چکیده:
Organizational change is difficult، complex، ambiguous and، at the same time، unavoidable. Studies have shown that planning، directing، and maintaining organizational change is difficult and brings about little chance of success. Enjoying an integrated model of change management may help simplify complicated occurrences، inherently imbedded in any change، by identifying relationships among critical elements، especially if the institutional factors and cultural context of the organization that undergoes changes are considered in this model. This، in turn، would be very advisable due to the noticeable differences between Iranian organizations and those of the western countries، where the change theories have been introduced and developed. In this study، the researchers interviewed 21 managers and change agents who had generated successful changes in organizations with various types of ownership، size and industry. The interview results and organizational documents later underwent content analysis before the codified validation was analyzed by Shannon Entropy. The findings recommend the necessity of considering all aspects of change including content، context and process. It also recommends that in each step of the change process، from the moment the idea is developed until it is stabilized in the organization، the interaction of particular factors relative to others must be taken into consideration.
خلاصه ماشینی:
But despite many researchers pointing to the importance of a comprehensive examination of these factors (Damanpour, 1991), there is no coherent and integrated theory or model for understanding organizational changes and simultaneously examining the various content, contextual, and process factors of change (Erturk, 2008; Devos et al.
In this research, process, content, and contextual change models are examined, and an effort is made to explain a comprehensive model of organizational changes within the specific socio-cultural context of Iranian organizations.
Most research in the field of organizational changes has been conducted in Western countries, especially the United States, and generalizing the findings of these studies to other nations and cultures has led to the deviation and failure of many programs (Smith & Dugan, 1996).
The third category consists of models that determine the status of the model components according to the internal and external conditions of the organization (Burke, 2008; Anderson & Ackerman, 2001; Prosci: Change Management Learning Center, 2010).
In this research, given that the variables had not been identified and no structural or theoretical guide existed, in the first phase, using the content analysis method, the initial structure and important influencing factors in each dimension of the pattern were identified through the analysis of organizational documents and in-depth interviews with 21 agents and leaders of change in various organizations; subsequently, the Shannon entropy method was used for processing and analyzing the findings.
The research outputs showed that change management in the context of Iranian organizations differs significantly from Western models, and these differences also affect the content and process dimensions.
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