A Process Model of Organizational Change in Cultural Context (OC3 Model)

Latta, Gail F.

doi:10.1177/1548051809334197

Cited by 52 publications

(52 citation statements)

References 28 publications

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“…The target is to convince the business and the users that the decision for a new practice requesting organizational change is required and works. Only then the organization can enable the full potential of the PLM methodology without remaining stuck in the current practice [20], which brings the required cultural change and system acceptance.…”

Section: Servicementioning

confidence: 99%

The Challenges of Adopting PLM Tools Involving Diversified Technologies in the Automotive Supply Chain

Zammit

Gao

2017

Product Lifecycle Management and the Industry of the Future

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Abstract. In order to reduce product development (PD) costs and duration, PD cycles are being accelerated in order to reduce the time to market and satisfy the end customer needs. Another key challenge in PD today, is product diversification in the technologies used, requiring improved collaboration amongst local and dispersed multi disciple PD teams. A main stream tool that aids and support engineers in PD to collaborate and share information / knowledge is Product Lifecycle Management (PLM). This research explores the benefits and requirements of implementing a PLM system for a PD and manufacturing company within the automotive supply chain. This paper first provides a brief background of the subject area, followed by an explanation of the initial industrial investigation for the implementation of a PLM system, from which investigation the resulting conclusions and recommendations are presented as the building blocks of the implementation project.

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Section: Servicementioning

confidence: 99%

The Challenges of Adopting PLM Tools Involving Diversified Technologies in the Automotive Supply Chain

Zammit

Gao

2017

Product Lifecycle Management and the Industry of the Future

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“…These are derived from the values embraced by an organization. Norms are the observable actions created by assumptions (Hofstede, 1990;Latta, 2009;Schein 2002). Tierney, 1988).…”

Section: Constructs Of Culture Definitionsmentioning

confidence: 99%

“…Values may be manifested in organization decisions, personal narratives of feelings toward work, and behavior. Values can appear in any of the five adopted constructs of culture (Hofstede, 1990;Latta, 2009;Schein 2002). …”

Section: Constructs Of Culture Definitionsmentioning

confidence: 99%

“…According to Latta (2009) Values congruence was found to be a direct and significant predictor of employee satisfaction, commitment, and intention to remain with an organization.…”

Section: Culture and Cultural Collectivitymentioning

confidence: 99%

“…Figure 2 displays three levels of mission implementation and culture development. The figure graphically displays the concepts found throughout the literature in relation to cultural strength, mission communication, and perceptions of mission (Latta, 2009;Smart, 1996;Velcoff & Ferrari, 2006). At each level, there exists a bilateral relationship with the mission of the institution and the development of the organization's culture.…”

Section: Introductionmentioning

confidence: 99%

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Community college mission influence on culture : an organizational analysis.

Stephens

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, "Community college mission influence on culture : an organizational analysis." (2013 There More than 25 years ago I was in a second grade. I cannot say I was ever an outstanding student winning awards for the best grades. Teachers would vii more likely describe me as social or energetic. Mrs. Brenda Wells was on of the first teachers to encourage me in a way that made me want to be better and, more importantly, helped me know that I could. She was tough, but I also remember having more fun learning and exploring ideas with her as a teacher than I can at any other point as a child. Because of her I wanted to be a teacher. I believe I recognized at that age it was possible for me. Because that seed of courage was planted, I have been able to find my way here. My goals have been more defined since those days, but she helped me see that it was possible to aspire for greatness. More effective use of mission has been correlated to the commitment of top management in developing and using it to drive their practice (Mullane, 2002). Three main implications were cited from this research. Each implication focused on the management of mission and recognition of culture development at the base of the organizational hierarchy. While it is important for leaders to be highly committed to organizational mission, engagement with mission related activities should not stop with leaders.The first implication for practice is the need for leader-guided institutional mission reinforcement activities for departmental staff. The second implication for practice is the need to take into consideration culture-focused goals and outcomes during strategic planning. The last implication is the need for intentional analysis and management of physical space to create desired culture focused outcomes.The gap that exists for leaders between mission use and culture development proves to be challenging. This organizational analysis provides insight into how leaders may more effectively approach culture development in relation to institutional mission. This Student Affairs department examined in x this research provided evidence of the culture supporting the formal institutional mission.The researcher found disconnect between this culture and staff members perceptions of the usefulness of the institutional mission. As a result, it is recommended that leaders approach culture development from this perspective. It could be the leader's job in this context to guide staff to positive ways the formal institutional mission could be used to impact their practice at the base of the institution's hierarchy. Allowing staff in non-leadership positions to interact with the institutional mission and align it with their personal workrelated values could make for a culture that embraces mission-focused strategic goals.

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