Attempting to enhance their productivity or improve working conditions, many businesses have adopted organizational change programs that involve a participatory component. To attain a comprehensive understanding of these change programs we need to investigate the influence of social factors such as power, the impact of local and global contexts, and the role that agency plays in these programs. Further, because organizational programs do not unfold linearly and the contexts in which they are embedded continually evolve, it is crucial to employ an approach that allows studying organizational programs over time. Attending to these considerations enables the production of narratives of organizational change that are congruous with the dynamism of organizational life. This dissertation explores the dynamics of an organizational program in a particular type of occupational health and safety program, which emphasizes employee involvement: participatory ergonomics (PE). Participatory ergonomics, intended to reduce workers’ exposures to work-related musculoskeletal disorders, draws on the input of small groups of labour and management representatives called ergonomic change teams (ECTs) to address exposure to hazards that may lead to musculoskeletal disorders. The dissertation’s examination of an organizational change program consists of an analysis of PE programs in two workplaces: a courier depot and a manufacturing plant. The dissertation’s investigation of the PE programs is based primarily on observations, which were gathered longitudinally as the ECTs endeavoured to make ergonomic changes, and fifty-five semi-structured interviews, which were carried out with ECT members and other key informants who were not members of the ECTs. Data collection occurred during 48 months in the manufacturing setting; in the courier company, collection took place during a 30-month period. The dissertation’s analysis is informed by negotiated order and critical theory lenses. Negotiated order considers social order as an ongoing process and draws attention to the activities of individuals and groups, and the manner in which they influence the dynamics of social life. In regard to organizational programs, it rejects the idea that they unfold independently of actors’ efforts; rather, it considers them as products of individuals’ attempts to establish and maintain the necessary agreements to ensure their operation. Critical theory, as it pertains to occupational health, identifies the constraints that shape working conditions and links these with the uneven distribution of power in the workplace and production imperatives. The dissertation addresses the following general research questions: What actions were undertaken by individuals to ensure the PE programs functioned and continued? How did the organizational and societal context enable or constrain the pursuit of PE program activities? The presentation of the findings begins with an account of the problem-solving processes used in both of the settings, an overview of the types of knowledge that were used, and a description of the actors’ access to knowledge. In each setting, design parameters, production pressures, the nature of the knowledge required to design solutions, and the differential distribution of that knowledge among workplace personnel influenced (a) the effectiveness of the ECTs’ solution building activities, (b) the design process, and (c) the nature and degree of participation by the teams’ worker members. The dissertation then proceeds to an examination of the implementation process. It explores how this process is affected by the organizational context, in particular the ECTs’ limited authority as agents of change, and shows that the minimal authority they possessed prompted the ECTs to select an array of strategies to accomplish their work. These strategies often took the forms of persuasion, persistence, and enlisting the assistance of other personnel. Extending the discussion of implementation, the dissertation then focuses on the division of labour within the ECTs as they carried out their activities. In both settings, implementation activities were unevenly distributed among the ECTs’ membership; they were predominantly carried out by managerial personnel. Both the programs’ functioning and the participation of worker representatives were influenced by the interplay among three main factors: the type of activities that needed to be carried out, workplace hierarchy, and stance, or participants’ views about their ability to act effectively. The discussion of the PE programs then proceeds to an examination of whether the programs were supplied with the resources required to continue over time. The outcomes differed: in Courier Co. the program was discontinued, whereas in Furniture Co. it was maintained. The discussions investigate how PE program continuation was affected by the program supporters’ activities and shaped by conditions both internal and external to the organization. Foremost among these conditions were management’s view of health and safety and the occupational health and safety regulatory framework. The dissertation’s examination of the PE programs over time provides evidence that the functioning and the degree of worker involvement in participatory occupational health programs are conditioned by structural and interactional elements. The programs were shaped by an uneven distribution of power, limits on access to knowledge and scarce resources, and actors’ divergent interests and their capacities to act in accord with these interests. The final chapter of the dissertation reviews the key findings and examines common themes that arose across the workplaces. The dissertation concludes with observations on several topics: the challenges of evaluating program outcomes in settings such as occupational health and safety; the lessons that participatory ergonomics practitioners can take from the study’s findings; and suggestions for possible avenues of future research.

