Realization of Change in Organizations
Many different streams of literature emphasize the importance of organizational change. It is considered necessary that organizations are flexible and adapt to a changing environment. However there are many examples of organizations that have failed to change adequately. This dissertation therefore investigated the underlying forces of organizational change and its absence. It concentrated on the reasons for change and its absence. In particular it pursued the question of what are the drivers of change and what forces may inhibit organizational alteration. Since it is often argued that there is repetitive momentum once a shift is initiated, the dissertation also analyzed whether previous change increases or reduces the occurrence of subsequent transformations.
KeywordsStakeholder Group Organizational Change System Dynamic Model Managerial Attention Shared Mental Model
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