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Title: Identification strategies and unobtrusive control in organizational change initiatives: A textual analysis of corporate newsletters.
Creator: Glover, Laurie A., Florida Atlantic University, Darlington, Patricia
Abstract/Description: To be successful, organizations that undertake a large-scale planned change initiative must maintain employee commitment and loyalty to the organization. Identification with the organization can support that objective and is crucial in changing organizations when managers often introduce different cultural assumptions, values, and norms than those held by the organization's members. Employee identification with the organization is also pivotal in the employee's decision making process. This...
Show moreTo be successful, organizations that undertake a large-scale planned change initiative must maintain employee commitment and loyalty to the organization. Identification with the organization can support that objective and is crucial in changing organizations when managers often introduce different cultural assumptions, values, and norms than those held by the organization's members. Employee identification with the organization is also pivotal in the employee's decision making process. This study analyses a representative sample of an organization's newsletter published during a reengineering project. Identification strategies of common ground, the assumed we, antithesis and unifying symbols are used as the foundation for analysis. Results show that identification strategies are consistently used in this genre of organizational communication to maintain employee commitment during a change initiative. In addition, three additional tactics of the common ground strategy were uncovered: enlistment, self-congratulation and knowledge-sharing. The implications of these results are discussed.
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Date Issued: 2001
PURL: http://purl.flvc.org/fcla/dt/12837
Subject Headings: Organizational change., Newsletters., Communication in organizations., Corporate culture.
Format: Document (PDF)

Title: Finding common ground: The Future Search Conference experience.
Creator: Stewart, Tamala P., Florida Atlantic University, Schuster, Eleanor
Abstract/Description: Marvin Weisbord's (1992) Future Search Conference model is an innovative organizational planning method recently employed by the College of Nursing at Florida Atlantic University in the preliminary stages of the Global Environmental Project for Healing and Health. The purpose of this grounded theory study was to identify the basic social process (BSP) of a particular social world: the future search conference. A purposive sample of six participants volunteered to describe their perspective on...
Show moreMarvin Weisbord's (1992) Future Search Conference model is an innovative organizational planning method recently employed by the College of Nursing at Florida Atlantic University in the preliminary stages of the Global Environmental Project for Healing and Health. The purpose of this grounded theory study was to identify the basic social process (BSP) of a particular social world: the future search conference. A purposive sample of six participants volunteered to describe their perspective on "what happened" and "what was going on" at the conference entitled, "Discovering Common Ground: The Future of Health, Healing and Environment," February 23-25, 1995. Glaser and Strauss' (1967) constant comparative method of data analysis was used to identify the BSP, "Finding Common Ground." This enabled conference participants to cope with the unique conditions of a future search conference (sequestration, diverse population, and self-management) while accomplishing the goals of the conference.
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Date Issued: 1995
PURL: http://purl.flvc.org/fcla/dt/15199
Subject Headings: Organizational change, Nursing--Philosophy, Grounded theory, Sociology--Research
Format: Document (PDF)

Title: Restorative justice and organizational change: The process of transformation.
Creator: McLeod, Colleen E., Florida Atlantic University, Bazemore, Gordon
Abstract/Description: Restorative justice has come to the forefront of criminal justice discourse with growing interest and support. Despite increasing research and theory in the past decade, a missing link in the research has been a lack of focus on the role of criminal justice organizations in the implementation process. The purpose of this paper is to examine the capacity of organizational literature to inform criminal justice system organizational transformation so that it is consistent with the values,...
Show moreRestorative justice has come to the forefront of criminal justice discourse with growing interest and support. Despite increasing research and theory in the past decade, a missing link in the research has been a lack of focus on the role of criminal justice organizations in the implementation process. The purpose of this paper is to examine the capacity of organizational literature to inform criminal justice system organizational transformation so that it is consistent with the values, principles and practices associated with restorative justice. The literature review involves an overview of the restorative justice framework, a general presentation of organizational theory, and finally, an articulation of three main categories of organizational literature: bureaucratic, post-bureaucratic, and what is referred to in this thesis as contemporary. This literature analysis contributes to the development of a model for an organization that is consistent with restorative justice and the proposed transition from a bureaucratic organization to a restorative organization. Finally, both evaluative and policy implications for the research findings and proposed model are considered.
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Date Issued: 2002
PURL: http://purl.flvc.org/fcla/dt/13001
Subject Headings: Restorative justice, Criminal justice, Administration of, Organizational change
Format: Document (PDF)

