This thesis considers strategic change from the novel perspective of a manager practically ‘activating’ it within a complex organisation. It involved 18 months of action research and participant observation within BBC Global News, where joint processes were developed across two converging businesses. A journal was maintained of meetings and events, access was granted to internal documentation, and 12 interviews were conducted. One contribution of this thesis is a new conceptualisation of the developing elements of organisational strategic posture and related environmental events as ‘stremes’: strategic memes representing relevant subsystems, ideas, and subcultures. The posture is depicted as a construction of multiple voices, often combining, sometimes clashing, as ideas compete for legitimacy. This allows the practitioner outlook to be presented through three linked perspectives. A ‘process’ approach maps the unfolding streme system; a ‘people’ approach considers the building of consensus to legitimise stremes; and a ‘practice’ approach considers the efficacy of action research in helping to craft change. It is found that not only do the actions of people shape the streme network; the complex, interdependent network also partially shapes their actions. This research builds on previous work on strategic change, but provides new narrative insight from a practitioner’s outlook. It also created ‘practical knowledge’, since many outputs of the process were implemented within the BBC, and may have relevance elsewhere.

Background: The rapid advancement of artificial intelligence (AI) has significantly impacted various sectors, with higher education institutions (HEIs) being no exception, necessitating strategic changes to harness its benefits, such as enhanced educational practices and efficiency, while addressing challenges like ethical concerns and job displacement risks. However, the integration of AI in higher education (HE) is not uniform and varies across various disciplines, influenced by factors such as technological readiness, professional culture, and stakeholders. By applying contingency theory, insights are provided into the alignment of organizational strategies with specific environmental factors. Purpose: The purpose of this study is to investigate the impact of the rise of AI on strategic changes within HEIs and examine how these changes are contingent on distinct organizational cultures across various disciplines. Method: A single case qualitative study was utilized with an abductive approach, collecting empirical data from 10 participants with roles of higher responsibility in the HEI through semi-structured interviews. Additionally, a thematic analysis was used to examine the gathered data. Conclusion: The findings of this study reveal that the rise of AI necessitates strategic changes within HEIs, driven by opportunities and challenges. Integrating AI is seen as an ongoing process requiring flexibility and adaptability to changing environments, related to contingency theory. While some institutions begin to incorporate education about AI and develop guidelines, full implementation is still in the planning stages for many. The study underscores variations in AI adoption across disciplines, highlighting the need to tailor strategies to organizational cultures, including aspects such as different professional cultures and technological readiness cultures. Ultimately, this research enhances the understanding of strategic change management as a reaction to the rise of AI, offering an overarching framework for HEIs to adapt to a dynamic educational environment.

The issue of successful implementation of strategic organizational change is not sufficiently addressed in the literature of organizational change even though there is unanimity in reporting a high rate of failure. Moreover, attempts to provide supportive guidelines that enhance implementation success are meager and their validity in nonwestern contexts is disputed. Thus, the present study tried to address the question of how a strategic organizational change can be successfully implemented by developing an implementation model within the context of Ethiopian commercial banks. In Ethiopia, commercial banking is exclusively reserved for nationals. This makes the setting a typical national context from where two commercial banks were included in the present study through maintaining maximum variation in ownership structure. Embedded in each bank, cases of teams which were established to redesign a specific type of business process were identified to theoretically sample participants for the indepth interviews. Applying an inductive multiple case study strategy, a combination of within-case and cross-case analyses were employed with the support of the ATLAS.ti software. As a result, theoretical propositions were made and an implementation model for strategic organizational change was developed by taking the context of commercial banks in Ethiopia into consideration. The findings indicate that national and organizational contexts demand contextualized approaches to implement strategic organizational change. Although several concepts which are documented in the extant literature were confirmed, original propositions are also made by the present study. A triple helix of initiating, designing, and implementing were emerged as inseparable components of the proposed implementation model for strategic organizational change in a context where cognitive and technical readiness is ensured. / Business Management / DBL

The thesis describes and analyses a long-term transformative change program conducted at ICI (Australia) Botany Site between the years 1987 - 1997. The change program is unusual in that, after a massive and destructive confrontation between management and the unions, a new collaborative approach to change was developed which led to significant organisational renewal. Change interventions developed in the program have diffused through Australian industry over the decade. The program is analysed within the framework of a theoretical model which describes a path taken towards achieving a capable organisation which can sustain productive performance. The thesis uses evidence from the case to investigate issues of management style, governance, flexibility, 'bundled interventions', productivity, work organisation, downsizing, reward systems, skills acquisition and self-managed teams. A theoretical model of organisational change is developed which suggests how the treatment of these contingencies can lead to organisational capability.

