Dissertation/Thesis Abstract

A case study of change recipients' beliefs on the adoption of project management
by Burgan, Stephen C., Ed.D., Indiana Wesleyan University, 2012, 234; 3567692
Abstract (Summary)

The purpose of this study was to measure the organizational change recipients' beliefs on the adoption of project management practices as an organizational change initiative and to understand why the change recipients reported those stated beliefs. The theoretical basis for this research study was the diffusion of innovation. The diffusion of innovation is an extensive psycho-sociological theory that describes the process by which an innovation is communicated among the members of a social system (Rogers, 2003). This study investigated the persuasion stage of the innovation-decision process, which allows an individual to exhibit a belief about adopting the innovation, and was aimed at examining five change beliefs of members of an organization, which are discrepancy, appropriateness, efficacy, principal support, and valence. The research approach consisted of a single case study utilizing an explanatory sequential mixed methods design, which aided in the analysis and enhanced the insights into the case. The mixed method approach utilized the Organizational Change Recipients' Beliefs Scale to quantitatively describe what the organizational change recipients' beliefs were and semi-structured interviewing to qualitatively build an in-depth case to determine why the organizational change recipients hold those beliefs. Given the constant state of flux in the current business environment, the implications for practice is for organizational leaders to distinguish between organizational change readiness from organizational change capacity. Organizational change capacity implies a focus on multiple, often iterative and overlapping, organizational change initiatives, which is different from the traditional view of change as a series of isolated events. This perspective broadens organizational change management as a dynamic process of continuous learning and adjustment to cope with the ambiguity and uncertainty that the business operates in and the ability to implement those changes in that context. The findings of this study provided insights on the readiness-level for adopting an organizational change. These include: (a) a deeper understanding of organizational adoption of standards and methods; (b) insight into change recipients' beliefs about change; and (c) a greater awareness of planning and executing the implementation of change into an organization.

Indexing (document details)
Advisor: Johnson, R. Boyd
Commitee: Oliver, Brad E., Starcher, Keith
School: Indiana Wesleyan University
Department: Organizational Leadership
School Location: United States -- Indiana
Source: DAI-A 74/10(E), Dissertation Abstracts International
Subjects: Organizational structure, Management
Keywords: Case study, Innovation diffusion, Mixed methods, Organizational Change Recipients' Beliefs Scale, Organizational change management, Project management
Publication Number: 3567692
ISBN: 978-1-303-19781-9
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