Title: Communicative Leadership During Organizational Change: A Case Study of a New University President’s Change-Initiative Team.
Creator: Sacks, Emily Alice, Shockley, Robert, Pisapia, John, Florida Atlantic University, College of Education, Department of Educational Leadership and Research Methodology
Abstract/Description: As the economy continues to struggle in its recovery from the recent recession, higher education institutions have been hard-hit, affecting stakeholders at all levels, including boards of trustees, students, faculty, and the surrounding communities. In the middle of the turmoil and period of change are the presidents, needing to answer to board members as well as other institutional stakeholders, while still maintaining a balance of organizational consistency and change. Nearly all...
Show moreAs the economy continues to struggle in its recovery from the recent recession, higher education institutions have been hard-hit, affecting stakeholders at all levels, including boards of trustees, students, faculty, and the surrounding communities. In the middle of the turmoil and period of change are the presidents, needing to answer to board members as well as other institutional stakeholders, while still maintaining a balance of organizational consistency and change. Nearly all organizational change literature incorporates interpersonal communication as an integral component in effective change efforts; therefore, the constantly changing higher education landscape necessitates presidents who are skilled in communicative leadership, of which interpersonal skills are a cornerstone. Although all presidents need these skill sets, this study examines only a newly appointed president and one of his change-initiative teams to capture the dynamic environment surrounding new administration.
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Date Issued: 2017
PURL: http://purl.flvc.org/fau/fd/FA00004999, http://purl.flvc.org/fau/fd/FA00004989
Subject Headings: Dissertations, Academic -- Florida Atlantic University, Organizational change--Case studies., Organizational change--Education (Higher)., Interpersonal communication., College presidents.
Format: Document (PDF)

Title: Corporate strategic reorientation and adjustment: A longitudinal analysis of the effects of top management teams.
Creator: Peyrefitte, Joseph Armand, Florida Atlantic University, Golden, Peggy A.
Abstract/Description: The impact of executive cognitive bases and values on corporate strategic change was examined in a longitudinal study of the computer hardware industry. Corporate strategic change was separated into pattern and magnitude dimensions as suggested by Ginsberg (1988). These dimensions complement the logic of Tushman and Romanelli (1985) who suggest that organizations proceed through long periods of stability or adjustment, punctuated by periods of metamorphic change or reorientation. I proposed...
Show moreThe impact of executive cognitive bases and values on corporate strategic change was examined in a longitudinal study of the computer hardware industry. Corporate strategic change was separated into pattern and magnitude dimensions as suggested by Ginsberg (1988). These dimensions complement the logic of Tushman and Romanelli (1985) who suggest that organizations proceed through long periods of stability or adjustment, punctuated by periods of metamorphic change or reorientation. I proposed that executive cognitive bases and values would be associated with strategic reorientation but not strategic adjustment since executive perceptions and responses are the internal driving forces that direct and redirect organizations (Romanelli & Tushman, 1988). Panel data analysis techniques were used to test the hypotheses developed in this study. Corporate strategic reorientation and adjustment were operationalized by changes in unrelated and related diversification, and changes in between-stage and within-stage vertical integration, respectively. The mean organization tenure and functional background heterogeneity of top management teams were used as proxies for executive cognitive bases and values. Results provided overall support for the hypotheses. Mean organization tenure was negatively related to unrelated diversification change, while neither mean organization tenure nor functional background heterogeneity were associated with related diversification change. Functional background heterogeneity was positively related to between-stage vertical integration change, however, contrary to expectations, it was negatively related to within-stage vertical integration change. These findings confirm and extend the literature which relates managerial characteristics to strategic change.
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Date Issued: 1996
PURL: http://purl.flvc.org/fcla/dt/12449
Subject Headings: Executives, Chief Executive Officers, Strategic Planning, Organizational Change, Organizational Behavior, Corporate Culture, Corporate Reorganizations
Format: Document (PDF)

