This is a qualitative case study of the 2005-2008 Utah State University Information Technology reorganization from the perspective of key change advocates. The study identified and documented the unfolding change process involved in the reorganization in terms of dissatisfaction, executive changes, internal executive strategic planning, implementation and initial impacts, and continuous "in situ" strategic planning. The study also answered a set of supporting concluding questions indicating increased value to the institution in areas of customer service and confidence, organization, financial resources, planning and policy, security, and increased/improved services and service functions.
| Identifer | oai:union.ndltd.org:UTAHS/oai:digitalcommons.usu.edu:etd-1174 |
| Date | 01 December 2008 |
| Creators | Hawley, Eric S. |
| Publisher | DigitalCommons@USU |
| Source Sets | Utah State University |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | All Graduate Theses and Dissertations |
| Rights | Copyright for this work is held by the author. Transmission or reproduction of materials protected by copyright beyond that allowed by fair use requires the written permission of the copyright owners. Works not in the public domain cannot be commercially exploited without permission of the copyright owner. Responsibility for any use rests exclusively with the user. For more information contact Andrew Wesolek (andrew.wesolek@usu.edu). |
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