Dissertation/Thesis Abstract

An Evaluation of a Transorganizational Development Process Promoting Positive Social Change
by Hall, Erin, M.S., Pepperdine University, 2020, 78; 28086627
Abstract (Summary)

Humanity’s largest and most complex social problems are not going to be adequately addressed by one organization working alone. This study addressed two research questions: (1) what ingredients enable successful transorganization collaboration seeking positive social change? and (2) what role does trust play? Using a case study methodology, participants and observers were interviewed. The data was analyzed using Ainsworth and Feyerherm’s diagnostic model of transorganizational systems and Vangen and Huxham’s trust-building and trust-sustaining theory. The findings emphasize the interdependence of transorganizational system (TS) design components and, in particular, of trust with each of the components.

Indexing (document details)
Advisor: Worley, Christopher G.
Commitee: Feyerherm, Ann E.
School: Pepperdine University
Department: Organizational Development
School Location: United States -- California
Source: MAI 82/2(E), Masters Abstracts International
Subjects: Organizational behavior
Keywords: Social change, Transorganizational development, Transorganizational systems, Trust
Publication Number: 28086627
ISBN: 9798662575233
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