Hårdare kundkrav, utveckling av informations- och kommunikationsteknologi, samt ökad miljömedvetenhet driver tillverkande företag att tjänsteorientera verksamheten och strategier. Istället för att enbart leverera fysiska produkter strävar företag att utveckla bredare och konkurrenskraftiga erbjudanden. En strategi för att hantera hårdare omvärldskrav är utveckling av funktionsförsäljning som också är förknippat med begrepp som dematerialisering och service innovation.Funktionsförsäljning bygger på idén att företaget, genom att sälja funktioner, bestående av produkter, tjänster, information och kompetens, kanöka kundvärdet, öka företagets konkurrenskraft och skapa förutsättningar för miljöanpassade cirkulära produktionssystem. Det är en strategi som syftar till att förbättra såväl företagets externa som interna effektivitet. Forskare och praktiker har uppmärksammat den logiska grunden för funktionsförsäljning som affärs- och miljöstrategi. Få har emellertidstuderat vilka hinder som är förknippade med utveckling av denna strategi i produktorienterade företag i praktiken. Denna avhandling behandlar både logiken och de strukturella hinder som är förknippade med utveckling och implementering av funktionsförsäljning i produktorienterade företag.Dessutom uppmärksammas vilka stödjande strukturer som är nödvändiga för att strategin skall kunna realiseras. Avhandlingen vänder sig såväl tillakademiker som praktiker intresserade av affärsutveckling och affärs- och miljöstrategisk förändring och syftar i grunden till att skapa ökadförståelse för förnyelse och utveckling i företag och organisationer. / <p>Diss. Stockholm : Handelshögskolan, 2004</p>

The purpose with this essay is to study how companies use the repositioning process and identify the risks involved from a business perspective. We have chosen to base our essay on the following research questions: What reasons are there for a company to initiate a repositioning?, What does it mean for companies to implement a repositioning?, What are the risks with a repositioning? We have used a qualitative research method and have chosen to interview six respondents which in various ways are actively working with brand repositioning. Our study has been implemented with and deductive character. The most important conclusion that we observed after implementing our study is that repositioning is a high-risk project. Instead of changing their entire brand image, companies should instead make small changes and revitalize the brand by developing the strength that already exist. The biggest risks that we have identified is that a repositioning may result in that the company loses their customers, customer loyalty but also losing market shares. We consider that a repositioning only should be implemented if it is absolutely necessary and when the risks are imminent. / SyfteSyftet med uppsatsen är att studera hur företagen använder sig av ompositioneringsprocesser samt identifiera de risker det innebär ur ett företagsperspektiv. Vi har valt att arbeta med följande forskningsfrågor: Vilka anledningar finns det till att ett företag genomför en ompositionering?, Vad innebär det för företagen att genomföra en ompositionering?, Vilka risker medför en ompositionering? Vi har använt oss av en kvalitativ forskningsmetod och valt att intervjua sex respondenter som på olika sätt aktivt arbetar med varumärkesompositionering. Vår studie har kommit att genomföras med en deduktiv karaktär. SlutsatserEfter att ha genomfört vår studie har vi kunnat konstatera att en ompositionering är ett högriskprojekt. Istället för att förändra sin hela varumärkesimage bör företagen istället genomföra små förändringar och vitalisera varumärket genom att utveckla de styrkor som redan finns. De största riskerna som vi har identifierat är att en ompositionering kan leda till att företaget förlorar sina lojala kunder och tappar marknadsandelar. Vi anser att en ompositionering enbart ska genomföras om det är absolut nödvändigt då riskerna är överhängande.

Omvandlingar, såsom den digitala revolutionen, IT-utvecklingen och internationell integration i form av t ex EU har utmanat såväl företagande som politik och satt etablerade teorier och modeller om företagande och politik på prov. En longitudinell studie av Televerkets/Telias strategiska utveckling, med speciell inriktning på Televerkets/Telias interorganisatoriska strategier, telepolitikens framväxt samt den allmänna politikens utveckling sedan 1960-talet visar att: Företagande och politik är beroende av varandra även när de strävar mot oberoende. Det finns skillnader mellan hur statligt ägda företag och privatägda företag hanterar förhållandet mellan företagande och politik. Studien identifierar strategiska och politiska faser och analyser hur dessa påverkar förutsättningarna för strategiskt handlande. / Diss. Stockholm : Handelshögsk.

