Volume 26, Issue 4 (1-2014)                   2014, 26(4): 49-72 | Back to browse issues page

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Nasehifar V, Arazmjoo H, Taghavifard M. Integrated Model of Organizational Change: A Survey of Content, Process and Contextual Dimensions as Factors of Successful Organizational Change. Journal of Management and Development Process. 2014; 26 (4) :49-72
URL: http://jmdp.ir/article-1-1937-en.html
, h_arazmjoo@yahoo.com
Abstract:   (3813 Views)
Organizational change is difficult, complex, ambiguous and, at the same time, unavoidable. Studies have shown that planning, directing, and maintaining organizational change is difficult and brings about little chance of success. Enjoying an integrated model of change management may help simplify complicated occurrences, inherently imbedded in any change, by identifying relationships among critical elements, especially if the institutional factors and cultural context of the organization that undergoes changes are considered in this model. This, in turn, would be very advisable due to the noticeable differences between Iranian organizations and those of the western countries, where the change theories have been introduced and developed. In this study, the researchers interviewed 21 managers and change agents who had generated successful changes in organizations with various types of ownership, size and industry. The interview results and organizational documents later underwent content analysis before the codified validation was analyzed by Shannon Entropy. The findings recommend the necessity of considering all aspects of change including content, context and process. It also recommends that in each step of the change process, from the moment the idea is developed until it is stabilized in the organization, the interaction of particular factors relative to others must be taken into consideration.
Full-Text [PDF 844 kb]   (2883 Downloads)    
Type of Study: Research | Subject: Special
Received: 2015/02/21 | Accepted: 2015/02/21

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