Dissertation/Thesis Abstract

Manager influence on collaborative change initiatives
by Milam, Ron, M.S., Pepperdine University, 2014, 92; 1566766
Abstract (Summary)

Ensuring all residents in Southern California have access to healthy food is one of many examples of an issue too complex and challenging for any one organization to change on its own. More and more, organizations work in collaboration and designate individuals to manage these collaborative change initiatives. This research uncovers the specific influence managers of collaborative change initiatives have in shaping positive outcomes for the collaborations they serve. Based on interviewing 11 managers and funders from six leading collaborative change initiatives, there are two contextual ways in which managers influence collaboration: their position itself carries influence and their ability to navigate the collaborative context they operate in. The main findings of this research share five key ways in which managers influence the collaborations they serve: their own personal characteristics and skills, the relationships they cultivate, the membership they support and empower, the processes they manage, and the culture they shape.

Indexing (document details)
Advisor: Feyerherm, Ann
Commitee: Ainsworth, Dale
School: Pepperdine University
Department: Organizational Development
School Location: United States -- California
Source: MAI 53/06M(E), Masters Abstracts International
Subjects: Management, Organization Theory, Organizational behavior
Keywords: Change, Collaboration, Collaboratives, Influence, Manager, Sustainability
Publication Number: 1566766
ISBN: 9781321256130
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