This study was aimed at achieving an understanding of the role of knowledge and commitment in the process of innovation. To do that, the study confronted several intractable problems of innovation research that have created barriers to knowledge accumulation. Theoretical models were developed based on organizational knowledge and commitments and aimed at overcoming the shortcomings of the traditional research models. Theoretical models of organizational change were investigated through multiple case studies of innovation projects that compared organizations of different types and size, and change processes of both technological and administrative character. A conclusion from this research is that innovation research should learn to live with the dialectic that innovation is unrelated to knowledge or outcomes. This would help to focus research attention on the means by which knowledge is transformed into action, the central problem of the management of innovation. / Doctor of Philosophy (PhD)

Bibliography: leaves 350-402. This thesis is concerned with the process of change and adaptation in four Australian manufacturing companies in the period 1989 to 1996. The thesis seeks to explain the reaction of these companies to the pressures for change, and particularly for the adoption of 'best practice' management prescriptions in the organization of work and human resource management. The operating hypothesis adopted is that the pattern of changes undertaken by manufacturing organizations are shaped by a variety of factors both external to and within the company, but that management beliefs and orientations are a key element in understanding the pace and extent of change. The research is pursued through detailed case studies designed to explore at length pressures for change and continuity in corporate decision-making.

Bibliography: leaves 350-402. / x, 412 leaves ; 31 cm. / Title page, contents and abstract only. The complete thesis in print form is available from the University Library. / This thesis is concerned with the process of change and adaptation in four Australian manufacturing companies in the period 1989 to 1996. The thesis seeks to explain the reaction of these companies to the pressures for change, and particularly for the adoption of 'best practice' management prescriptions in the organization of work and human resource management. The operating hypothesis adopted is that the pattern of changes undertaken by manufacturing organizations are shaped by a variety of factors both external to and within the company, but that management beliefs and orientations are a key element in understanding the pace and extent of change. The research is pursued through detailed case studies designed to explore at length pressures for change and continuity in corporate decision-making. / Thesis (Ph.D.)--University of Adelaide, Dept. of Economics, 2001

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The Western Australian State Government’s local government reform programme, initiated in February 2009, provides the context for this research. Nedlands, a local government in Perth’s western suburbs, resolved to participate in this reform programme and signed a Regional Transition Group Agreement with Subiaco local government in August 2010. The purpose of the Regional Transition Group was to prepare a business plan to investigate the potential benefits and viability of a Nedlands and Subiaco amalgamation. Whilst the local government of Nedlands is currently investigating the more operational and technical aspects of local government reform in the merger feasibility study, this research focused on employee readiness, more intangible but no less important. The difficulties of achieving success with organisational change initiatives are well documented. A number of models of planned organisational change have been developed to address these difficulties and support successful change and are outlined. This research highlights the value of the first phase of planned change, namely readiness for change, where organizational members are prepared for and become supporters of change. It also highlights the importance of change communication with respect to developing employee readiness. Definitions and some of the dimensions of ‘readiness for change’ are outlined. The five dimensions of readiness for change - discrepancy, appropriateness, principal support, efficacy and valence - provide the ‘lens’ through which readiness for change at Nedlands is explored. From this perspective, the documentation communicating local government reform at Nedlands was analysed. These dimensions were also used to ascertain, from the perspective of the Nedlands' managers, their level of readiness and the readiness of the employees of Nedlands for local government reform. The findings suggest that Nedlands local government has not consciously planned to ‘ready’ employees for local government reform. A number of management recommendations are made to strengthen the change readiness message communicated by the Nedlands local government and to support the development of the Nedlands employees’ readiness for change.