Date of Award
Doctor of Philosophy
Barbara J. Daley
Larry G. Martin, Mesut Akdere, Douglas M. Ihrke, Leigh E. Wallace
Change Management, Lean Six Sigma, Process Improvement, Social Capital, Total Quality Management
A STUDY OF TRANSFORMATIONAL INITIATIVES AND SOCIAL CAPITAL
Organizations seek to improve themselves. They do so to become more efficient, to increase sales...indeed, to survive. Many have implemented various initiatives to transform themselves. For some, these efforts have paid off. Companies such as General Electric, Motorola, Allied Signal, and others have claimed billions of dollars in cost reductions and increases in revenue (Altinkemer, Ozcelik, & Ozdemir, 2011; Lucier & Seshadri, 2001). Such successes have driven many others to implement these transformational initiatives. Yet the failure rate hovers around 70% (Kotter J. P., 1995).
This study sought to expand the body of knowledge regarding the implementation of transformational initiatives. There are myriad issues that have bearing on implementation; this study focuses on how individuals and teams are influenced.
A qualitative methodology was used in this study. Personnel who have worked in organizations undergoing a formal transformational initiative were interviewed. The data collected developed insight into the issue of change and how transformative initiatives are a complex web of structure, relationships, and cognition rather than a simple application of "best practices." This adds to the expanding body of knowledge in the field of transformational initiatives.
Plain, Craig Dean, "A Study of Transformational Initiatives and Social Capital" (2013). Theses and Dissertations. 440.