Texte remanié de: Thèse de doctorat--Sciences économiques--Nice, 2004. / Bibliogr. p. 327-345.

Thesis (Ph. D.)--University of Texas at Austin, 2000. / Vita. Includes bibliographical references (leaves 110-114). Available also in a digital version from Dissertation Abstracts.

Thesis--University of Gothenburg, Department of Business Administration. / Includes bibliographical references (p. 179-187).

Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 2004. / Includes bibliographical references.

Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 2004. / Includes bibliographical references.

Thesis (D. Min.)--Gordon-Conwell Theological Seminary, 2000. / Abstract and vita. Includes bibliographical references (leaves 119-123).

Thesis (D. Min.)--Mid-America Baptist Theological Seminary, 2001. / Includes bibliographical references (leaves 189-196).

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This thesis reports the findings of a three-year field research that explored in real time the managerial processes involved in an attempt to realize radical change in a large and complex organization. The study adopted a multi-perspective approach, interviewing and observing more than 140 individuals at all levels of the organization. It followed the evolution of four large units conducting 117 change initiatives. / It was found that the success rate of modest-in-scope initiatives was high (around 85%) while the success rate of major initiatives was disappointing (around 20%). This thesis focuses on describing the organizational processes that led to such differential outcomes. / The findings suggest that a proposed change initiative is subject to three organizational filters on its way to being adopted by the organization. Each filter represents a set of interrelated conditions that a proposed change initiative must meet as a prerequisite. To pass the emotion filter, a proposed change must be perceived by its potential adopters as congruent with the core values of the organization, that the change is construed not as detrimental to their personal welfare, and that the conduct of the change agents is compatible with the institutional values (legitimacy). To pass the cognition filter, there should be sufficient knowledge development and sharing for the realization of the proposed change. And finally, to pass the action filter, there should be requisite lateral coordination and persistence in action to institutionalize the change as a new organizational routine. It is also suggested that these three filters exhibit an order of saliency, or hierarchy, in their respective influence on the adoption of the change proposal by the organization. / Second, fundamental changes in beliefs and values require creation and maintenance of an appropriate emotional context. Organizational behaviors that attend to emotions aroused by radical change are necessary to its realization. / Finally, the findings of this research allow to offer prescriptions about the conduct of organizational change, especially changes related to work processes, and to challenge certain conventional beliefs about leadership of change.

The purpose of this study was to evaluate the extent to which BP Southern Africa Pty (Ltd) adhered or differed to the theory and principles of Change Management. The study used a case study method to explore the key question of the approach using the six dimensions of change, i.e. the goals of the change; the leadership of change; the focus of the change; the process of change; The Reward System used in the Change Programme and The use of Consultants in the Change Program. The whole from birth of this initiative was looked at using the six dimensions of change to evaluate and answer the question of the approach that was used in managing the change at BP Southern Africa. The six dimensions of change are classified into the two main theories of change referred to here as Theory E and Theory o. Both these theories are discussed and a model arrived at in Chapter Two. Parallels are drawn with these theories in the analysis of evidence within the context of the six dimensions of change in later chapters of this research report. The exploratory nature of the research coupled with the theoretical framework of change management necessitated a qualitative research approach. The tool used being that of extensive interviews. The case outlines the process of change at BP Southern Africa Pty (Ltd) where information was gathered from different stake-holders in the change process thereby highlighting the range of benefits and limitations introduced by the change strategy. The summary of evidence for each construct is discussed and analysed where it soon emerged that there is an adherence to the theory and principles of change management. The research report concludes by drawing parallels between the process as done by BP Southern Africa Pty (Ltd) and the model drawn in the literature review. Lessons learnt from this change process are discussed in the concluding chapter with some suggestions for future restructurings at BP Southern Africa or any organisation wishing to embark on such an exercise. / Thesis (MBA)-University of KwaZulu-Natal (Westville), 2004.