Scholarly literature indicates an impending shortfall of the knowledge workforce in the U.S. aerospace and defense industry, part of which is attributable to workforce attrition during disruptive organizational changes. Scholarly findings also emphasized an immediate need for developing transition management strategies for minimizing the impact of workforce attrition, and nurturing the employees' skills base. This study developed a useable change management framework for knowledge workforce transition, during disruptive program changes, in the aerospace and defense industry.
The study employed an evidence based research methodology and explored the content of a comprehensive body of scholarly work, developing and validating a set of five new propositions that outlined an integrated change management framework for knowledge workers. It was demonstrated that successful knowledge workforce transition can be achieved by applying Lewin's force-field concept to address the people, processes, and organizational culture to manage the change. As enablers of change, leaders and followers are "typed" based on their traits and their behavior modeled on the dimensions of their power and relational motivation, orientation, and regulatory focus. This study demonstrated that leader-follower alignment, which can be attained through transformational leadership processes, is the key to gaining follower alliance. Follower alliance is a measure of employees' capacity, commitment, and collaboration during an organizational transition, and is found to be essential for successful workforce transition management.
The 'integrated framework for transition management of the knowledge workforce,' developed in this study, is expected to be of great value to the U.S. aerospace and defense industry, for steering the workforce safely through disruptive organizational changes.
|Advisor:||Edwards, Kathleen F., Gelatt, James P.|
|School:||University of Maryland University College|
|Department:||Doctor of Management Program|
|School Location:||United States -- Maryland|
|Source:||DAI-A 73/09(E), Dissertation Abstracts International|
|Subjects:||Social psychology, Management, Organizational behavior|
|Keywords:||Aerospace and defense, Force-field theory, Knowledge workers, Leadership followership, Organizational change management, Transformational leadership, United States|
Copyright in each Dissertation and Thesis is retained by the author. All Rights Reserved
The supplemental file or files you are about to download were provided to ProQuest by the author as part of a
dissertation or thesis. The supplemental files are provided "AS IS" without warranty. ProQuest is not responsible for the
content, format or impact on the supplemental file(s) on our system. in some cases, the file type may be unknown or
may be a .exe file. We recommend caution as you open such files.
Copyright of the original materials contained in the supplemental file is retained by the author and your access to the
supplemental files is subject to the ProQuest Terms and Conditions of use.
Depending on the size of the file(s) you are downloading, the system may take some time to download them. Please be