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Continuous change and organizational...

Capella University., School of Business.

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Continuous change and organizational performance: An exploratory investigation of the perceptions of MBA and PhD business and technology graduates .

Record Type:	Electronic resources : Monograph/item
Title/Author:	Continuous change and organizational performance: An exploratory investigation of the perceptions of MBA and PhD business and technology graduates ./
Author:	Mokwunye, Kennedy Ike.
Description:	150 p.
Notes:	Adviser: Jo Tebbetts.
Contained By:	Dissertation Abstracts International69-10A.
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3330942
ISBN:	9780549879091

Continuous change and organizational performance: An exploratory investigation of the perceptions of MBA and PhD business and technology graduates .
Mokwunye, Kennedy Ike.

Continuous change and organizational performance: An exploratory investigation of the perceptions of MBA and PhD business and technology graduates . - 150 p.

Adviser: Jo Tebbetts.

Thesis (Ph.D.)--Capella University, 2008.

This exploratory research uses the mixed methodology to investigate the perceptions of the MBA and PhD graduates of the School of Business and Technology, Capella University, concerning the application of continuous change as a strategy to improve organizational performance. Understanding how continuous change improves organizational performance may serve as a catalyst for conversations among faculty members of the University, learners and organizational leaders. This is strategically important as organizations seek new ways of managing change more effectively to gain competitive advantages considered necessary for survival in today's business world. Also, the perceptions of these graduates stemming from their experiences about continuous change would augment our knowledge and understanding of the strategy. The importance of continuous change was further straightened by the allusion that some organizations for example, Wal-Mart, Intel, Dell and others, are said to be performing above their peers due to the management of the continuous change. However, the assumption that organizations perform better as a result of the management of continuous change was not confirmed by the findings of the research.

ISBN: 9780549879091Subjects--Topical Terms:

626628
Business Administration, Management.

Continuous change and organizational performance: An exploratory investigation of the perceptions of MBA and PhD business and technology graduates .
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100 1 $a Mokwunye, Kennedy Ike. $3 1038017
245 1 0 $a Continuous change and organizational performance: An exploratory investigation of the perceptions of MBA and PhD business and technology graduates .
300 $a 150 p.
500 $a Adviser: Jo Tebbetts.
500 $a Source: Dissertation Abstracts International, Volume: 69-10, Section: A, page: 4030.
502 $a Thesis (Ph.D.)--Capella University, 2008.
520 $a This exploratory research uses the mixed methodology to investigate the perceptions of the MBA and PhD graduates of the School of Business and Technology, Capella University, concerning the application of continuous change as a strategy to improve organizational performance. Understanding how continuous change improves organizational performance may serve as a catalyst for conversations among faculty members of the University, learners and organizational leaders. This is strategically important as organizations seek new ways of managing change more effectively to gain competitive advantages considered necessary for survival in today's business world. Also, the perceptions of these graduates stemming from their experiences about continuous change would augment our knowledge and understanding of the strategy. The importance of continuous change was further straightened by the allusion that some organizations for example, Wal-Mart, Intel, Dell and others, are said to be performing above their peers due to the management of the continuous change. However, the assumption that organizations perform better as a result of the management of continuous change was not confirmed by the findings of the research.
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790 1 0 $a Orem, Sara $e committee member
790 1 0 $a Tebbetts, Jo, $e advisor
790 1 0 $a Whitlock, John $e committee member
791 $a Ph.D.
792 $a 2008
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3330942