Browsing by Subject "Change Management"

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    Innovation Adoption: Adopting change management techniques to positively impact new product diffusion
    (2018-05) Kennedy, Christine
    Several decades of innovation diffusion research has utilized varying lenses – from forecasting innovation diffusion to controllable variables such as cost, quality, and marketing. Yet with so much research into the affecting factors, innovation adoption continues to fail at an alarmingly high rate. One factor that could be influencing this failure rate is adopting an innovation requires a behavior change on the part of the consumer and the resistance to change may lead to the resistance to adopt an innovation. In this thesis, the effectiveness of applying change management techniques to promote innovation diffusion is investigated. It is shown that change management techniques used proactively in marketing can positively influence the overall diffusion of a working innovation. This unique research utilizes organizational change management techniques to promote diffusion and provides a pathway for doing so when dealing with diffusion in the market. Seven propositions were derived from combing consumer personality types and organizational change management. The propositions were challenged against successful and failed innovation adoption case studies for verification. Findings show that each of the seven propositions can positively influence innovation diffusion and as such, seven steps for innovation change management were identified as a pathway for managerial use.
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    Using Action Research to Support an On-going Organizational Culture Transformation
    (2016-09) Kuhn, Jane
    This study explored the use of action research to support an on-going large-scale organizational culture transformation at a health care organization based in the Midwest. The Plano Clark & Creswell (2015) eight-step action research process was used to guide the study done by the Culture Action Research Team (CART), which consisted of eight employees. CART identified eight opportunities to support the on-going culture transformation. Three opportunities were researched further, with the decision to implement one of these ideas – the new employee experience which would create a consistent, welcoming experience for all new employees joining the organization. The team gathered and analyzed data, developed a three-phase implementation plan, created the communications and creative theme, established an implementation process, implemented the updated communications, and evaluated and reflected on the process. Results indicated that the updated process had a positive impact on new employees and hiring managers to support the on-going culture transformation. Based on the research process, the team identified five enablers (employee involvement, systems thinking and practice, senior leadership support, champions within the business, and communications) and two barriers (resistors and the matrix environment within a large organization) to culture change. Additionally, the team identified lessons learned to apply to future change opportunities.