Dissertation/Thesis Abstract

A Framework for Transition Management of the Knowledge Workforce in the U.S. Aerospace and Defense Industry
by Pilla, Satya, D.Mgt., University of Maryland University College, 2011, 107; 3509221
Abstract (Summary)

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.

Indexing (document details)
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
Publication Number: 3509221
ISBN: 978-1-267-35525-6
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