Title: Attributes that Enable a Virtual High School to go to Scale.
Creator: Diamond, Daryl, Pisapia, John, Florida Atlantic University
Abstract/Description: As our nation demands system-wide improvement, external providers are challenged to scale up educational reform efforts, to implement them more widely, more deeply, and more rapidly than in the past. Virtual high schools come at a time when public education is being challenged by mandates for new forms of educational choice and supplemental services. Replicating success of educational reforms on a large scale is a vexing issue. Failure to scale them up is accredited to the absence of a...
Show moreAs our nation demands system-wide improvement, external providers are challenged to scale up educational reform efforts, to implement them more widely, more deeply, and more rapidly than in the past. Virtual high schools come at a time when public education is being challenged by mandates for new forms of educational choice and supplemental services. Replicating success of educational reforms on a large scale is a vexing issue. Failure to scale them up is accredited to the absence of a practical theory that accounts for the institutional complexities operating on changes of practice. This research developed such a practical theory gleaning attributes from Comprehensive School Reform, Diffusion of Innovation, and Leadership and Scale theories. The purpose of this study was to determine the attributes that contribute to the scalability of the virtual high school. Scalability was separated into two levels; a traditional notion of scaling up reforms, and the more contemporary idea of going to scale. The conceptual framework suggested that scalability was dependent upon the frequency of the attributes associated with these levels. Content analysis was conducted on N = 270 documents pertaining to virtual high schools. A validation subset of N = 137 documents on five specific virtual high schools was used. An attribute checklist assisted the coding, classifying 39 attributes into five mutually exclusive categories, along with seven contextual factors that potentially moderated scalability. Analysis on the validation subset produced similar findings to those of the universal sample set. A statistical model was developed that predicted a large amount (52 %) of the variation of scalability. When scaling up attributes are prevalent both in the innovation's design, the communication channels, and leadership capabilities then going to scale can be achieved O..er time. Specifically, virtual high schools should focus on three significant scaling up attributes: (a) offering quality curriculum aligned to high national/state standards, (b) creating networks with other virtual high school adopters, and (c) strong management, in order to go to scale. The development of a practical theory must include these attributes in order for the virtual high school to go to scale.
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Date Issued: 2007
PURL: http://purl.flvc.org/fau/fd/FA00000661
Subject Headings: Organizational change--Management, Educational change--Management, Virtual reality in education, School improvement programs
Format: Document (PDF)

Title: Moving Mountains: Animal Rights Organizations, Emotion, and Autodidactic Frame Alignment.
Creator: Jarvis, Lee Charles Jr., Goodrick, Elizabeth, Florida Atlantic University, College of Business, Department of Management
Abstract/Description: Animal rights organizations, in attempting to affect institutional change in industrial animal agriculture, face an institutional mountain. I show how these organizations, though contesting institutions which are highly reified, tacitly endorsed, and historically inertial, leverage emotional experiences and regulation to incrementally move this mountain. Using a grounded qualitative study of interview data from animal rights advocates and archival data generated by animal rights organizations...
Show moreAnimal rights organizations, in attempting to affect institutional change in industrial animal agriculture, face an institutional mountain. I show how these organizations, though contesting institutions which are highly reified, tacitly endorsed, and historically inertial, leverage emotional experiences and regulation to incrementally move this mountain. Using a grounded qualitative study of interview data from animal rights advocates and archival data generated by animal rights organizations, this study finds that animal rights organizations have encoded both response- and antecedent-focused emotion regulation into two distinct strategies used to garner support for their institutional change project: transgression mining and seed planting. Furthermore, this study expounds upon the role of moral emotional experiences in the individual-level process by which persons alternate into support for animal rights organizations and their goals, here labeled autodidactic frame alignment. Drawing on Goffman’s backstage/frontstage distinction, this study illustrates how emotion’s role in institutional change efforts varies across both level of analysis and areas of interactive life. In doing so, this research adds empirical weight to and extends recent theoretical work expounding upon the emotionally-charged nature of the lived experience of institutions.
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Date Issued: 2016
PURL: http://purl.flvc.org/fau/fd/FA00004645, http://purl.flvc.org/fau/fd/FA00004645
Subject Headings: Communication in organizations, Corporate culture, Grounded theory, Management -- Psychological aspects, Operations research, Organizational behavior, Organizational change, Psychology, Industrial
Format: Document (PDF)

