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Dissertation/Thesis Abstract

Utilizing Organizational Culture to Predict Responses to Planned Change in a Public School: A Test of the OC3 Model
by Sandberg, Eric Christian, Ph.D., Gannon University, 2012, 173; 3592431
Abstract (Summary)

The primary purpose of this research was to test the capability of the Organizational Change in Cultural Context (OC3) Model (Latta, 2009, 2011) to predict responses to change. According to Latta, predictions of resistance to or facilitation of change can be predicted by utilizing organizational culture and its alignment with the content and implementation strategies of the change. The setting for this research was a small elementary school in western Pennsylvania during implementation of a reform model known as Response to Instruction and Intervention (RTII). This qualitative study: 1) investigated the culture of the school using Martin’s (1992, 2002) three perspective framework; 2) analyzed the content and implementation strategies associated with implanting the RTII change initiative; 3) made predictions based upon the interaction effects specified by Latta’s (2011) OC3 Model with the assistance of a panel of experts; and 4) evaluated those predictions using self-report data from participants at the target institution and members of the implementation team.

Indexing (document details)
Advisor: Latta, Gail F.
Commitee: Barker, David B., Prokop, Duane R.
School: Gannon University
Department: Organizational Learning and Leadership
School Location: United States -- Pennsylvania
Source: DAI-A 74/12(E), Dissertation Abstracts International
Subjects: Educational leadership, School administration, Organization Theory
Keywords: Change management, Educational administration, Ethnography, Leading change, Organizational culture, Superintendent
Publication Number: 3592431
ISBN: 978-1-303-33473-3
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