This study sought to better understand the learning of leaders who undertake the task of organizational transformation. This inquiry, designed as a qualitative case study of two leaders and informed by a constructivist-interpretivist paradigm, was guided by the following research question: When leaders undertake the task of organizational transformation, what can be discovered about what they learn and the process of how they learn? The leaders learned about themselves and about how to transform their organizations. The leaders confirmed knowledge they already had about themselves (what motivates them) and they developed new understanding of themselves (their leadership style). In addition, they developed new strategies and tactics for transforming their organizations (for example, ways to deal with troublesome staff members). The study also found that the leaders operated from a work-oriented mental model that dominated their thinking. The leaders' learning was embedded in and inextricably linked to their work; it was accidental, incidental, and tacit. The leaders' learning was heavily influenced by four factors: organizational context, the use of intuition to generate options and solutions, the use of daily prayer by both leaders (an unexpected finding), and consultation with a network of professional colleagues. The data were collected throughout one year in which the leaders, who served as co-researchers, were observed six full days each (distributed across the year) and interviewed more than eight hours each. Interviews were also conducted with several staff members from each leader's organization. The data were analyzed during several iterative stages that included the researcher working independently as well as collaborating with each of the two leaders. Further, one long-time colleague of each leader from outside each of the organizations provided an additional perspective on the data. This study also demonstrates the complex, rich, and dynamic nature of qualitative research by distinctively portraying the data, its analysis, and the research experience. Parallel (side-by-side) columns simultaneously present descriptions of the research experience and the analysis of the data. In addition, there are two sets of internal links encouraging the reader to alternate between the research experience and the analysis (in Chapter Four) and between the research method (in Chapter Three) and the researcher's reflections (in the Appendices). Practitioners and scholars may want to examine further the extent to which the factors identified in this study (the leaders' mental model, organizational context, prayer, intuition, and consultation with colleagues) influence leaders transforming organizations. / Ph. D.

The aim of this dissertation is to study the relationship between the management of human resources of nonprofit organizations and the organizational transformations, using ¡¥Institution of Tainan Home of Philanthropy of Taiwan¡¦ as a model. Institution of Tainan Home of Philanthropy belongs to one of the nonprofit social welfare organizations in Taiwan, and its history can be traced back to as early as Qing Dynasty at 23 Kangxi Age (in 1684). In the early years, it certainly played a governmental role as in carrying the burdens and responsibilities to support welfares and help the minorities, and that is how it could gain its renowned title. After several integrations and expansions, it develops into the largest and the most well-developed and fully-established charity in Taiwan, which is truly a classic model representing the nonprofit organization. Because its fame and influential status in the national welfare society, many focuses have been concentrated on whether this organization can maintain its competitiveness and long-lasting operation. This study investigates the management of human resources, the organizational transformation, and the achievement and performance by the nonprofit institutions, and it also discusses if implementation of reorganization can result in an improved performance by the Institution of Tainan Home of Philanthropy so that the institution can keep on existing in the society and continue running to provide unlimited supply of high quality services to the public. The case study method is used as a tool, and extensive literatures are collected as references and resources for later analysis and examination in this study. Moreover, five volunteers are chosen to be interviewed in great detail, and the information gathered from the interview is then subject to SWOT analysis, which is beneficial to the discussion of the research questions. The major conclusions are drawn as following: 1.Extrinsic environmental impacts result in increased level of competitions between nonprofit organizations; therefore, intrinsic environments of these organizations require to have very robust committee boards to function and to strengthen the management of the human resources. Moreover, obsolete facilities need to be replaced in order to elevate competitiveness; as a result, reorganization is necessarily to be conducted. 2.The committee board is the foundation and the key to direct the policy development; consequently, it plays as the most important catalyst to promote transformation of nonprofit organizations. 3.Practicing human resource evaluations, monitoring achievements of the staff, printing out the employee¡¦s manuals for them to be aware of their work contents and duties, and fairly conducting performance reviews of workers annually can help increase productivity and maintain high performance of the workforce. 4.Developing an institutionalized environment, fulfilling legal administrations and conducts, and always following rules from the manuals can greatly eliminate too much of self-consciousness and any legal discrimination. 5.Establishing employee assessment allows the staff to be on the same competition platform and to have the courage to face challenges so that any resistance for organizational transformation can be prevented and a close relationship between human resources and reorganization can be developed.

