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Knowledge structures of a traditiona...

Manning, Geraldine Ann.

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Knowledge structures of a traditional organization and a nontraditional organization in a government environment: A comparative case study.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Knowledge structures of a traditional organization and a nontraditional organization in a government environment: A comparative case study./
作者:	Manning, Geraldine Ann.
面頁冊數:	393 p.
附註:	Source: Dissertation Abstracts International, Volume: 64-11, Section: A, page: 3937.
Contained By:	Dissertation Abstracts International64-11A.
標題:	Education, Business. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3111404

Knowledge structures of a traditional organization and a nontraditional organization in a government environment: A comparative case study.
Manning, Geraldine Ann.

Knowledge structures of a traditional organization and a nontraditional organization in a government environment: A comparative case study. - 393 p.

Source: Dissertation Abstracts International, Volume: 64-11, Section: A, page: 3937.

Thesis (Ed.D.)--The George Washington University, 2004.

The study describes and compares the organizational knowledge structures that are associated with learning goals, performance goals, experimentation and data evaluation between a nontraditional and a traditional organization in the context of an action theory-based model. The two organizations were undergoing dramatic changes in their external and internal environments to meet new organizational goals to become a performance-based organization. New organizational goals required that the organizations operate like a private firm by instituting new ways of doing business such as implementing unit cost per output to reduce costs, putting the customer first and cutting the bureaucratic red tape. As a result of the implementation of new organizational goals, changes were made in learning goals and performance goals, and in experimentation and data evaluation, which resulted in adjustments of organizational knowledge structures. Knowledge structures are defined as those mental templates that are based on experience. Knowledge structures consist of organized knowledge about a specific domain and allows for different interpretations and actions.Subjects--Topical Terms:

1017515
Education, Business.

Knowledge structures of a traditional organization and a nontraditional organization in a government environment: A comparative case study.
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245 1 0 $a Knowledge structures of a traditional organization and a nontraditional organization in a government environment: A comparative case study.
300 $a 393 p.
500 $a Source: Dissertation Abstracts International, Volume: 64-11, Section: A, page: 3937.
500 $a Director: David R. Schwandt.
502 $a Thesis (Ed.D.)--The George Washington University, 2004.
520 $a The study describes and compares the organizational knowledge structures that are associated with learning goals, performance goals, experimentation and data evaluation between a nontraditional and a traditional organization in the context of an action theory-based model. The two organizations were undergoing dramatic changes in their external and internal environments to meet new organizational goals to become a performance-based organization. New organizational goals required that the organizations operate like a private firm by instituting new ways of doing business such as implementing unit cost per output to reduce costs, putting the customer first and cutting the bureaucratic red tape. As a result of the implementation of new organizational goals, changes were made in learning goals and performance goals, and in experimentation and data evaluation, which resulted in adjustments of organizational knowledge structures. Knowledge structures are defined as those mental templates that are based on experience. Knowledge structures consist of organized knowledge about a specific domain and allows for different interpretations and actions.
520 $a The research conducted in the study followed a descriptive comparative case study format using qualitative techniques. The primary method of data collection was the interview of managers. Secondary methods were observation and document analysis. Data from the interview transcripts were captured using a technique of cognitive mapping with the aid of computer software. The output of the cognitive mapping technique is called "cause maps" that are used by the researcher to depict and explore the knowledge structures of two organizations of a large government agency. The level of analysis of the study is at the organizational (collective) level. To establish the two collective maps of the two organizations, individual maps were aggregated for each organization. Two focus group interviews were conducted that validated the two collective maps.
520 $a The results of the study showed that the two organizations' knowledge structures associated with learning goals, performance goals, experimentation, and data evaluation are areas that were viewed by the two organizations as critical to achieving their organizational goals. While the two organizations have similar knowledge structures, there are differences in the processes used to achieve their goals. The conclusions drawn from the study outlined these similarities and differences. In addition to the comparisons of knowledge structures, interpretation of results was discussed in the context of an organizational learning systems model.
520 $a Implications of knowledge structures and organizational learning for practice, research, and methods are explored in the final part of this study.
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792 $a 2004
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