The purpose of this study was to build an understanding of the transitional experiences of four Directors of Education who led school division restructuring initiatives in rural Saskatchewan. The data regarding the participants experiences were collected through participant observation, a survey, and a series of three interviews in which the participants were asked to describe their transitional experiences. Additionally, an interview with a member of the Restructuring Coordinating Committee and a process of document analysis provided further information about the restructuring initiative in which the Directors were involved.<p> The conceptual framework for this study included the work of several researchers who had previously focused on transitions. It included the concept that transitions took place in three non-linear stages: the ending, the neutral zone, and the beginning. Additionally, the conceptual framework reflected the belief that transitions are influenced by the individuals personal circumstances. This study added to the collective knowledge of change leadership as it chronicled the lived experiences of leaders who went through personal transitions while in the process of leading change and managing the transitions of employees within their organization.<p> This study utilized a multiple case study design to explore the transitional experiences of educational leaders, charged with the task of leading organizational restructuring. Participants included four Directors of Education from rural Saskatchewan school divisions that were involved in the January 2006 provincial restructuring initiative.<p> The data analysis resulted in three understandings: a) Variations in personal circumstances have a significant impact on the way that individuals experience transitions. b) Relationship building is a key component of the transition process. c) The leader must first negotiate interpersonal relationships and then focus on repatterning processes and building relationships within the organization.

The aim of this study was to investigate emotions and emotion regulation of a downsizing in an industrial company. The sample consisted of persons who had experienced a downsizing but have kept the employment, within a same position or being transferred to another one. Data consisted of two focus group interviews, analysed by an inductive thematic analysis. The results have indicated that emotional reactions changed over time as well the emotional regulation did during the different phases. The groups differed in emotional reaction related to the time of decision regarding the retention of employment. One conclusion is that fast and accurate information during the different phases of a downsizing process may lead to more positive emotional reactions, which in consequence may result in a positive experience of the reduction process as a whole. The confidence in management increased across the time, due to its decisiveness during the process of downsizing. / Syftet med studien var att undersöka individers emotionella upplevelser och emotionsreglering i samband med nedskärningsprocess på ett industriföretag. Urvalet bestod av individer som varit med om en nedskärningsprocess och fått behålla sin anställning, antingen på samma tjänst eller blivit omflyttade till annan tjänst. Data samlades in genom fokusgruppsintervjuer och analyserades med induktiv tematisk analys. Resultatet indikerar att de emotionella upplevelserna av nedskärningsprocessen förändrades över tid liksom emotionsregleringen vid de olika faserna i processen. Resultaten från de olika grupperna vad gäller emotionell reaktion skiljer sig åt framförallt vid tidpunkten för beslut om behållande av anställning. En slutsats är att snabb och tydlig information i samband med nedskärningsprocessens olika faser leder till mer positiva emotionella upplevelser, vilket bidrog till att nedskärningsprocessen som helhet upplevdes som positiv. Företagsledningens agerande, som visade på handlingskraft, ledde till ett ökat förtroende för företagsledningen.

Background: The term Open Innovation describes a phenomenon where organizations are no longer solely relying on internal R&amp;D to innovate technologies that they then would bring to market. Instead, firms are looking outside for ideas or working with other organizations to develop technologies in order to capitalize on efficiencies of existing knowledge, reduce investment risks and increase speed to market. We identified a need to analyze the existing open innovation adoption frameworks in order to track similarities and differences so that we could create a new framework which is more comprehensive. Purpose: The purpose of this thesis is to create a framework for the analysis of the open innovation adoption process which is based on organizational change and other relevant streams of research. In order to do this we were to find answers to the following research questions: 1) How can organizational change theory be used to analyze the movement from a closed to open innovation strategy? 2) In addition to organizational change theory, which research streams should be considered when analyzing the open innovation adoption process? 3) To what extent does our new framework provide an adequate foundation for analyzing the open innovation adoption process at SCA Hygiene Products? Results: Our new framework is meant for the analysis of open innovation adoption process. The framework helps researchers to analyze how different organizations have adopted open innovation based on the four research streams that we have analyzed. Our framework includes aspects of organizational change theory, knowledge management, networks and managerial roles. Key Words: open innovation adoption, organizational change, knowledge management, networks, SCA

