Dynamics of Drivers of Organizational Change [electronic resource] /
Zimmermann, Nicole.author.
Accomplishing organizational change is a challenging managerial task. 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. She places special emphasis on a systemic perspective-using system dynamics modeling-and makes use of a case study of the move to electronic trading at the New York Stock Exchange. It is the first investigation of this transition from an organizational perspective. The causal and dynamic analysis reveals the complexity of 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.
Foreword; Acknowledgements; Contents; List of Figures; List of Tables; List of Abbreviations; 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 ExchangeC.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 ChangeD.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
"Dissertation University of Mannheim, 2010."
Includes bibliographical references.
Accomplishing organizational change is a challenging managerial task. 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. She places special emphasis on a systemic perspective-using system dynamics modeling-and makes use of a case study of the move to electronic trading at the New York Stock Exchange. It is the first investigation of this transition from an organizational perspective. The causal and dynamic analysis reveals the complexity of 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.
Organization.
Planning.
Management.
Organization.
Management.