Large-scale transformational change, such as the integration and acceptance of gays in the U.S. military, necessitates a long-term effort by management to mitigate unanticipated consequences. Suboptimal implementation may not account for damaging consequences among individuals expected to live the change. The purpose of this autoethnographic study was to examine the individual experiences of a closeted gay personnel member living through a transformational change in identity, which paralleled an organizational change in the U.S. Department of Defense (DoD). The conceptual framework included elements of general systems theory, Kotter's theory of change management, Ostroff's change management for government, and Maslow's self-actualization theory. Data collection included logs, notes, journals, field notes, and recollections of experiences, conversations, and events connecting the autobiographical story to organizational change. Data were coded and analyzed to identify themes. Data analysis entailed triangularization using the largest DoD survey of that time, and public records of military personnel who participated in lawsuits against the DoD or opined about the policy. While the organization was transforming to allow openly gay individuals to remain in the military, findings showed that nearly half of those who offered opinions predicted that openly gay servicemembers would get beat up or abused. Findings showed the process of transformational change allowed those impacted to make their own sense of the change, and knowing whether someone was gay mattered. Findings may be used by sexual minorities and other subgroups to engage in sensemaking activities to promote transformational change initiatives.

A comprehensive model of enterprise transformation is developed, along with a more specific model that includes multiple process factors inherent in transformation. The process factors are drawn from literature as well as primary research conducted for the dissertation. Specific considerations of time, cognitive attention, control and leadership are proposed to affect various outcome measures of transformation. This dissertation is conducted within the context of the retail industry. Financial analyses are included in order to provide an empirical basis for choice of retail industry context. Interviews with multiple retail executives acted as a source of primary, qualitative data with which to develop the model and inform the creation of a survey. A broad based empirical survey provided a second source of data with which to test the hypotheses about the impacts of multiple transformation factors on success metrics. Results indicate a large percentage of the variance in the outcomes of transformation can be explained with specific, actionable measures. Clarity of goals and plans, and strong leadership support are all shown to be important in affecting successful change. Additional factors, including flexibility in plans and goals, and leadership communication levels provide additional support for the hypotheses. Implications for theory and practice are elaborated, and future considerations for the research are discussed.

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In the past decade the extent and the complexity of socio-economic challenges the modernsocieties are facing has grown dramatically. Balancing often on the brink of crisis, these globalchallenges force organizations to overthink their approaches and look for new ways to respond toexternal changes. Thus, research on organizational transformation needs to focus on models thatprovide a big-picture lens, offering holistic and integral solutions to modern challenges. AnIntegral theory makes an important contribution to the research of organizational transformationby suggesting a metatheoretical AQAL model (all-quadrants, all levels) that integrates four-dimensional perspective of objective, interobjective, subjective and intersubjective reality in itsanalysis. The AQAL model is a comprehensive view to the reality, accommodating multipletheoretical perspectives and methodological pluralism. Against this backdrop this master thesisaims to explore an Integral Approach, focusing on leadership and organizational transformationin one public sector organization addressing individual or microlevel perspectives. The keyquestions, which are driving this research are: how do values and worldviews impactorganizational transformation in public sector environment? How can organizational capacity todevelop an agile response to external changes be improved in public sector organizations? Whatrole leadership plays in the process of public sector transformation? The main findings of thiswork suggest that organizational capacity to successfully overcome changes is paired with themind-set of its employees and in particularly leadership. Structural changes introduced due toteleworking and digitalization impact organizations on a deeper level, bringing shifts towardsnew culture of work, re-definition of processes and strategies, resulting in global shifts in thewhole organization. These new practices and emerging new organizational cultures require alsonew models of leadership and new skill-set for leaders, who will need to meet the task of“walking” the organizations through modern challenges.

