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- Title
- MANAGEMENT SYSTEMS FIT FOR ORGANIZATIONAL PERFORMANCE.
- Creator
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Diaz, Rey, Kotnour, Timothy, University of Central Florida
- Abstract / Description
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The present study identifies the dimensions and variables using prior research within each of the constructs under the management systems, fit and, organizational strategy, structure, lifecycle and performance. The constructs from the research model were defined with a combination of direct, calculated and coded measures. Context analysis for each case categorized management systems design into either prescriptive or descriptive. The selected performance measures have been extensively...
Show moreThe present study identifies the dimensions and variables using prior research within each of the constructs under the management systems, fit and, organizational strategy, structure, lifecycle and performance. The constructs from the research model were defined with a combination of direct, calculated and coded measures. Context analysis for each case categorized management systems design into either prescriptive or descriptive. The selected performance measures have been extensively investigated in the research fields associated with organizational management. The study uses the multiple case study design with cross-sectional data spanning from 1991 to 2005 and involving 19 aerospace companies in the United States. A priori hypothesized relationships between the constructs were tested with Mann-Whitney procedures for differences between mean ranks associated with organizational performance measures. The results from Mann-Whitney tests suggest that there exist significant differences in organizational performance from fit factors between a management system design and the organization. Present study defined organizational performance measures for analysis in terms of Return on Assets, Return on Equity and Return on Investment. When compared to a prescriptive management system design, a descriptive management system design was associated with higher levels of organizational performance. Cases with a fit state were found to score significantly higher than cases with unfit state suggesting that a correct fit state is associated with higher levels of organizational performance. A fit state was associated with higher levels of performance when each of the organizational factors for strategy, structure and lifecycle were aligned to management system design. Study results suggest equifinality as cases reached a particular fit state with differing combinations of fit factors. The study contributes to the field with interpretation of a fit model and key relationship between management systems and performance providing the base for future research efforts associated with management systems, organizational factors and the fit between them.
Show less - Date Issued
- 2007
- Identifier
- CFE0001574, ucf:47111
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0001574
- Title
- Successful Organizational Change: Aligning Change Type with Methods.
- Creator
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Al-Haddad, Serina, Kotnour, Timothy, Mollaghasemi, Mansooreh, Hoekstra, Robert, Diaz, Rey, University of Central Florida
- Abstract / Description
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The motivation behind this research is the prevalence of challenges and ambiguity associated with successful organizational change and the numerous available approaches in dealing with these challenges and ambiguity.Many definitions and methods have been suggested to manage change; however, organizations still report a high failure rate of their change initiatives. These high failure rates highlight the continuing need for research and investigation, and imply a lack of a valid framework for...
Show moreThe motivation behind this research is the prevalence of challenges and ambiguity associated with successful organizational change and the numerous available approaches in dealing with these challenges and ambiguity.Many definitions and methods have been suggested to manage change; however, organizations still report a high failure rate of their change initiatives. These high failure rates highlight the continuing need for research and investigation, and imply a lack of a valid framework for managing successful organizational change. This dissertation critically reviews the concept of having one change approach as the (")silver-bullet("). In pursuit of this goal, this research contributes a roadmap to the change management literature and provides definitions for describing change types, change methods and change outcomes. This dissertation also develops a conceptual model that proposes relationships and connections between the change types, change method and change outcomes that is assumed to enable successful change. To validate the research conceptual model, two hypotheses were developed and a self-administered survey was created and administered (paper survey and online). The respondents were professionals involved in change projects in the Central Florida region. The unit of analysis in this research was a completed change project. Respondents were asked to complete the survey for two different projects: a successful project and an unsuccessful project. Statistical processes were applied to verify the conceptual model and test the research hypotheses.Based on the data collected, exploratory factor analysis was used to verify the validity and reliability of the conceptual model measures. Results of the hypotheses testing revealed that there are relationships between the complexity of the change type and the use of change methods that significantly relate to successful change. The results also revealed that the alignment of the change type and change methods significantly relates to successful change.From the viewpoint of change project managers, the results of this dissertation have confirmed that the complexity of the change project type negatively correlates with change success and the increased use of change methods positively correlates with change success. The results also confirmed that the methods that highly correlate to change success address the following: (a) the situation that needs changing, (b) the proper implementation of change, (c) the establishment of suitable plans and controls to sustain change, and (d) the presence of a credible team leader who influences the major decisions during the change project.
Show less - Date Issued
- 2014
- Identifier
- CFE0005121, ucf:50691
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0005121
