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Unintended Outcomes of Leadership Sensemaking in a Continuously Reconfigured Business Model Change Initiative.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	Unintended Outcomes of Leadership Sensemaking in a Continuously Reconfigured Business Model Change Initiative./
作者:	Spencer, Maria T.
面頁冊數:	1 online resource (167 pages)
附註:	Source: Dissertation Abstracts International, Volume: 79-04(E), Section: A.
Contained By:	Dissertation Abstracts International79-04A(E).
標題:	Organization theory. -
電子資源:	click for full text (PQDT)
ISBN:	9780355331660

Unintended Outcomes of Leadership Sensemaking in a Continuously Reconfigured Business Model Change Initiative.
Spencer, Maria T.

Unintended Outcomes of Leadership Sensemaking in a Continuously Reconfigured Business Model Change Initiative. - 1 online resource (167 pages)

Source: Dissertation Abstracts International, Volume: 79-04(E), Section: A.

Thesis (Ph.D.)--The Pennsylvania State University, 2017.

Includes bibliographical references

The purpose of this study was to explore the ambiguity created by the continuous reconfiguration of a business model change initiative, the sensemaking perspective (Weick 1995, 2005) of organizational leaders in response to that ambiguity, and any unintended outcomes resulting from those sensemaking activities. To accomplish these research objectives, a single case study was conducted with a small technology firm during a period of intense and continuous reconfiguration of its business model in response to market feedback collected from a series of industry trade shows. Data collection included interview data, office documents related to the change effort, biweekly information requests, and public communications including website descriptions and press releases. The data yielded descriptions of ambiguity created by the continuous reconfiguration of the business model change effort, of the sensemaking activities undertake by leadership in the face of ambiguity, and of the unintended change outcomes traceable to the leaders' senesemaking. The data contributed to the researcher's findings that the continuous reconfiguration of the organizational change effort did contribute to ambiguity, and that ambiguity did have an effect on the implementation of the change, prompting some unintended outcomes. These findings are relevant to business model change literature that recommends continuous reconfiguration to deal with rapidly changing markets, and will be useful to workforce education and development researchers and practitioners in broadening their understanding of organization change in relevant contexts.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780355331660Subjects--Topical Terms:

1179252
Organization theory.
Index Terms--Genre/Form:

554714
Electronic books.

Unintended Outcomes of Leadership Sensemaking in a Continuously Reconfigured Business Model Change Initiative.
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500 $a Source: Dissertation Abstracts International, Volume: 79-04(E), Section: A.
500 $a Adviser: William Rothwell.
502 $a Thesis (Ph.D.)--The Pennsylvania State University, 2017.
504 $a Includes bibliographical references
520 $a The purpose of this study was to explore the ambiguity created by the continuous reconfiguration of a business model change initiative, the sensemaking perspective (Weick 1995, 2005) of organizational leaders in response to that ambiguity, and any unintended outcomes resulting from those sensemaking activities. To accomplish these research objectives, a single case study was conducted with a small technology firm during a period of intense and continuous reconfiguration of its business model in response to market feedback collected from a series of industry trade shows. Data collection included interview data, office documents related to the change effort, biweekly information requests, and public communications including website descriptions and press releases. The data yielded descriptions of ambiguity created by the continuous reconfiguration of the business model change effort, of the sensemaking activities undertake by leadership in the face of ambiguity, and of the unintended change outcomes traceable to the leaders' senesemaking. The data contributed to the researcher's findings that the continuous reconfiguration of the organizational change effort did contribute to ambiguity, and that ambiguity did have an effect on the implementation of the change, prompting some unintended outcomes. These findings are relevant to business model change literature that recommends continuous reconfiguration to deal with rapidly changing markets, and will be useful to workforce education and development researchers and practitioners in broadening their understanding of organization change in relevant contexts.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2018
538 $a Mode of access: World Wide Web
650 4 $a Organization theory. $3 1179252
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