There is now considerable controversy concerning the role that incremental change plays in the process of organizational transformation. Some scholars assert that incremental change is the primary source of resistance to more radical re-orientations, while others argue that on occasion, ongoing incremental change can produce dramatic transformation. To help reconcile these competing perspectives, in this paper I report the results of an inductive study of one firm's successful attempt to improve continuously and incrementally its core manufacturing process. The principal results of this effort are: (1) to challenge the current view of the source of change in process-oriented improvement initiatives; and (2) to offer an alternative characterization of the mechanisms through which competence-enhancing, incremental change actually occurs. The theory emerging from this analysis provides one path to resolving the dilemma posed by incremental change processes that can, on occasion, produce organizational transformation, but more often limit the organization's ability to adapt to its environment. / MIT Center for Innovation in Product Development under NSF Cooperative Agreement Number EEC-9529140

In order to determine the dynamic factors inducing the evolution of environmental management strategies in the context of sustainable development, I draw upon theory from the field of general evolutionary sciences (including chaos theory, complexity science, and nonlinear thermodynamics). I translate this emerging theoretical worldview to a general evolutionary methodology for the analysis of sustainable development strategies. Application of the methodology to selected case studies indicates that sustainable development strategies co-evolve in response to organizational values, technology, and organizational structure inside the firm, and to the environmental management field outside the firm. Competing notions of sustainable development influence the politicization process that limits the types of sustainable development strategies chosen and implemented. The evidence also indicates that new pathways of efficiency are emerging in sustainable development based on market driven strategies, institutional partnerships, and the formation of new industries. The dissertation is based on case study analysis of three sustainable development projects of three different environmental organizations, the International Institute for Energy Conservation, the Environmental Law Institute, and Sanders International. The results have implications for sustainable development theory and practical implications for policy analysts and sustainable development advocates, as well as for a subtler and deeper personal understanding of our place in the world. / Ph. D.

在九零年代由於韓默大力提倡流程再造以及資訊科技的突飛猛進，加上市場逐漸全球化的帶動下，國內外許多知名企業也因應這樣的風潮不斷推動企業變革與組織再造，希望透過變革的過程使企業本身脫胎換骨，但是後來發現大部分的企業改造成功的案例並不多見，尤其許多知名大型企業希望導入ERP系統來推動企業再造，同樣成功的案例也不多見，而失敗的案例卻屢見不鮮。 我發現在實務界也鮮少有一個較全面性的觀點、分析架構與模型來解釋變革前後的相關關係。是什麼樣的原因阻礙企業再造? 而什麼樣的變革過程可以產生如此大的績效改善? 我們應該用什麼樣的觀點來看企業改造這些相關的議題? 因此基本上，本論文就是希望透過以企業改造最適搭配架構為主體的角度，來看價值創造、組織轉型、企業再生工程、並利用組織轉型架構模式為基礎，來解析四個台灣本土型的企業改造，希望提供一個可供思考的理論模型，可以更清楚、更容易了解企業改造當中相關因素的關係與關連性。 本論文的目的就是從價值創造與組織轉型的觀點來探究企業改造的轉型內涵、轉型過程以及形成原因。企業以價值創造、組織理論、企業轉型、企業再生工程、最適搭配架構等理論或架構模型，來釐清這些複雜的現象，希望更能了解價值創造與組織轉型的相關的變化與影響，並透過組織轉型架構模型的分析與解釋，可以提供理論研究或是實務應用上思維的參考。 / The concept of business process reengineering, advocated by Michael Hammer in the 1990s, coupled with the innovation of information technology and the globalization, many of the well-known enterprises started to leverage organizational transformation to improve their performance. However, there have not been many successful examples but a lot of failure. I also found that there hasn’t been much analytical framework or model to explain the differences and the interrelations before and after the transformation. What are some of the major obstacles that keep businesses from engaging in the transformation? What kind of changing processes can result in such dramatic performance improvement? What perspective should we adopt to examine the issues related to business transformation? This thesis aims to examine value creation, organizational transformation, business process reengineering through the role of strategic fit. It also intends to adopt the organizational change framework as a basis to analyze four companies in Taiwan that have gone through such business transformation. I wish to build a clearer and understandable relation and connectivity among relevant factors for business transformation through this thesis. The purpose of this thesis is to explore why, what, and how business transformation occurs from the viewpoint of value creation and organizational change. I use value creation, organization theory, business transformation, business process reengineering, and strategic fit to elucidate the theory and framework, hoping to clarify relevant changes and impacts. Through the analysis and clarification, I further aim to be able to provide guiding principles on organizational transformation framework both in theory and in practice.

