Bertie M. Greer

The Relationship between Management Control System Usage and Planned Change Achievement: An Exploratory Study

Abstract Although the relevance of management control systems to successful change achievement has been conceptually acknowledged, empirical matters such as measuring the contribution of control systems to effective change implementation lack practical investigation. Using data obtained from managers in 22 organizations, we explore the extent to which managers believe their management control systems are employed when implementing planned change. Relationships between commonly employed management controls and implementation success are also estimated. Results indicated that managers used management control systems less extensively than other elements of change process, although usage of control systems increased with implementation. A strong relationship was found between the use of control systems based on outcomes monitoring and implementation success. However, there was no significant relationship between the use of behavior-based controls and implementation success. Overall, the findings suggest that many organizations may underutilize formal controls, particularly those related to outcomes monitoring, when managing change.

Profiling Change An Empirical Study of Change Process Patterns

Profile analysis is proposed as a means for advancing empirical change process research. In the context of organizational studies, a profile can be viewed as a set of sequentially arranged factors that expresses the relative strength of individual factors and holistic patterns inside or between organizational entities. To demonstrate the utility of the approach in change process research, profile analysis was employed in a cross-sectional study. Hypotheses related to Lewin’s three-step model of change were tested using data obtained from managers involved in change implementation. Results confirmed a progression through Lewin’s unfreezing-movement-refreezing sequence during implementation. Profiles that reflected higher systematic use of change process factors were also found related to implementation success. Many future research opportunities are apparent, such as investigating interorganizational change profile types and using profile analysis to enhance longitudinal research designs.

Implementing Planned Change: An Empirical Comparison of Theoretical Perspectives

Planned organizational change has been viewed from a variety of conceptual perspectives, and a plethora of variables that impact the change process have been proposed. However, few empirical studies have investigated the relationships thought to exist among change process variables. Drawing from questionnaire‐based data obtained from managers involved in the implementation of change, we evaluate three plausible change model configurations using multivariate methods. Findings from the study support a dynamic change process configuration over a direct effects model. Results, discussion, implications and direction for further research are offered.

Cultural Diversity and Gender Role Spillover: A Working Perspective

Summary One of the more sensitive topics within the diversity literature concerns gender issues. This paper explores the effect of gender role spillover in the workplace and examines the relationship of men and women in library administration. Most gender issues are based primarily upon cultural influences. These influences can bring rise to work-related conflicts pertaining to stereotypes, differences in leadership styles, occupational segregation, sexual harassment, and discrimination. Organizations must be proactive and create environments conducive to the success of both male and female workers.

Crossing the Atlantic: Integrating Cross-Cultural Experiences into Undergraduate Business Courses Using Virtual Communities Technology.

ABSTRACT Todays business school academics are tasked with pedagogy that offers students an understanding of the globalization of markets and the cross-cultural communication skills needed in todays business environment. The authors describe how a virtual cross-cultural experience was integrated into an undergraduate business course and used as an innovative pedagogical tool to give students and faculty an opportunity to build cross-cultural communication skills and develop cultural knowledge in ways similar to more costly travel abroad experiences. This experience contributes to competent and globally minded business graduates and faculty who are fit for the challenges of the global marketplace.