This dissertation is a qualitative study of how the emerging organizational operating environment of the Information Age is demanding a change in internal organizational dynamics. The parts of the study include a review of literature, a scan of organizational external factors and internal dynamics and a series of in-depth interviews with organizational leaders from the private, public and non-profit sectors. During this time of transition from the Industrial Age to the Information Age, four major external factors are changing the operational environment: the emerging global economy; new technology; changing consumer tastes; and demographic shifts. Thus we see that the operational environment is very different then it was during the Industrial Age and today's organizational leaders must maintain a constant dialogue about the emerging global economy, diversity of the work force, greater productivity and quality. Leadership must understand that human resources are their most valuable asset because the key organizational resource has become knowledge. Such a paradigm demands the creation of "learning organizations," that tap the desire of each member of the organization to contribute fully and create the environment for that to happen using the dynamics of leadership, vision, values, and network structures. This study offers leaders, of any type of organization, a perspective on key organizational external factors of the Information Age and the organizational dynamics a of 21st century learning organization.
| Identifer | oai:union.ndltd.org:UMASS/oai:scholarworks.umass.edu:dissertations-5511 |
| Date | 01 January 1993 |
| Creators | Fletcher, Francis Stephen |
| Publisher | ScholarWorks@UMass Amherst |
| Source Sets | University of Massachusetts, Amherst |
| Language | English |
| Detected Language | English |
| Type | text |
| Source | Doctoral Dissertations Available from Proquest |
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