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Organizational change and the resear...

University of Virginia.

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Organizational change and the research university: The exploration of technological transformation in an academic research library.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Organizational change and the research university: The exploration of technological transformation in an academic research library./
Author:	Peak, Margaret Lee.
Description:	348 p.
Notes:	Adviser: Heather Wathington.
Contained By:	Dissertation Abstracts International69-04A.
Subject:	Education, Higher. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3312181
ISBN:	9780549600657

Organizational change and the research university: The exploration of technological transformation in an academic research library.
Peak, Margaret Lee.

Organizational change and the research university: The exploration of technological transformation in an academic research library. - 348 p.

Adviser: Heather Wathington.

Thesis (Ph.D.)--University of Virginia, 2008.

This study explored the organizational change process within an academic research library. It examined how participants at a public research university interpreted the contextual elements of two decades of technological transformation. The research design was based on a combination of Pettigrew's (1985) Contextualist Model for analysis of organizational change and Dawson's (1994) Processual Model, which establishes a means for investigating change processes. Use of a case-study design enabled a broad-level exploration using a focus group, interviews and document review. The Social-Cognition theoretical framework allowed room for participants to give voice to a range of contextual elements surrounding the actual change processes themselves within four broad areas: leadership roles, the internal organizational and external environmental conditions influencing the processes of change, and participant sensemaking (based on Weick's 1995 model). The research established that the particular combination of visionary, motivational, political and revenue generating leadership within the library was an essential component in initiating and sustaining the technological change process. The data indicated that the core strategies for sustenance over the long term for organizational change involving information technology, and within academic libraries, may be different than those suggested in the existing research literature for organizational change in universities. Operationally, transformation within academic libraries was found to require strategies for structural, functional and cultural-level change similar to those for other organizational types. There were both enabling and constraining forces from the research university and societal environments that influenced the change processes. The data suggested that transformational change required library leaders to understand and negotiate the political and cultural environments of their institution. For change wrought by information technology, societal-level forces directly enabled and constrained the execution of change, which suggests that environmental scans should be incorporated into the strategic planning and execution for this type of change. Building and promoting a visible reputation within the higher education enterprise was strategically important for sustaining momentum and revenue generation. Sensemaking was found to be a powerful group-level activity, and differences in sensemaking activities between groups may be an indicator of lack of organizational unity.

ISBN: 9780549600657Subjects--Topical Terms:

543175
Education, Higher.

Organizational change and the research university: The exploration of technological transformation in an academic research library.
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245 1 0 $a Organizational change and the research university: The exploration of technological transformation in an academic research library.
300 $a 348 p.
500 $a Adviser: Heather Wathington.
500 $a Source: Dissertation Abstracts International, Volume: 69-04, Section: A, page: 1296.
502 $a Thesis (Ph.D.)--University of Virginia, 2008.
520 $a This study explored the organizational change process within an academic research library. It examined how participants at a public research university interpreted the contextual elements of two decades of technological transformation. The research design was based on a combination of Pettigrew's (1985) Contextualist Model for analysis of organizational change and Dawson's (1994) Processual Model, which establishes a means for investigating change processes. Use of a case-study design enabled a broad-level exploration using a focus group, interviews and document review. The Social-Cognition theoretical framework allowed room for participants to give voice to a range of contextual elements surrounding the actual change processes themselves within four broad areas: leadership roles, the internal organizational and external environmental conditions influencing the processes of change, and participant sensemaking (based on Weick's 1995 model). The research established that the particular combination of visionary, motivational, political and revenue generating leadership within the library was an essential component in initiating and sustaining the technological change process. The data indicated that the core strategies for sustenance over the long term for organizational change involving information technology, and within academic libraries, may be different than those suggested in the existing research literature for organizational change in universities. Operationally, transformation within academic libraries was found to require strategies for structural, functional and cultural-level change similar to those for other organizational types. There were both enabling and constraining forces from the research university and societal environments that influenced the change processes. The data suggested that transformational change required library leaders to understand and negotiate the political and cultural environments of their institution. For change wrought by information technology, societal-level forces directly enabled and constrained the execution of change, which suggests that environmental scans should be incorporated into the strategic planning and execution for this type of change. Building and promoting a visible reputation within the higher education enterprise was strategically important for sustaining momentum and revenue generation. Sensemaking was found to be a powerful group-level activity, and differences in sensemaking activities between groups may be an indicator of lack of organizational unity.
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