Title: A structural equations model of organizational commitment, job satisfaction as its covariate, and their antecedent variables.
Creator: McFarland, Michael Allen, Florida Atlantic University, Mendell, Jay S.
Abstract/Description: This academic exercise in organizational commitment research explores the causal relationships between organizational commitment, job satisfaction as its covariate latent exogenous variable and nine manifest endogenous variables: (a) organizational conflict, (b) personal values/role conflict, (c) cognitive/affective attitude, (d) intention to leave the organization, (e) job security, (f) role ambiguity, (g) job satisfaction, (h) organizational commitment and, (i) the deficiency in meeting...
Show moreThis academic exercise in organizational commitment research explores the causal relationships between organizational commitment, job satisfaction as its covariate latent exogenous variable and nine manifest endogenous variables: (a) organizational conflict, (b) personal values/role conflict, (c) cognitive/affective attitude, (d) intention to leave the organization, (e) job security, (f) role ambiguity, (g) job satisfaction, (h) organizational commitment and, (i) the deficiency in meeting basic Maslovian needs. This data sample of 400 (faculty members from four public community college districts in south-central Florida) represented urban and non-urban community colleges, large and small campuses, east- and west-coast community colleges, and both full- and part-time faculty. The covariance matrix based on complete data for the sample (n = 400), along with information of the estimated reliabilities, were analyzed using EzPATH, the SYSTAT implementation of structured equations modeling. GFI criteria accompanied diagnostic output and are provided. The path coefficients of the primary model and their respective standard errors complied with accepted statistical methods in most cases. Also, the root mean square residual of the primary model was .0180. The p-value for the primary model was 0.4506 which was supported by a chi-square (χ2) divided by DOF equating to 1.00513. The determined AGFI and GFI indices were .9755 and .9897 respectively. Only the psychological attitudes of conflict, either conflicting standards of the organization or personal values with the organization, and role ambiguity, showed any direct influence by satisfaction and non-significant influence by commitment. Only the psychological attitudes of cognitive/affective attitude, intention to leave the organization, and job security showed any direct influence by commitment and non-significant influence by satisfaction. In this study, job satisfaction and commitment show a mutual causal relationship with each other (represented by the high mutual causation coefficient of 0.94556 SE = 0.02163). The primary model was modified to address both the path of satisfaction being a precedent of commitment (SAT --> COM) and commitment being a precedent of satisfaction (COM --> SAT). Neither of these two models demonstrated goodness of fit criteria as strong as the primary model. This dissertation has shown that by using carefully collected data, it is possible to construct structural equation models consisting entirely of psychological-social variables in a model as large as nine manifest endogenous variables.
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Date Issued: 1994
PURL: http://purl.flvc.org/fcla/dt/12394
Subject Headings: Job satisfaction--Mathematical models, Organizational behavior--Mathematical models, Organizational change, Personnel management, Employee motivation, Commitment (Psychology)
Format: Document (PDF)

