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The differentiation of strategic rol...

Anderson-Ashcraft, Merrill.

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The differentiation of strategic roles within a governmental organization: An exploratory case study.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	The differentiation of strategic roles within a governmental organization: An exploratory case study./
作者:	Anderson-Ashcraft, Merrill.
面頁冊數:	363 p.
附註:	Adviser: David Schwandt.
Contained By:	Dissertation Abstracts International68-08A.
標題:	Political Science, Public Administration. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3276558
ISBN:	9780549192114

The differentiation of strategic roles within a governmental organization: An exploratory case study.
Anderson-Ashcraft, Merrill.

The differentiation of strategic roles within a governmental organization: An exploratory case study. - 363 p.

Adviser: David Schwandt.

Thesis (Ed.D.)--The George Washington University, 2007.

Strategies can sometimes lead to failure (Nutt, 2002). Could knowing more about members' strategic roles help improve the implementation of strategy? The study was based on the premise that knowing what is expected can improve organizational learning (Parsons, 1951, Parsons & Shils, 1951) and enhance organizational performance (Porter & Lawler, 1968). A strategic role involves the sharing of information and taking actions that facilitate organizational changes (Floyd & Lane, 2000). This study explores 10 strategic roles at four organizational levels (worker, first-line, middle and top management levels) based on a model developed by Floyd and Lane.

ISBN: 9780549192114Subjects--Topical Terms:

1017438
Political Science, Public Administration.

The differentiation of strategic roles within a governmental organization: An exploratory case study.
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100 1 $a Anderson-Ashcraft, Merrill. $3 1269339
245 1 4 $a The differentiation of strategic roles within a governmental organization: An exploratory case study.
300 $a 363 p.
500 $a Adviser: David Schwandt.
500 $a Source: Dissertation Abstracts International, Volume: 68-08, Section: A, page: 3613.
502 $a Thesis (Ed.D.)--The George Washington University, 2007.
520 $a Strategies can sometimes lead to failure (Nutt, 2002). Could knowing more about members' strategic roles help improve the implementation of strategy? The study was based on the premise that knowing what is expected can improve organizational learning (Parsons, 1951, Parsons & Shils, 1951) and enhance organizational performance (Porter & Lawler, 1968). A strategic role involves the sharing of information and taking actions that facilitate organizational changes (Floyd & Lane, 2000). This study explores 10 strategic roles at four organizational levels (worker, first-line, middle and top management levels) based on a model developed by Floyd and Lane.
520 $a This study explores strategic roles from a governmental organization perspective. The government organization is a 2100 member service organization that is responsible for maintaining base facilities. A majority of the workers are blue-collar trades people. A merger took place 18 months prior to data collection. The structure of the organization changed radically from a hierarchical to a matrix structure that affected the way members performed their work. The statistical results of the study indicated that the 10 strategic roles were significantly different, however, the relationship between a strategic role and an organizational level were more complex than anticipated.
520 $a There were five key findings: (a) the strategic roles are less differentiated and may be potentially more integrated (shared, collaborated, or replicated) than anticipated in the governmental organization; (b) multi-level involvement in strategic actions are reported by all organizational members (including the worker level); (c) there may be a tendency towards "behavioral complexity" for strategic roles (the movement effectively from one role to another based on a study by Denison, Hooijberg, Quinn, 1995); (d) conforming pressures rather than residing with the first-line management or worker levels are perceived as actions at all levels with the highest frequency reported by the top management level in the government organization; and (e) the governmental organization reported higher frequencies of strategic roles at the middle management level than earlier middle management studies would have predicted (Bowd, 20002; Floyd & Wooldridge, 1992; Pappas, 2001).
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