Two empirical phenomena motivate our study. First is managers' ongoing pursuit of effective change management technology despite the gigantic normative body of knowledge on the subject. This pursuit is intensifying as planned changes become more complex, and as pressure to execute mounts. Second, an increasing number of organizations are experimenting with “self-assessment”-- a process of evaluating the effectiveness of organizational systems with little or no outside help. The quality movement in particular appears to have stimulated organizational interest in the self-assessment approach.
In this investigation we cross these two concepts and consider self-assessment as structure for managing change and its implementation. The opportunity for theoretical contribution is significant, since the literatures on both self-assessment and change implementation are relatively thin.
In the first part of the study, we develop and validate a model of change process. Such a model is important since it defines what aspects of change process get assessed. Few change process models have been validated rigorously in the literature. We investigate the model's conceptual validity by comparing its content to a number of research streams. Then, we evaluate the unidimensionality and predictive validity of an associated measurement model by employing various quantitative methods. We find both the conceptual model and the measurement model to exhibit considerable validity.
With a change model defined and understood, we then investigate the self-assessment process in which the model is used. This research is mostly exploratory, and utilizes qualitative methods to define the theoretically salient features of the self-assessment process and its consequences. We also identify contextual variables that suggest the conditions under which self-assessment is likely or encouraged. An integrative model of self-assessment is generated from 13 theoretical propositions. The model is compared to theory in managerial control systems. It is proposed that self-assessment provides information that facilitates managerial control. Further efforts to integrate managerial control system concepts into change management research should be valuable.
|School:||University of Cincinnati|
|Department:||Business Administration : Quantitative Analysis|
|School Location:||United States -- Ohio|
|Source:||DAI-A 79/10(E), Dissertation Abstracts International|
|Keywords:||Change management, Control, Evaluation, Organizational change|
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