The Construction and Application of an Integrative Model for Organizational Change: A Case Study of Jenn Feng New Energy Company

• Main Authors: Chang,Ming Hu, 張明湖
• Other Authors: Chen,Hsintien
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/61660212808022664040

碩士 === 明志科技大學 === 工業工程與管理研究所 === 99 === 　　　　　　　　　　　　　　　　　　　　　　Abstract 　　With the advancement of information technology and the arrival of the age of knowledge economy, enterprises all are facing the challenge of organizational change. Up to now, however, there does not seem to exist a comprehensive organizational change model to effectively guide the organizations to undergo changes, change business models and/or directions, and continue their development. The main issue this research attempts to explore is thus how to construct an integrative model that is modern, forward thinking, and with global perspectives for organizational change that can guide enterprises through the process of organizational change. 　　In response, this research first conducts literature views to understand the organizational change models of the past. The critical success and failure factors from these previous research works were then analyzed and organized into an integrative model that categorizes the process of organizational change into four stages: Context Stage, Readiness Stage, Process Stage, and Product Stage, or CRPP for short. This thesis also applies this model to a case study of Jenn Feng New Energy Company’s organizational change experience to examine the congruence between theory and practices. Keyword: organizational change, change theory, organizational change model