Title: Transformation of Palm Beach Community College to Palm Beach State College: a case study.
Creator: Basiratmand, Mehran, Floyd, Deborah L., Maslin-Ostrowski, Patricia, College of Education, Department of Educational Leadership and Research Methodology
Abstract/Description: The purpose of this single-site case study was to examine the organization and leadership change process of Palm Beach State College, a publicly funded institution in Florida, as it embarked on offering bachelor’s degree programs. The study examined the organizational change process and the extent to which Palm Beach State College’s organization transformation aligned with the eight stages of John Kotter’s (1996, 2012) Change Management Model. This qualitative research was conducted using...
Show moreThe purpose of this single-site case study was to examine the organization and leadership change process of Palm Beach State College, a publicly funded institution in Florida, as it embarked on offering bachelor’s degree programs. The study examined the organizational change process and the extent to which Palm Beach State College’s organization transformation aligned with the eight stages of John Kotter’s (1996, 2012) Change Management Model. This qualitative research was conducted using triangulation of data collection and analysis methods via interviews, observations, and document review. This study found that the organizational transformation was a success, and that while expanding its offerings, the college remained true to its core mission. Kotter’s model was found to be appropriate to examine the change process, and the college was well aligned in all but the final stage of the model. This research contributes to the body of knowledge in the field of higher education, primarily for two-year colleges embarking on the endeavor of organizational change process to confer baccalaureates.
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Date Issued: 2013
PURL: http://purl.flvc.org/fau/fd/FA0004005
Subject Headings: Community colleges -- Florida, Organizational change – Florida, State universities and colleges -- Florida, Palm Beach State College
Format: Document (PDF)

Title: A conceptual model of the emergence of shared leadership: The effects of organizational structure, culture, and context variables on public employee perceptions of leadership.
Creator: Choi, Sanghan, Florida Atlantic University, Patterson, Patricia M.
Abstract/Description: This study rejects the hierarchical perspective of traditional leadership approaches in public administration. The hierarchical perspective tends to treat public managers at the top as leaders, public employees at the bottom as followers, and leadership as management. This study proposes shared leadership as an alternative to traditional leadership approaches. In theory, shared leadership is not about a hierarchical position but about a mutually shared process that occurs throughout public...
Show moreThis study rejects the hierarchical perspective of traditional leadership approaches in public administration. The hierarchical perspective tends to treat public managers at the top as leaders, public employees at the bottom as followers, and leadership as management. This study proposes shared leadership as an alternative to traditional leadership approaches. In theory, shared leadership is not about a hierarchical position but about a mutually shared process that occurs throughout public organizations. The literature has made assertions that shared leadership emerges from horizontal organizations, adaptable cultures, and turbulent environments. However, little research has been conducted to test the effects of these organizational dimension variables on shared leadership in either the public or private sector. This study is a first step to examine the multiple relationships among organizational structure, culture, and context and shared leadership. It is also a first attempt to measure the concept of shared leadership. This study presents case-based empirical research. The study collects data from public employees across the bottom and the top of Broward County government in Florida because the study asserts that every public employee, regardless of hierarchical position, can be a public leader and display leadership. The data was collected using a mail survey of 261 public employees in the county government. Multiple regression analysis was conducted to test the conceptual model developed in this study. The model consists of five hypothesized positive relationships (hierarchy of position, functional specialization, supportive culture, technology, and organizational crisis), five hypothesized negative relationships (hierarchy of authority, centralization, bureaucratic and innovative cultures, and organizational size), and one positive or negative control variable (gender) with shared leadership. The results show that organizational crisis, technology, innovative culture, and hierarchy of position variables are significantly and positively associated with shared leadership. Public employees' perceptions of shared leadership are partially explainable from organizational structure, culture, and context factors. Indicating that shared leadership occurs in the perceptions of street-level public employees, this study implies that the horizontal and hierarchical perspectives on leadership coexist in bureaucratic organizations. This study concludes that every public employee displays leadership and is a public leader.
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Date Issued: 2006
PURL: http://purl.flvc.org/fcla/dt/12228
Subject Headings: Leadership, Teams in the workplace, Psychology, Industrial, Social perception, Organizational change
Format: Document (PDF)

