structures in capitalist societies are continually reshaped in a process he called 'Creative Destruction'. Such changes in the external environment, many have argued, are accompanied often by fundamental transformation within individual organizations and have been referred to as 'Schumpeterian Shifts' resulting from exogenous shocks. Organizations invest in resources to build certain competitive capabilities that enable sustainable financial performance and the ability to respond to these shocks. I argue that organizational response to exogenous shock is influenced by the resource profile of the organization. The regulatory environment is a rich domain in which to perform this study. Examples abound regarding the impacts of regulation and deregulation on organizations. In the past three decades industries such as financial services, transportation, telecommunications, and health care have been significantly challenged by regulatory change. In industries where competition was once negligible are faced with competitive forces that pose serious threats to traditional organizations. The empirical part of the research is done in the commercial banking industry. The theoretical framework brings together theories of organizational change with the resource-based view of the firm literature, including ideas from industrial organization economics. The research is executed by conceptually developing and then empirically testing a set of hypotheses that predict certain relationships between internal resource profiles and organizational responses. The results do not show predictable or similar patterns among firms as hypothesized. This study indicates that firms are greater than their bundle of resources. Internal practices, knowledge, and managerial decisions on obtaining and utilizing resources may be stronger strategic factors influencing response to shifts in external environments. This study adds a new perspective to the organizational change and resource-based view literatures. It brings together two major areas of the strategic management ideology, the influence of the external environment on organizations and the influence of resources on organizational response to the external environment.

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Large-scale transformational change, such as the integration and acceptance of gays in the U.S. military, necessitates a long-term effort by management to mitigate unanticipated consequences. Suboptimal implementation may not account for damaging consequences among individuals expected to live the change. The purpose of this autoethnographic study was to examine the individual experiences of a closeted gay personnel member living through a transformational change in identity, which paralleled an organizational change in the U.S. Department of Defense (DoD). The conceptual framework included elements of general systems theory, Kotter's theory of change management, Ostroff's change management for government, and Maslow's self-actualization theory. Data collection included logs, notes, journals, field notes, and recollections of experiences, conversations, and events connecting the autobiographical story to organizational change. Data were coded and analyzed to identify themes. Data analysis entailed triangularization using the largest DoD survey of that time, and public records of military personnel who participated in lawsuits against the DoD or opined about the policy. While the organization was transforming to allow openly gay individuals to remain in the military, findings showed that nearly half of those who offered opinions predicted that openly gay servicemembers would get beat up or abused. Findings showed the process of transformational change allowed those impacted to make their own sense of the change, and knowing whether someone was gay mattered. Findings may be used by sexual minorities and other subgroups to engage in sensemaking activities to promote transformational change initiatives.

Thesis (M.B.A.)--University of Hong Kong, 1983.

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Performance feedback has long been a popular strategy for organizational change (Fairbank & Prue, 1981). One of the primary advantages of performance feedback interventions is the relatively low cost of implementation for organizations when compared to other productivity-enhancement techniques, such as monetary incentives (Yukl, Wexley, & Seymore, 1972) like pay for performance (Lazear, 1995) or employee of the month programs with rewards associated with them (Daniels, 2000). Performance feedback is beneficial to ensure that employees are knowledgeable of the expectations, and what aspects of job performance need to be improved. Three studies (i.e., Betchel, McGee, Huitema, & Dickinson (2015); Alajadeff Abergel, Peterson, Wiskirchen, Hagen & Cole (2017) and Wine et. al. (2019)) have published research evaluating feedback presented prior to completion of a task; however, results varied. The current study evaluated whether feedback presented prior to a performance event improves performance when compared to a baseline condition where no feedback was presented. / Applied Behavioral Analysis