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A Qualitative Study of Organisational Transformation: Theoretical Appraisal of Management Practices Utilising Change Management Process Models and a Complex Adaptive Systems Framework

thesis
posted on 19.06.2017, 01:58 by SHOAIB RIAZ
This case study explores transformational change in the context of a large, multi-national corporation facing significant, external environmental threat. Adopting theoretical perspectives from both change management and complex adaptive systems theory, the study depicts conditions created by management that enabled successful transformational change. Findings revealed that a non-linear, emergent and co-created change process based primarily on complex adaptive systems theory, enabled the subject organisation to actively adapt to external challenges. Key management practices that assisted in providing appropriate conditions for transformation included open-mindedness, relinquishing control, organisational agility, valuing the commitment of employees to initiate and enact change, and knowledge sharing.

History

Campus location

Australia

Principal supervisor

Nellie Anne Kimberley

Additional supervisor 1

Damian Morgan

Year of Award

2017

Department, School or Centre

Management

Course

Doctor of Philosophy

Degree Type

Doctorate

Faculty

Faculty of Business and Economics

Exports