Title: An examination of gender-related attitudes among managers.
Creator: Massey, Mary Ann., Florida Atlantic University, Guglielmino, Lucy M.
Abstract/Description: This two-part study included two procedures: (1) the development of an instrument to assess gender-related attitudes among male and female managers, and (2) the collection and analysis of data on gender-related attitudes among male and female managers. Male and female managers (n = 165) responded on a Likert scale to 30 gender-related statements about male and female managers from their own perspective and then based on their opinions of how other male and female managers might respond to the...
Show moreThis two-part study included two procedures: (1) the development of an instrument to assess gender-related attitudes among male and female managers, and (2) the collection and analysis of data on gender-related attitudes among male and female managers. Male and female managers (n = 165) responded on a Likert scale to 30 gender-related statements about male and female managers from their own perspective and then based on their opinions of how other male and female managers might respond to the statements. The topic addresses the undercurrents of conflict and dissension that are accompanying paradigmatic changes in traditional management practices and the integration of women into all aspects of management. Although women have demonstrated managerial capability in the workplace, the existence of gender differences warrants further investigation into gender factors influencing co-managing. An extensive review of the literature relating the changes in gender studies over the past 30 years is included. Statistical treatment of the data included the use of paired t-tests, independent samples t-tests or ANOVAs for 20 hypotheses. Through the hypotheses, male and female managers' perspectives on 30 gender-related statements were explored. In addition, male and female managers' responses were compared across different levels of specific demographic data. Ten of the hypotheses showed statistical significance at p <.05. For the gender-related statements, male and female managers rated female managers more positively than males; male and female managers each rated their own gender more positively than did the opposite gender. Male managers rated female peers more positively and other males less positively than they perceived other male managers would; they rated female managers less positively and male managers more positively than they perceived female peers would. Female managers rated their own gender more positively than they perceived males would and rated male peers less positively than they perceived other females would; their own ratings of females were similar to their perceptions of the ratings of other females. When the managers' mean responses for the gender-related statements were compared across different levels of demographic data, no significant relationships were found with level of management, size of company, training experiences, and female managers' preferences for working with male or female managers. However, male managers who stated a preference for working with male managers rated the statements about male managers more positively than did those who had no gender preference. In addition, male managers who stated no preference for the gender of peer managers rated statements about female managers more positively than those who stated a preference for working with male managers.
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Date Issued: 1994
PURL: http://purl.flvc.org/fcla/dt/12390
Subject Headings: Sex role in the work environment, Executives--Attitudes, Organizational behavior, Social change
Format: Document (PDF)

Title: An exploratory multiple case study of succession planning for higher education community engagement practitioners in selected higher education institutions in theSoutheastern region of the United States.
Creator: Louisy, Heidi, Wright, Dianne A., Florida Atlantic University, College of Education, Department of Educational Leadership and Research Methodology
Abstract/Description: Succession planning is a relatively new construct within higher education institutions (HEIs). The researcher explored the extent to which selected HEIs employ succession planning strategies in reference to the Higher Education Community Engagement Practitioner (HECEP) role and in support of HEIs earning the Carnegie Community Engagement Classification (CCEC). Four HEIs served as study sites for this research, along with a nationally recognized professional development program. Study results...
Show moreSuccession planning is a relatively new construct within higher education institutions (HEIs). The researcher explored the extent to which selected HEIs employ succession planning strategies in reference to the Higher Education Community Engagement Practitioner (HECEP) role and in support of HEIs earning the Carnegie Community Engagement Classification (CCEC). Four HEIs served as study sites for this research, along with a nationally recognized professional development program. Study results revealed that HEIs are not currently using succession planning strategies for the HECEP role. Further, although the study revealed that professional development opportunities for HECEPs exist, only 50% of institutional study participants were aware of, and participated. Finally, based on the credentials of individuals currently in HECEP roles and data obtained from this study (including data from an expert judge linked to the professional development program analyzed as part of this study), the researcher provides a job specification template for determining if institutions have a pipeline of individuals who could be prepared to assume the HECEP role in the future. This study, although limited in scope as it relates to succession planning, provides insight into the attitudes and perceptions of specific higher education professionals toward the professional development of employees, and more specifically, the HECEP role.
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Date Issued: 2014
PURL: http://purl.flvc.org/fau/fd/FA00004303, http://purl.flvc.org/fau/fd/FA00004303
Subject Headings: Education, Higher -- Aims and objectives, Educational leadership, Leadership in education, Organizational change, School management and organization, Universities and colleges -- Administration
Format: Document (PDF)

