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Thesis (M.Sc.) -- University of Western Sydney, Hawkesbury, 1999. / Thesis submitted for the degree of Master of Science (Honours). Includes bibliographical references (p. 243-251).

Thesis (Ph. D.)--University of Wisconsin--Madison, 1972. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record.

That change processes are exciting but sometimes hard to implement for organizations is a known fact. But the change process that I am looking into in this study is beyond hard, as this was change that had to be implemented no matter what. This is the story about the project organization whose sole purpose was to create a permanent organization and then almost over night changed into a permanent, operating organization and with the major differences that entailed. What inspired me to do this research was most and foremost a self-experienced life as a ”project worker” for the same operating field as the case organization. The thrill of always stepping into unfamiliar territory and hardly ever having to do things two times was almost addictive. And it was the individual human aspect of this change that caught my interest for this study. How did they experience this massive change and, did they learn from it and how? And as we are all different as human beings, so was each experience different. After a series of two interviews per informant, conducted two years apart, emerged seven categories from the data analysis that had impacts on their experience, two transition categories and five learning categories. For transition emerged the categories of awareness of change and grief process. For learning emerged framework/ structure, psychological ownership, goal orientation/vision, interpersonal relationships and leadership as categories having an impact on their experiences. I used the results from the data analysis and discussed these with the background of different theoretical perspectives. To cover the vast area of aspects that emerged, I have used theoretical perspectives about project organizations vs. permanent organizations, organizational transitions, learning in organizations, psychological ownership, leadership and vision and goal orientation. My three very different informants had also very different roles in the organization and different private situations, which had an impact on their experienced outcomes of the process. For the category goal orientation/ vision my findings suggested that common for all three of them, however, was a lack of an experienced vision bringing them beyond the launch of the project and into the new permanent organization. With such a vision, transforming from project to permanent organization might have been a smoother process.

Thesis (M.A.)--University of Florida, 2004. / Title from title page of source document. Document formatted into pages; contains 101 pages. Includes vita. Includes bibliographical references.

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The advancement of time has expedited the transfer of information, and the speed of technology evolution has also increased. Business enterprises can continue to increase its organization performance through organization innovation. Therefore organization innovation is the key success factor of future business enterprises. However, organization innovation is grounded on organization culture. Hence the research problem of this study is the influence of organization culture and innovation on performance. Companies in the Kaohsiung County and City were studied. Through questionnaire survey and data analysis, the following results were found: 1. Respondents expressed positive viewpoints toward influence of organization culture and innovation on performance. With respect to organization culture, bureaucratic and supportive types of culture showed more significant influence than innovative culture on organization performance. 2. The operation of organization culture and innovation showed positive influence on organization performance. The more emphasis is placed on the operation of organization culture and innovation, the more that a business enterprise can nurture its core competence and hence enhance its organization performance. ¡iKey Words¡j: Organization Culture, Organization Innovation, Organization Performance

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Aimed at students of library and information science, this paper is introductory in nature and provides basic information about the relationship between knowledge organization systems, ontologies and the World Wide Web architecture known as the Semantic Web. The Web is expected to be gradually populated by content with formalized semantics that will enable the automation of content organization and its retrieval. As implied by its name, the Semantic Web will assume a higher level of connectivity which is going to be based on resource content and meaning while the information organization will predominantly be automatic i.e. based on machine to machine (m2m) information services. This is the reason why the Semantic idea is closely related to the development of ontologies (a simple explanation of an ontology and ontology languages is given based on relevant literature). Traditional knowledge organization systems (KOS) such as classifications and thesauri have been deployed for resource organization and discovery on the Internet and have become de facto standards in resource discovery. KOS tools are likely to become even more important with the Semantic Web, providing they can be exposed and shared using ontologically orientated standards.

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