Dynamics of designing and implementing effective change : an empirical evaluation of perception of general managers of leading companies in Turkey
dc.contributor.advisor | Ferman, Ali Murat | en_US |
dc.contributor.author | Tatlı, Serhat Zafer | en_US |
dc.contributor.other | Işık Üniversitesi, Sosyal Bilimler Enstitüsü, Çağdaş İşletme Yönetimi Doktora Programı | en_US |
dc.date.accessioned | 2016-06-24T01:05:02Z | |
dc.date.available | 2016-06-24T01:05:02Z | |
dc.date.issued | 2013-02-08 | |
dc.department | Işık Üniversitesi, Sosyal Bilimler Enstitüsü, Çağdaş İşletme Yönetimi Doktora Programı | en_US |
dc.description | Text in English ; Abstract: English | en_US |
dc.description | Includes bibliographical references (leaves 124-135) | en_US |
dc.description | xi, 146 leaves | en_US |
dc.description.abstract | In today's business environment, it is a matter of fact that change is almost inevitable. Once change is taken into consideration, the neccessity to manage it emerges as a crucial function of management teams. Ignoring the importance of change can create catastrophic consequences for organizations. Because of this, many organizations attempted to change but unfortunately, literature exhibits that they end up with 70% failure rates in reaching desired levels. This research intends to contribute to the change management literature in two main ways. One is to reveal all factors related to success or failure in literature of change management, and second is to create a model with the key factors of change management. It is found out that literature of change management reveals 24 factors to be taken into account. All of these factors are taken into research through a three-step data collection process and the new model for change is constructed by five key variables of interest, that are namely, Leadership Quality, Managerial Quality, Motivation, User Participation, and Effective Change. The final questionnaire, after a refinement process via two pilot tests, is sent to CEOs or General Managers of Capital 500 listed companies. 190 respondents fill in the questionnaire, reaching to a 38% response rate among the population. After applying correlational, regression and mediational analyses, results show that except motivation, all other key factors of interest proved to have significant effects on success in change management. Finally, a new model for change, that is subject to a comprehensive quantitative analysis, is contributed to the literature of change management. | en_US |
dc.description.tableofcontents | Introduction | en_US |
dc.description.tableofcontents | The Element of Change | en_US |
dc.description.tableofcontents | The Definition & Importance of Change | en_US |
dc.description.tableofcontents | Philosophies of Change | en_US |
dc.description.tableofcontents | The Element of Uncertainty | en_US |
dc.description.tableofcontents | Change Management | en_US |
dc.description.tableofcontents | Change Management Tools and Techniques | en_US |
dc.description.tableofcontents | Change Management Models and Theories | en_US |
dc.description.tableofcontents | N-step Goal Directed Models of Change | en_US |
dc.description.tableofcontents | Success/Failure Rates of Change Management Initiatives | en_US |
dc.description.tableofcontents | Factors Leading to Failure or Success in Change Initiatives | en_US |
dc.description.tableofcontents | Effective Management and Planning | en_US |
dc.description.tableofcontents | Leadership | en_US |
dc.description.tableofcontents | Approaches of Leadership | en_US |
dc.description.tableofcontents | Vision, Change and Transformational vs. Transactional Leadership | en_US |
dc.description.tableofcontents | Servant Leadership, Stewardship, Caring Leadership | en_US |
dc.description.tableofcontents | Leadership within the Context of Teams | en_US |
dc.description.tableofcontents | Leadership within the Context of Learning Organizations | en_US |
dc.description.tableofcontents | Fragmented Business Process and Conflict | en_US |
dc.description.tableofcontents | A Purpose to Believe in | en_US |
