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Dissertation/Thesis Abstract

Organizational Dissonance in the Context of Organizational Decline and Turnaround of a Security Printer: A Quantitative Case Study
by Ramirez-Dominguez, Tina Marie, Ed.D., Pepperdine University, 2021, 130; 28321517
Abstract (Summary)

The purpose of this non-experimental, quantitative study was to examine organizational identity dissonance experienced by an organization’s social actors in the context of organizational decline and turnaround utilizing factor structures from five years of pre-existing, employee surveys to determine whether differences in factor scores occurred over the 5-year time frame. Organizational identity dissonance is the psychological stress or discomfort experienced by an organization’s social actors from holding two or more contradictory attitudes, beliefs, or behaviors (McLead, 2008) in relation to the organization’s identity. A social actor is an individual participating in a communal environment (Whetten & Mackey, 2002). A communal environment is defined as an organization, firm, or business unit. In this study, the communal environment is the Printing Division of a high-tech optics company. The analysis focuses on existing data collected from 5 years of employee engagement survey data.

Indexing (document details)
Advisor: Rhodes, Kent
Commitee: Dellaneve, James R., Aldossari, Sultan
School: Pepperdine University
Department: Education
School Location: United States -- California
Source: DAI-A 82/9(E), Dissertation Abstracts International
Subjects: Business education, Educational leadership, Management, Organizational behavior
Keywords: Organizational decline, Organizational dissonance, Organizational identity, Organizational leadership, Organizational turnaround, Strategy, Security printer
Publication Number: 28321517
ISBN: 9798597068770
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