Organizational Change: Relationship between Reactions, Behaviour and Organizational Performance
Опубликовано на портале: 18-09-2003
Journal of Organizational Change Management.
1994.
Vol. 7.
No. 5.
P. 41 - 55 .
Тематический раздел:
Describes one aspect of a longitudinal case study conducted in an Australian college
of advanced education undergoing transformation to a university and explores the
relationship between the espoused and observed reaction by staff to the changes,
their actual behaviour, and the performance of the organization. Findings from the
research did not vindicate the assumption in the culture literature that organizational
culture has a direct and predictable effect on organizational performance, as the
organization performed very well according to stakeholders' criteria, in spite of
widespread opposition at both grass roots and middle management levels during a period
of forced, rapid change. Qualitative evidence is given of the very negative reactions
to the forced behaviour changes, while quantitative evidence is given of the level
of performance achieved by the organization during the same period. The conclusion
is drawn that, on an organization-wide scale, whole patterns of staff behaviour may
be changed without a corresponding positive change in values or assumptions.
Ключевые слова
Australia organizational change organizational performance Австралия организационное изменение эффективность организации
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