dc.description.tableofcontents | Shared Vision | en_US |
dc.description.tableofcontents | Effective Strategy | en_US |
dc.description.tableofcontents | Empowerment | en_US |
dc.description.tableofcontents | Adaptability, Flexibility, and Alignment | en_US |
dc.description.tableofcontents | Change Management Approach as Push Systems vs. Pull Systems | en_US |
dc.description.tableofcontents | User Participation | en_US |
dc.description.tableofcontents | Lack of Commitment | en_US |
dc.description.tableofcontents | Resistance to Change | en_US |
dc.description.tableofcontents | Values, Culture, and Openness to Change | en_US |
dc.description.tableofcontents | Optimism | en_US |
dc.description.tableofcontents | Organizational Skills and Capabilities | en_US |
dc.description.tableofcontents | Political Relations in Organizations | en_US |
dc.description.tableofcontents | Motivation and Inspiration | en_US |
dc.description.tableofcontents | Theoretical Framework and Scientific Research Design | en_US |
dc.description.tableofcontents | Scientific Research Design | en_US |
dc.description.tableofcontents | Basic Facts of the Study | en_US |
dc.description.tableofcontents | Data Collection Method | en_US |
dc.description.tableofcontents | Theoretical Framework | en_US |
dc.description.tableofcontents | Filtration Analysis of the Twenty-Four Change Factors | en_US |
dc.description.tableofcontents | Key Variables for Further Analysis | en_US |
dc.description.tableofcontents | The New Model | en_US |
dc.description.tableofcontents | Hypotheses | en_US |
dc.description.tableofcontents | Data Collection, Analysis, and Findings | en_US |
dc.description.tableofcontents | Data Collection | en_US |
dc.description.tableofcontents | Data Analysis | en_US |
dc.description.tableofcontents | Findings | en_US |
dc.description.tableofcontents | The New Model After the Data Analysis | en_US |
dc.description.tableofcontents | Conclusion and Implications for Further Research | en_US |
dc.description.tableofcontents | Concluding Remarks | en_US |
dc.description.tableofcontents | Limitations and Implications for Further Research | en_US |
dc.description.tableofcontents | Questionnaires Used in Data Collection Process | en_US |
dc.description.tableofcontents | The First Questionnaire With Cover Letter | en_US |
dc.description.tableofcontents | The Cover Letter | en_US |
dc.description.tableofcontents | The First Questionnaire | en_US |
dc.description.tableofcontents | The Second Questionnaire | en_US |
dc.description.tableofcontents | The Refined-Second Questionnaire | en_US |
dc.description.tableofcontents | The Third & Final Questionnaire And The Cover Letter | en_US |
dc.description.tableofcontents | The Cover Letter | en_US |
dc.description.tableofcontents | The Third & Final Questionnaire | en_US |
dc.identifier.citation | Tatlı, S. Z. (2013). Dynamics of designing and implementing effective change: an empirical evaluation of perception of general managers of leading companies in Turkey. İstanbul: Işık Üniversitesi Sosyal Bilimler Enstitüsü. | en_US |
dc.identifier.uri | https://hdl.handle.net/11729/1009 | |
dc.institutionauthor | Tatlı, Serhat Zafer | en_US |
dc.language.iso | en | en_US |
dc.publisher | Işık Üniversitesi | en_US |
dc.relation.publicationcategory | Tez | en_US |
dc.rights | info:eu-repo/semantics/openAccess | en_US |
dc.rights | Attribution-NonCommercial-NoDerivs 3.0 United States | * |
dc.rights.uri | http://creativecommons.org/licenses/by-nc-nd/3.0/us/ | * |
dc.subject.lcc | HD37.T87 T38 2013 | |
dc.subject.lcsh | Management. | en_US |
dc.subject.lcsh | Management -- Turkey. | en_US |
dc.subject.lcsh | Business administration -- Turkey. | en_US |
dc.title | Dynamics of designing and implementing effective change : an empirical evaluation of perception of general managers of leading companies in Turkey | en_US |
dc.title.alternative | Etkin değişimi dizayn etme ve uygulama dinamikleri: Türkiye'nin lider şirketlerinin genel müdürlerinin düşünceleri üzerine ampirik bir değerlendirme | en_US |
dc.type | Doctoral Thesis | en_US |