Depuis toujours, l'image corporate (image de l'entreprise) joue un rôle important dans le succès de l'entreprise. C'est peut-être par son importance que l'image corporate fait l'objet d'un très grand nombre de recherches en marketing. Pourtant, force est de constater que la majorité des recherches étudient l'image corporate dans un contexte assez stable des entreprises. A notre connaissance, il n'y a pas encore de recherches qui portent attention à l'image corporate de l'entreprise en phase de transformation organisationnelle (TO).Partant de ce constat, cette recherche doctorale vise à combler cette lacune dans la littérature marketing en étudiant l'image corporate dans le contexte de transformation organisationnelle. Son objectif est de comprendre (1) quels sont les déterminants et conséquences de l'image de l'entreprise en TO? et (2) comment et dans quelle mesure la communication de l'entreprise sur ses actions de TO influence t- elle son image ?En nous basant sur le cadre de la théorie de l'attribution et les recherches sur l'influence des stimuli marketing sur le comportement du client, nous identifions les éléments permettant la construction d'un modèle intégrateur de l'image de l'entreprise en TO, qui tient compte des différents types de réponses du client, ainsi que le rôle de la connaissance objective du client et celui de la communication de l'entreprise. Ce modèle est transposé en une série de huit hypothèses testables.Pour avoir les données nécessaires servant au test des hypothèses de recherche, une enquête a été réalisée auprès des clients- entreprises du service d'envoi express (EMS) du groupe de télécommunications et de poste du Vietnam (VNPT). En effet, ce groupe fait actuellement des changements radicaux, ce qui est conforme à notre contexte de recherche. Les résultats d'analyse des données montrent que la TO peut faire évoluer l'image de l'entreprise et ceci via la compréhension cognitive et l'attitude du client envers la TO. Le rôle déterminant de la communication de l'entreprise sur sa TO est aussi mis en avant. En effet, celle-ci peut avoir un impact direct sur la connaissance objective que le client a sur la TO. Cette thèse nous amène également à confirmer le rôle stratégique de l'image corporate : elle influence fortement l'engagement du client dans sa relation avec l'entreprise. / Corporate image (company's image) plays an important role in the success of the company. Perhaps because of its importance, corporate image is the subject of a large number of academic and empirical studies in marketing. However, the majority of research has examined corporate image in the stable context of the firms. To our knowledge, there is still no research that draws attention to company's image in context of organizational transformation (OT).From this observation, this research seeks to fill this gap in marketing literature by examining corporate image in context of organizational transformation. Its goal is to understand (1) what are the determinants and consequences of corporate image in OT? and (2) how and to what extent does the company's communication about its OT influence corporate image?Based on attribution theory and research of influence of marketing stimuli on customer's behavior, we identify elements for constructing an integrated model of corporate image in context of OT that takes into account different types of customer's responses to OT, the role of customer's objective knowledge and firm's communications on its OT. This model is transposed into a series of eight testable hypotheses.For having necessary data used to test research hypotheses, a survey was conducted among client-firms of express mail service (EMS) of VNPT (Vietnam Posts and Telecommunications Group). Indeed, this group is currently taking radical changes, which is consistent with our research context. The results of analysis of data shows that the OT can lead to change corporate image and through customer's cognitive understanding and attitude towards the OT. The role of the company's communication on its OT is also highlighted. Indeed, it has a direct impact on customer's objective knowledge about supplier's OT. This argument also leads us to confirm strategic role of corporate image: it strongly influences customer's commitment in his relationship with the company.