This thesis is based on an exploration of the aspects of major organisational change that influence middle manager actions. The first part of this work explains the Stability Pursuance Model, which was developed for this research to conceptualise and clarify the existing organisational change literature. This model showed how the actions of middle managers relate to a major change program. The second part of this work comprises three complementary studies that explore the aspects (action triggers) of influence in middle managers' decisions to act. / Action triggers are aspects of a major change program that cause (trigger) middle managers to act. Action triggers determine whether middle managers will comply or act alternatively. Alternative actions are hindering or promotional. Promotional actions are 'above and beyond' those requested or while hindering actions are meant to interrupt or damage the change. / Three complementary studies were conducted to explore the research question: What aspects of major organisational change programs trigger alternative actions (promotional or hindering) to be performed by middle managers? The first study included a content analysis of literature, the second study involved interviews with middle managers while the third study included both questionnaires for middle managers and several further interviews. These three studies were complementary as each expanded upon the results of the previous one. Together, in using several different approaches, these studies provide a very holistic view of action triggers. / Thesis (PhDBusinessandManagement)--University of South Australia, 2006.
| Identifer | oai:union.ndltd.org:ADTP/267363 |
| Creators | Pollack, Emily A. |
| Source Sets | Australiasian Digital Theses Program |
| Language | English |
| Detected Language | English |
| Rights | copyright under review |
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