Accession Number:

ADA413836

Title:

An International Study of Organizational Change: A Simultaneous Analysis of Process, Context, and Individual Attributes

Descriptive Note:

Master's thesis, Sep 2002-Mar 2003

Corporate Author:

AIR FORCE INST OF TECH WRIGHT-PATTERSON AFB OH SCHOOL OF ENGINEERING AND MANAGEMENT

Personal Author(s):

Report Date:

2003-03-01

Pagination or Media Count:

125.0

Abstract:

Few studies in the organizational change literature have examined differences in the change process in different cultures. This cross-cultural study is designed to take a comprehensive view of change using a dynamic model that integrates content, process, context, and individual attribute factors simultaneously. The model is used to compare perceptions of organizational change held by members of military organizations in the United States and in Korea. The U.S. sample consisted of 264 employees who were members of Department of Defense organizations. There were two Korean samples 280 employees of the Womens Military School and members of the Womens Battalion, and 181 employees of the Mens Artillery School and members of a mens infantry company. The organizational change investigated in the U.S. sample was implementation of a new organizational structure that clarified lines of authority and eliminated duplicate functions. The Korean organizational change was integration of the womens school and battalion into the mens school and infantry company. A questionnaire was administered to all three samples. The questionnaires measured the following variables as related to the organizational change faced by each group positive affect, negative affect, perceived organizational support, perceptions of co-workers, participation, quality of information, readiness for change, job satisfaction, and affective commitment. The Korean questionnaire also measured self-efficacy, neuroticism, and self-esteem. The results show that change process, internal context, and individual attributes were positively related to employees perceptions i.e., readiness factors that the change was justified. There were no significant cross-cultural differences in individuals perceptions toward organizational change, nor were there significant differences in perception between genders Korean samples 1 and 2. 24 tables, 92 refs.

Subject Categories:

  • Sociology and Law
  • Psychology
  • Personnel Management and Labor Relations
  • Military Forces and Organizations

Distribution Statement:

APPROVED FOR PUBLIC RELEASE