Tesi etd-12152022-184916
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Tipo di tesi
Dottorato
Autore
DA ROS, ALESSANDRA
URN
etd-12152022-184916
Titolo
Designing Organizational Change Management: determinants, choice architecture and implementation in healthcare
Settore scientifico disciplinare
SECS-P/08
Corso di studi
Istituto di Management - PHD IN MANAGEMENT - INNOVATION, SUSTAINABILITY AND HEALTHCARE
Commissione
relatore Prof.ssa VAINIERI, MILENA
Membro Prof. BELARDINELLI, PAOLO
Membro PICCI, ELISABETTA
Membro Prof. NOTO, GUIDO
Membro Prof. BELARDINELLI, PAOLO
Membro PICCI, ELISABETTA
Membro Prof. NOTO, GUIDO
Parole chiave
- behavioral sciences
- Evidence-Based Management
- healthcare.
- Organizational change management
Data inizio appello
28/02/2023;
Disponibilità
parziale
Riassunto analitico
The thesis focuses on organizational change management and how to foster it. Specifically, the current dissertation applies behavioral sciences insights to study the determinants, the choice architecture, and implementation levers to support managers in designing organizational change management in healthcare.
To do so, chapter 1 presents a review overview that attempts to make order to the fragmented production of organizational change management. The chapter refines well-established models introducing a taxonomy of the role, direction, and level of some constantly present variables of change. The human factor emerges as the brick on which to leverage change because it has the power to drive the implementation of change.
Going on, via an organizational change data triangulation in a case study on the healthcare setting, chapter 2 combines different information sources to measure the outcomes of the choices taken during an organizational change. This chapter highlights the fundamental role played by a systematic measurement system that guarantees to monitor structures, processes, and outcomes proper of organizational change. Results ultimately show variability in decision-making among similar environments suggesting how managers could benefit from ad hoc structured departments to support organizational change.
Further, chapter 3 proposes testing which motivational element is more promising in implementing change among healthcare professionals. Specifically, the chapter gives a pragmatic contribution to grasping individuals' change motivation antecedents thanks to a micro perspective through applying a psychological framework. The frontiers of microfoundations research in social sciences presented in this chapter show that scientific evidence (fact-finding motivators) is the most critical factor in driving change. The discussion supports the call for a scientific approach to organizational change through evidence-based management.
In other words, this dissertation contributes to understanding how to design organizational change management architecture from its foundations to its implementation by managing evidence in a human irrational thinking system addressed by behavioral sciences.
To do so, chapter 1 presents a review overview that attempts to make order to the fragmented production of organizational change management. The chapter refines well-established models introducing a taxonomy of the role, direction, and level of some constantly present variables of change. The human factor emerges as the brick on which to leverage change because it has the power to drive the implementation of change.
Going on, via an organizational change data triangulation in a case study on the healthcare setting, chapter 2 combines different information sources to measure the outcomes of the choices taken during an organizational change. This chapter highlights the fundamental role played by a systematic measurement system that guarantees to monitor structures, processes, and outcomes proper of organizational change. Results ultimately show variability in decision-making among similar environments suggesting how managers could benefit from ad hoc structured departments to support organizational change.
Further, chapter 3 proposes testing which motivational element is more promising in implementing change among healthcare professionals. Specifically, the chapter gives a pragmatic contribution to grasping individuals' change motivation antecedents thanks to a micro perspective through applying a psychological framework. The frontiers of microfoundations research in social sciences presented in this chapter show that scientific evidence (fact-finding motivators) is the most critical factor in driving change. The discussion supports the call for a scientific approach to organizational change through evidence-based management.
In other words, this dissertation contributes to understanding how to design organizational change management architecture from its foundations to its implementation by managing evidence in a human irrational thinking system addressed by behavioral sciences.
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