Abstract High-tech manufacturing industries face shorter product life cycle increasingly. Application of new technology is also changable. Organizations need to have the characteristics of flexibility and quick response. With the international competition environment, organizational change will become normal in business management practices. Organizational change management becomes a very important issue of the overall business operation. The excellent technicians of high-tech industry are the key indicators of competitive advantage. How to play and enhance the efficient technical staffs, and create other related performance issues will be discussed. Therefore, the study aims to review literature, survey, collect and analyze relevant information on the view of human capital development. This study has explored the relationships of organizational change, job satisfaction, and job performance of the technical staffs in the changes environment. In addition, the study also explored the perceived organizational support of the technical staffs as a moderator between the organizational change perception and job satisfaction. For the purposes of the study, the questionnaire survey was conducted for the employees of the C electronic company technicians, where the job performance questionnaires were designed for pairs of supervisor and technician. A total of 61 supervisor questionnaires and 287 staff questionnaires were returned. The results of this study are as follows: 1. Technicians¡¦ organizational change perception is positively and significantly affected their job satisfaction. 2. Technicians¡¦ job satisfaction on their job performance is not significant. According to the previous studies, there is an unstable relationship each other. 3.Technicians¡¦ perceived organizational support does not have significant moderating effect between organizational change perception and job satisfaction.

Taiwan electron industry was development, brand of management and original equipment manufacturer is each to have the dissimilarity develop the mode, how organize the arrangement with whole combine, carry on organizational change and design to let to operate maximization, support high to grow up and high the market share is all executives must the depth consider of important subject. This research case A computer company in 2004, which won the world's motherboard market share of companies with the highest. From 2005 to 2009, enterprise merger & acquisitions brand and original equipment manufacturer to divide inheritance of organizational activity, inquire into the whole process in the business activity and fluctuating of the business organization. Also, this research case takes the A computer company-enterprise and government department as an example, in the organizational change, how to expand a business market, and anticipate with the interview, through from interview to northern, central, southern dealer and A computer company representative sales, tidy up the current conditions and problems that closed path operates, inquire into more organization design according to current market condition and organization construction.

The Financial Crisis of 2008 not only impacted Wall Street but also the finance and insurance sectors in Taiwan. The significance of this financial downturn was such that even one of the largest and the most time-honored ¡§A¡¨ International Group could not escape hardship. The firm in question was a recipient of U.S. financial bailout by funding by the U.S. government. Due to the need to repay the loan, the ¡§N¡¨ Taiwan Insurance Company, a subsidiary of the U.S. ¡§A¡¨ International Group faced a major threat to its very existence: complete liquidation by the ¡§A¡¨ International Group. The parent ¡§A¡¨ International Group made the irrevocable decision to sell the ¡§N¡¨ Insurance Company, as the only means by which a portion of the bailout loan could be covered. The impact of this decision was immediately felt in Taiwan. But the sale process nearly three years and finalized as a merger with a local investment firm. Considerable organizational change occurred within the ¡§N¡¨ Insurance Company post-merger. It continued throughout the acquisitions period of the ¡§N¡¨ Insurance Company by other entities. Through in-depth interviews with different levels of employees and actual customers of the ¡§N¡¨ Insurance Company, the study analyzed how transformational leadership formed, and then actuated the organizational change which was to take place. In addition, this study offers a clear understanding of the connection between organizational change and overall performance by individual cases-by-case basis. The ¡§N¡¨ Insurance Company faced a three-year reversal-of-fortunes during the merger period. The company experienced many crises, including a collapse of productivity, immeasurable financial losses and a loss of market share as a main insurance provider in the lucrative Taiwan market. After the eventual sale, the company¡¦s case settled down and a newly appointed CEO who came from an investment bank and lead the organizational change, announced future directions and new operational strategies. By implementing numerous plans in all key areas of the company, business production rose 283% within the subsequent six months, and regained the ¡§Top 3 Spot¡¨ in Taiwan¡¦s competitive insurance marketplace. This study is based on the ¡§N¡¨ Insurance Company. A transformational model is presented which originated from research on related business materials and in-depth interviews. Furthermore, the leadership is examined regarding how organizational change was affected, how leadership penetrated the entire organizational structure, and how it lead to a rapid transformation resulting in substantial benefit through a singular vision. It is hoped that this study will provide some practical strategies and valuable experiences of the role of transformational management during a time of financial calamity.

