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An entrepreneurial approach to significant change

Humphreys, Debora Sholl
http://rave.ohiolink.edu/etdc/view?acc_num=case1054735438

Abstract Details

1990, Doctor of Philosophy, Case Western Reserve University, Management.
This study follows thirty-two small business leaders through significant organizational changes. It investigates the behavioral elements of these changes as they relate to the leadership role and planned change efforts. In particular, the study explores the leader's influence in the context, the process, and the individual outcomes of planned changes (Levy, 1986). Planned change or intentional, directed efforts to improve an organization is hypothesized as being a key option for small businesses to sustain growth. Levy's planned change model is used as a foundation to apply to entrepreneurial firms. Data was gathered through a demographic survey and from an adaption of the Critical Incident Interview where leaders were asked to describe in detail their role during a specific significant change in the firm's recent history. This data was analyzed through competency assessment, thematic analysis, values analysis, change analysis, and ideal type analysis to determine leadership characteristics which supported planned change efforts. The analysis provided further support to differentiate these characteristics between leaders in higher- and lower-growth firms. The central research question which provided the framework for the study was: "How do leaders in smaller, manufacturing firms influence change?" The inquiry surr ounding this question resulted in six major findings which differentiated the higher- from the lower-performing leaders. Leaders in higher-growth firms were found to be (1) more open in engaging with the internal and external environments, (2) were better able to make the unknown known to their work force, (3) were able to better see their firms in new ways, (4) gave more attention to the social system of the organization, (5) were more able to learn from their experience, and (6) viewed their leadership role as more important than did the lower-growth firms. These characteristics supported the process of planned change and resulted in change outcomes which added significant value to the sustained growth effort
Richard Boyatzis (Advisor)
200 p.
entrepreneurial approach significant change

Recommended Citations

Citations

  • Humphreys, D. S. (1990). An entrepreneurial approach to significant change [Doctoral dissertation, Case Western Reserve University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=case1054735438

    APA Style (7th edition)

  • Humphreys, Debora. An entrepreneurial approach to significant change. 1990. Case Western Reserve University, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=case1054735438.

    MLA Style (8th edition)

  • Humphreys, Debora. "An entrepreneurial approach to significant change." Doctoral dissertation, Case Western Reserve University, 1990. http://rave.ohiolink.edu/etdc/view?acc_num=case1054735438

    Chicago Manual of Style (17th edition)

case1054735438
803
© 1990, all rights reserved.
This open access ETD is published by Case Western Reserve University School of Graduate Studies and OhioLINK.