Submitted by Nelson Macedo do Nascimento (nmnascimento10@gmail.com) on 2017-03-03T19:57:31Z No. of bitstreams: 1 NelsonMacedo_Mudança Estratégica e Memória_Versao_Final_Aprovada.pdf: 1236633 bytes, checksum: ae8ecfbfaaa523676228bd9b8ce5683d (MD5) / Approved for entry into archive by Janete de Oliveira Feitosa (janete.feitosa@fgv.br) on 2017-03-07T12:50:35Z (GMT) No. of bitstreams: 1 NelsonMacedo_Mudança Estratégica e Memória_Versao_Final_Aprovada.pdf: 1236633 bytes, checksum: ae8ecfbfaaa523676228bd9b8ce5683d (MD5) / Made available in DSpace on 2017-03-23T13:40:12Z (GMT). No. of bitstreams: 1 NelsonMacedo_Mudança Estratégica e Memória_Versao_Final_Aprovada.pdf: 1236633 bytes, checksum: ae8ecfbfaaa523676228bd9b8ce5683d (MD5) Previous issue date: 2016-12-19 / A literatura predominante abrangendo a memória das organizações, especialmente aquelas no Terceiro Mundo, é fortemente impactada por dinâmicas de geopolítica do conhecimento protagonizadas por EUA e Europa. No contexto do neoliberalismo processos correspondentes de gestão da memória organizacional ficaram mais intensos, especialmente no âmbito das organizações estatais, devido a dinâmicas assimétricas de desmemorização e rememorização observadas em anos recentes. Este estudo buscou entender esse contexto de dinâmicas, especialmente em processos estratégicos de mudança e continuidade na Petrobras e em sua Universidade Corporativa. Com base no argumento de que gestão do conhecimento significa não apenas assimilação de tais dinâmicas assimétricas, mas também a (re)construção da memória, o estudo analisa como e por que a memória organizacional tem sido importante em contexto de mudanças na Petrobras e para a Universidade Petrobras. Este trabalho desenvolve uma historiografia por meio do uso de conhecimentos provenientes de mútiplas fontes sob uma perspectiva política de mudança e continuidade que desafia e complementa a memória oficial da organização que vem sendo inscrita em anos recentes. / The predominant literature encompassing the memory of organizations, especially those in the Third World, is strongly impacted by knowledge geopolitics dynamics in the USA and Europe. In the context of neoliberalism, corresponding processes of organizational memory management have become more intense, especially in the context of state organizations, due to the asymmetric dynamics of forgetting and rememoration observed in recent years. This study sought to understand this context of dynamics, especially in strategic processes of change and continuity in Petrobras and in its Corporate University. Based on the argument that knowledge management means not only assimilation of such asymmetric dynamics but also (re) construction of memory, the study analyzes how and why organizational memory has been important in the context of changes in Petrobras and for the University of Petrobras. This work develops a historiography through the use of knowledge from multiple sources from a political perspective of change and continuity that challenges and complements the official memory of the organization that has been registered in recent years.

Made available in DSpace on 2010-04-20T20:08:25Z (GMT). No. of bitstreams: 1 71050100645.pdf: 864428 bytes, checksum: f7261bc142ff71e9a88979007d267977 (MD5) Previous issue date: 2009-03-27T00:00:00Z / O Sistema Único de Saúde (SUS) é estruturado pelo conjunto de ações e serviços de saúde, prestados por órgãos e instituições públicas federais, estaduais e municipais, da administração direta e indireta. A iniciativa privada participa do SUS, com a intervenção de prestadores privados de serviços de saúde, com fins lucrativos ou sem fins lucrativos. O propósito deste estudo é analisar as mudanças estratégicas, ocorridas entre os anos de 2002 e 2008, voltadas à filantropia, em Hospitais Privados Filantrópicos, não usuais prestadores de serviços ao SUS, no Município de São Paulo, para a obtenção ou manutenção do Certificado de Entidade Beneficente de Assistência Social. Foi utilizada uma metodologia qualitativa de estudos de casos múltiplos, para obter as percepções dos agentes envolvidos com a gestão das estratégias e ações voltadas para a Filantropia, através de uma pesquisa exploratória. Cinco Hospitais Privados Filantrópicos, não usuais prestadores de serviços ao SUS, compuseram a amostra. Um dos principais achados deste estudo foi o de que obter ou manter o Certificado de Filantropia garante a estes Hospitais Filantrópicos, não usuais prestadores de serviços ao SUS, isenções fiscais, que criam uma vantagem competitiva diante de outros hospitais privados não filantrópicos, que atuam na medicina suplementar, resultando em redução de custos e condições de diferenciação nos serviços prestados. / The Brazilian Unified Health System (Sistema Único de Saúde – SUS) structures itself on actions and health services delivered by Public Institutions from the Federal, State and local government. Private Institutions are part of this System (SUS) as forprofit and not-for-profit health services. The purpose of this study is to analyse strategic changes, occurred between the years of 2002 and 2008, in Philanthropic Hospitals (not-for-profit Institutions) which do not deliver health services to SUS regularly in the city of São Paulo. These strategic changes aimed at being certificated as or maintaining the status of a Public Utility (Certificado de Entidade Beneficente de Assistência Social). An exploratory research was carried out, and a qualitative methodology of multiple cases study was adopted to collect perceptions of professionals involved in philanthropic strategic management. The sample consisted of five Philanthropic Hospitals. One of the main findings was that certification guarantees fiscal incentives that creates competitive advantages compared to other Private Institutions, resulting in cost reduction and conditions for services improvement.