The introduction of a new appraisal system has been seen as a common practice for firms to map its strategic goals and organizational objectives. Such a practice can be seen as a kind of organizational change. Previous studies on the introduction of new appraisal system tend to adopt a cross-sectional approach to examine the effect of the new appraisal system from various dimensions. In the mean time, how the new appraisal system is forming and how the member of organizations affect the shaping of the appraisal system are basically neglected. In order to fill this gap, this research adopted a longitudinal perspective to examine how a sub-business unit (SBU) of L Company introduced a new appraisal system. We particularly concerns how this new appraisal system is shaping, why the leader of this SBU introduced a new appraisal system, how employees react to the introduction of this new system, how leaders and employees perceive the change of the appraisal system. A grounded approach was implemented to explore the introduction process of this new appraisal system. Action research was used as the main research method. Information was collected from the participation of the introduction of the new appraisal system based on interview, observation, field log, and internal data of the firm. In this study, we find that the introduction of new appraisal system was driven by the change of external environment and the motivation of the leader of the SBU. Additionally, employees would resist the change of the new appraisal system. Such a resistance was caused by the change of routine, the perception of the reasonability and the sense of equities. The new appraisal system, in essence, was the outcome of the communication between the leader and the employees of this SBU. At last, leader and employees viewed appraisal system differently. The leader saw the new appraisal system as a means to realize strategies, while employees tended to perceive the change of appraisal system as a punishment.

Because of the constant innovation of IT technology , firms have to face not only end users but also fast-changing production design. It makes firms¡¦ operation extremely difficult .Someone which may be the champion today will be the worst another day .This is the conspicuous situation in IT industry. Confronted by the worst circumstance and limited to the internal sources, Acer corp. must do some changes to its original corporation activities that contain brand and manufacturing. If not , Acer corp. will have a serious problem caused by internal and external forces. Acer corp. declared its re-engineering plan that divided the corporation into three groups in 2000. The way Acer corp. using to change is based on the situation that industry value chain subdivide into lots of parts. Because of the enterprise internal resources restricted, Acer cannot maintain the complete value chain .It must make a decision between brand operating and OEM parts. When Acer decides to focus on brand operating as its enterprise core, it needs to differentiate the principle from organization and business strategy to go with new principle . In the part of organizational change, the report makes an eye on organizational life cycle theory and organization efficiency to find out why it needs three independent main groups. The main change of business strategy is on the supply chain and marketing channel management. Change of Supply chain aims that Acer, after outsourcing OEM parts , makes use of OEM firms which are good at production and global logistic activity , to reduce its stock and save the cost. Change of marketing channels is to comply with diverse channels in European market to make great growth. Hence, Acer prepares to copy the European experience to U.S. and China . Finally , the report proves Acer¡¦s process of organizational change with Lewin and Kotter¡¦s theories to make a conclusion .

This study involved 596 administrative staff members in nine private colleges that had been reorganized into universities of technology in Taiwan by February, 2004. In the study, we looked into the staff members¡¦ perceptions of organizational change, job stress and organizational commitment, as well as the interrelationship among them. The findings indicate that those administrative staff members have mid-to-high-level recognition of the inevitability of the organizational change and its resulting benefits. They have medium-level awareness of their voices being ignored by the school and a lack of communication. Nevertheless, maladaptive problems in jobs and positions were seldom mentioned. The major job stress is from contingency arrangements, urgent issues or unscheduled assignments. The staff hold a conservative attitude toward organizational commitment, without showing stable or strong identification with the school. Factor analysis, ANOVA, Pearson correlation analysis, and hierarchical multiple regression were used to examine the significant differences among variables. Major findings through further correlation analysis include: (1) organizational commitment has a positive correlation with the staff¡¦s perceptions of organizational change, and a negative correlation with their recognition of the necessary sacrifice of the interests resulting from the reorganization, (2) the higher level the recognition of organizational reform, the more job stress; and this job stress has significantly high negative correlation with organizational commitment, and (3) those administrative staff who are relatively young, unmarried, less experienced in working, and received fewer years of education tend to be better in recognizing organizational reform and job stress, but worse in organizational commitment. This finding shows that the recognition of organizational reform tends to negatively influence organizational commitment through job stress.