Title: Imprinting Effects of Founding Conditions, Structure, and Capabilities on Social and Financial Organizational Outcome Satisfaction.
Creator: Lortie, Jason, Castrogiovanni, Gary J., Florida Atlantic University, College of Business, Department of Management
Abstract/Description: My work investigates the effects of founding conditions for organizational founders on the eventual satisfaction founders have with the financial and social outcomes of their organization. First, I introduce two new constructs, social salience and economic salience, which represent the intended social or economic goals of the founder for their organization when they found the new organization. I then utilize organizational imprinting theory to argue that the social and economic salience,...
Show moreMy work investigates the effects of founding conditions for organizational founders on the eventual satisfaction founders have with the financial and social outcomes of their organization. First, I introduce two new constructs, social salience and economic salience, which represent the intended social or economic goals of the founder for their organization when they found the new organization. I then utilize organizational imprinting theory to argue that the social and economic salience, along with founders’ previous work experience, influence the structure of the new organization via the legal form. I then argue that the legal form influences the specific capabilities that the organization will acquire or create early in the organization’s life. Finally, I argue that the capabilities established at founding will influence the eventual satisfaction founders currently have with their organizations’ social and financial outcomes as the capabilities endure over time. Based on a sample of 150 organizational founders that are still actively managing their organizations, my results support the idea that founding conditions for individual founders influence the capabilities that their organizations create or acquire. Further, founders’ current level of satisfaction with the financial and social performance of their organizations is significantly related to these capabilities. These results largely support the process based model of imprinting effects on organizational outcomes, and suggest that founders play a critical role in setting the original imprint of an organization that will endure via organizational inertia, perhaps long after the imprint’s originally designed purpose.
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Date Issued: 2016
PURL: http://purl.flvc.org/fau/fd/FA00004655, http://purl.flvc.org/fau/fd/FA00004655
Subject Headings: Corporate governance, Organizational change -- Management, Performance -- Management, Performance -- Measurement, Rational expectations (Economic theory), Social entrepreneurship, Strategic planning
Format: Document (PDF)

Title: Time Orientation and the Ability to Envision the Distant Future of Higher Education in a Community College.
Creator: Diaz, Gisela M., Bryan, Valerie, Florida Atlantic University, College of Education, Department of Educational Leadership and Research Methodology
Abstract/Description: Although temporal issues affecting organizations and leaders have been researched, time orientation (preference for one or more of the present, past, and future time frames) and visioning ability of change agents within organizations remain open for additional investigation. This exploratory survey study compared self-reported time orientation (TO) and visioning ability ratings of administrators and faculty at a community college. The research added to the extant literature by contextualizing...
Show moreAlthough temporal issues affecting organizations and leaders have been researched, time orientation (preference for one or more of the present, past, and future time frames) and visioning ability of change agents within organizations remain open for additional investigation. This exploratory survey study compared self-reported time orientation (TO) and visioning ability ratings of administrators and faculty at a community college. The research added to the extant literature by contextualizing the measures of the key constructs and extending the research to a novel setting. Scores for all three time frames were assessed in contrast to studies that emphasize future orientation. In addition, TO measures were obtained using an instrument constructed specifically for organizations (Fortunato & Furey, 2009). An adapted version of a visioning ability by Thoms and Blasko (1999) was constructed to address a specified time depth (the distant future) and domains relevant to higher education. Administrators reported significantly higher ratings than faculty on Future TO and visioning ability measures. Future TO scores for faculty were lower in relation to scores on the other two TO scales, but no within-group TO differences were found for administrators. A multiple regression model indicated that Future TO was the best predictor of visioning ability. Faculty teaching in the Associate of Science areas had higher Present TO scores than those teaching in the Associate of Arts programs. TO and visioning ability did not change as a function of gender, age, culture, and years of experience in higher education. The interpretation of the findings was limited by the lack of benchmarks that allow for meaningful comparisons across organizations, and by a continued need to establish construct and predictive validity for the key measures. The research has implications for hiring decisions, for staff development, and for temporal profiling in organizations interested in envisioning the distant future.
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Date Issued: 2017
PURL: http://purl.flvc.org/fau/fd/FA00005927
Subject Headings: Dissertations, Academic -- Florida Atlantic University, Education, Higher, Community colleges--Faculty., Community colleges--Administration., Time perspective., Organizational change.
Format: Document (PDF)