Made available in DSpace on 2015-04-16T14:48:39Z (GMT). No. of bitstreams: 1 arquivototal.pdf: 1278788 bytes, checksum: 2494c7277d124a760604e8ecb2547183 (MD5) Previous issue date: 2011-08-30 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior - CAPES / The aim of this research was to understand the process of forming strategies at Embrapa Algodão from 1980 to 2010. Seeking to meet the general purpose from this work, it was tried to describe the main strategies actions adopted in the considered period, examine how these strategies have been shaped, the influence of the (internal and external) context changes in strategies over time and finally show the leadership role in the process of training and strategic change. It was used the qualitative approach, and the method, was a single case study. It is a retrospective study with historical features where have been studied different points in time. To achieve the data it was conducted 12 interviews with the staff company's current or former employees, belonging to various functional levels of the organization (operational, analysts, researchers, managers). The survey also used observation and document analysis as data collection instruments. The work of data analysis has shown that deliberate strategies, such as rational planning, is a predominance of emerging strategies. Among the key strategic actions taken by the company during the period, include: the inclusion of different cotton products to the research agenda, sending researchers to work in other states, the release of colored cotton cultivars and focus on research to family farming, agro-energy and sustainable development. In relation to strategic changes undertaken in the company they have reactively, to meet the environmental contingencies. These changes consisted of directing the company's performance for multi-product research, the adoption of a formal plan to be followed, the focus on agro-ecological and colored cotton and a change in the organizational chart. The role of leader in the training process and strategic change, this happened from a performance monitoring process, representing the company and managerial leadership characteristics. From this study, it is possible to conclude that Embrapa Algodão has some weaknesses that signal the need for reflection and analysis of its performance in order to promote changes in order to strengthen its future viability. / A intenção desta pesquisa foi compreender o processo de formação de estratégias na Embrapa Algodão no período de 1980 a 2010. Buscando atender ao propósito geral deste trabalho, procurou-se descrever as principais ações estratégias adotadas no período considerado, analisar o modo como estas estratégias foram moldadas, a influência exercida pelo contexto (interno e externo) nas mudanças ocorridas nas estratégias ao longo do tempo e, por fim, mostrar o papel da liderança no processo de formação e mudança estratégicas. Para tal, foi empregada a abordagem qualitativa, tendo como método o estudo de caso único. Trata-se de um estudo com características de retrospectiva histórica em que se estudaram pontos diferentes do tempo em um mesmo caso. Para consecução dos dados foram realizadas 12 entrevistas com colaboradores atuais da empresa ou ex-colaboradores, sendo os entrevistados pertencentes aos vários níveis funcionais da organização (operacional, analistas, pesquisadores, gestores). A pesquisa também utilizou a observação e a análise de documentos como instrumentos de coleta de dados. O trabalho de análise de dados demonstrou que estratégias deliberadas, do tipo planejamento racional, preponderaram sobre estratégias emergentes. Entre as principais ações estratégicas adotadas pela empresa no período, destacam-se: a inserção de produtos diferentes do algodão à pauta de pesquisa, o envio de pesquisadores para atuação em outros estados do país, lançamento das cultivares de algodão colorido e o foco nas pesquisas para a agricultura familiar, a agroenergia e o Desenvolvimento Sustentável. Em relação às mudanças estratégicas empreendidas na empresa estas se deram de forma reativa, visando atender às contingências ambientais. Tais mudanças consistiram em direcionar a atuação da empresa para pesquisas multi-produtos, a adoção de um plano formal a ser seguido, o foco no algodão colorido e agroecológico, além da mudança no organograma da empresa. Quanto ao papel do líder no processo de formação e mudança estratégica, este se deu a partir de uma atuação de acompanhamento do processo, representação da empresa e com características de liderança gerencial. A partir deste estudo, é possível concluir que a Embrapa Algodão apresenta algumas fragilidades que sinalizam a necessidade de reflexão e análise de sua atuação, a fim de promover mudanças de modo a fortalecer a sua viabilidade futura.