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Fast-acting OD intervention for expedited organization culture change: A quantitative evaluation of a field experiment in a large utility undergoing an internationally violent transformational change.

机译：快速采取行动的OD干预措施，以促进组织文化的快速变革：对正在进行国际暴力变革的大型公用事业公司的现场实验进行定量评估。

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摘要

An alarming gap exists between the modern organization's need for continuous organizational strategic adaptation, required to maintain competitive advantage and the capacity of organization development (OD) technology to operationalize the timely, sustainable organization change required. It is postulated that this shortfall in OD theory and practice is based on a misinterpretation of organization culture-change theory. This study challenges the prevailing view that organization culture change is inevitably a slow, long-term project. It does so by reinterpreting organization change theory in light of innovation diffusion theory for a more detailed explanation of the phenomenon. A strategic adaptation model is offered to illustrate a potential bridge between "fast-acting" OD technology and expedited strategy operationalization designed to mitigate the gap.; This study extends the theoretical "high-velocity" consulting paradigm work of Head, Sorensen, and Yaeger in pursuit of a fast-acting OD intervention methodology to effect accelerated organization change. It provides a contemporaneous quantitative analysis of a field experiment within a 2500-member engineering division of a large Midwest energy utility. In the wake of an "intentionally violent transformational change" that downsized and reorganized the engineering division, a fast-acting OD organization culture change intervention was conducted to assist the survivors in quickly building a new positive organization culture. A time-1, time-2 survey methodology was used over an intentionally short four-month period, employing a highly reliable survey instrument for measuring change in organization culture. Findings from this exploratory study yield insights for OD theorists, change agents, and management educators interested in pursuing the development of fast-acting interventions aimed at producing expedited organization culture change.
机译：现代组织对持续进行组织战略调整，保持竞争优势所需的需求与组织发展（OD）技术使所需的及时，可持续的组织变革投入运营的能力之间存在着惊人的差距。可以认为，OD理论和实践的这种缺陷是基于对组织文化变革理论的误解。这项研究挑战了普遍的观点，即组织文化变革不可避免地是一个缓慢而长期的项目。它是通过根据创新扩散理论重新解释组织变革理论来对此现象进行更详细的解释的。提供了战略适应模型，以说明“速效” OD技术与旨在缓解这一差距的快速战略操作之间的潜在桥梁。这项研究扩展了Head，Sorensen和Yaeger的理论“高速”咨询范例工作，以追求快速行动的OD干预方法来实现加速的组织变革。它提供了对中西部一家大型能源公司2500名成员的工程部门内的现场实验的同期定量分析。在缩减和重组工程部门的“蓄意暴力的变革”之后，进行了快速行动的OD组织文化变革干预，以帮助幸存者迅速建立新的积极组织文化。在故意短的四个月内使用了时间1，时间2的调查方法，该方法采用了高度可靠的调查工具来衡量组织文化的变化。这项探索性研究的结果为OD理论家，变革推动者和管理教育工作者提供了见识，他们对追求快速干预措施的发展感兴趣，这些干预措施旨在促进组织文化的快速变革。

著录项

  • 作者

    Dengler, Robert Anthony.;

  • 作者单位

    Benedictine University.;

  • 授予单位 Benedictine University.;
  • 学科 Business Administration Management.
  • 学位 Ph.D.
  • 年度 2006
  • 页码 173 p.
  • 总页数 173
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类 贸易经济;
  • 关键词

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