Title: The influence of sub-cultures on planned organizational change in a community college: An exploratory case study.
Creator: Locke, Mary G., Florida Atlantic University, Guglielmino, Lucy M.
Abstract/Description: The purpose of this research study was to explore and increase understanding of the ways in which sub-cultural groups within a community college may differently experience, respond to, and influence the organization's efforts to engage in purposeful change. To accomplish this purpose, an exploratory case study was conducted focusing on a medium-sized community college which was engaged in a multi-faceted institution-wide planned change initiative throughout the duration of the study....
Show moreThe purpose of this research study was to explore and increase understanding of the ways in which sub-cultural groups within a community college may differently experience, respond to, and influence the organization's efforts to engage in purposeful change. To accomplish this purpose, an exploratory case study was conducted focusing on a medium-sized community college which was engaged in a multi-faceted institution-wide planned change initiative throughout the duration of the study. Qualitative research methods, including focus groups, individual interviews, an anonymous open-ended questionnaire, participant observations and review of archival documentation were utilized to identify, analyze, contrast and compare the perceptions, beliefs and assumptions of four sub-cultural groups within the community college. These groups included the administrative, senior faculty, junior faculty, and support staff sub-cultures. A total of 86 participants were involved in the study. The conceptual framework for this study was based on Schein's cultural dimensions model (1992), Kotter's eight-stage process for large-scale organizational change (1996), and Schein's three-tier model of organizational culture (1992). These theories informed the development of multiple data collection strategies, research protocols, and a three-phase data analysis process. This research design produced thick, rich data which was useful in revealing and understanding the meaning that each sub-culture ascribed to the planned change initiative. Through the research, it was determined that the four stakeholder groups initially identified through a preliminary pilot study did, in fact, constitute distinct sub-cultures based on differing cultural assumptions. Through thematic analysis, it was also determined that, although the four sub-cultures exhibited important commonalities in their perceptions regarding planned change, the sub-cultures also demonstrated significant differences in the ways in which they experienced, responded to, and influenced planned change. Further, it was determined that the differences between sub-cultures were at the deepest level of culture, basic underlying assumptions, where they were most likely to facilitate or hinder the planned change initiative. The implications of these sub-cultural differences and related strategies that community college leaders might consider when designing a planned change initiative were discussed. Recommendations for further research and the significance of the study were also presented.
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Date Issued: 2005
PURL: http://purl.flvc.org/fcla/dt/12181
Subject Headings: Community colleges--United States--Administration, Community colleges--United States--Sociological aspects, Organizational change--United States--Case studies, Educational anthropology--United States
Format: Document (PDF)

Organizational change (6)	+ -
Dissertations, Academic -- Florida Atlantic University (2)	+ -
Grounded theory (2)	+ -
Organizational behavior (2)	+ -
Organizational change. (2)	+ -

Psychology, Industrial (2)	+ -
Chief Executive Officers (1)	+ -
College presidents. (1)	+ -
Commitment (Psychology) (1)	+ -
Communication in organizations (1)	+ -
Communication in organizations. (1)	+ -
Community colleges -- Florida (1)	+ -
Community colleges--Administration. (1)	+ -
Community colleges--Faculty. (1)	+ -
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