Ensuring that an organizational change is being well received by those affected is crucial for the success of the change effort. It is equally important to make certain the impacts of planned organizational changes match the intents with which they were designed. The theoretical and practical implications of viewing a prolonged change management process (CMP) through the lenses of structuration theory and positioning theory, and their effects on discourse, is applied in the setting of a university honors program. Nine interviews and four focus groups were conducted with students, faculty, and administrators. The findings indicate that the lifespan of one’s institutional membership, and their past experiences utilizing resources, affect their perceptions of self-efficacy in contributing to the CMPs.
|Commitee:||Cheah, Wai Hsien, Ruckh, Eric|
|School:||Southern Illinois University at Edwardsville|
|Department:||Applied Communication Studie|
|School Location:||United States -- Illinois|
|Source:||MAI 58/06M(E), Masters Abstracts International|
|Keywords:||Change management processes, Honors education, Loosely-coupled systems, Positioning theory, Prolonged change, Structuration theory|
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