Drivers of Organizational Change A System Dynamics Analysis Integrating Environmental Determinism and Managerial Choice 2011th Edition by Nicole Zimmermann 9783834968111 3834968110

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Product details:

ISBN 10: 3834968110
ISBN 13: 9783834968111
Author: Nicole Zimmermann

Often, organizations have difficulties in recognizing the need to change. Nicole Zimmermann investigates the barriers to, but also in particular the drivers of organizational change. From the case-specific as well as from a generic study, a structural model results that is able to explain how environmental and cognitive drivers, inertia and managerial attention interact.

Drivers of Organizational Change A System Dynamics Analysis Integrating Environmental Determinism and Managerial Choice 2011th Table of contents:

A The Challenge of Triggering Change in Organizations

B Deterministic and Voluntaristic Theories of Organizational Change

B.I Incommensurable Drivers of Organizational Evolution

B.II Reconciliation of Environmental Determinism and Managerial Choice

B.III Cognition and Attention as Drivers and Restraints of Alteration

B.IV Need for a Dynamic Feedback View of Organizational Change

C The Phenomenon of Inertia and Change Exemplified in a Case Study of the New York Stock Exchange

C.I A Method Mix for Studying Change in Organizations and Especially at the New York Stock Exchange

C.II Reacting to Automation in the U.S. Securities Market

C.III Structure and Behavior of Forces for Retention and Change

C.IV Analyses of Model Structure and Behavior

C.V Implications of the New York Stock Exchange’s Recast of Trading Systems

D Generic Interpretation of Organizational-Environmental Forces, Feedback, and Change

D.I A Generic Model of Organizational Inertia and Change

D.II Structural-Behavioral Analysis and Causal Theory

D.III Possibilities of Managerial Intervention for Driving Change

D.IV Joint Management of Leverage Points

D.V A Feedback Theory of Organizational Inertia, Change, and Attention

E Realization of Change in Organizations

References

Appendix

 

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