Dissertation Abstract
Strategic Planning and
Organizational Development and Change
In Type IV Environments:
A Case Study In Public Natural Resources Management
by
Rossana C. Alvarez
Degree: Ph.D.
Year: 1999
Pages: 00181
Institution:
Advisor: Chair David M. Boje
Source: DAI, 60, no. 12A (1999): p. 4501
This case study examined F. Emery's (1977)
proposition that, when confronted with complex environments which have high
levels of uncertainty (Type IV), a purposeful and ideal-seeking approach can
serve as a foundation for significant research into the phenomena of
organizational development and change. The study examines whether or not the
Search Conference method for strategic planning (as a temporary participative
democratic organization) leads to behaviors that exhibit F. Emery's (1977)
ideals of homonomy, nurturance, humanity and beauty. Where these ideals are
present, they are examined to see if they lead to active, adaptive behaviors.
The study uses a conceptual
framework based on Pepper's (1942) world hypothesis of contextualism; Ackoff
and F. Emery's (1972), F. Emery and Trist's (1965, 1973), and F. Emery's (1977)
explication of open systems theory and definitions, and Charles S. Peirce's
abductive-inductive-deductive logic (Peirce in Feibleman, 1946; Freeman, 1983;
Houser & Kloesel, 1992; Sheriff, 1994; Wiener, 1958). Based on this
framework, the study shows that: (1) complex phenomena are not impossible to examine;
(2) quantitative and qualitative approaches can be integrated; and (3) when
studying complex phenomena, relatively large numbers of variables can be
analyzed simultaneously.
Strategic planning activity
conducted by the USDA, Forest Service's Region 9's (FS-R9) during the period
December 11, 1995 to May 17, 1996 provides the data for the case study. The
Emery-McQuitty causal path analysis is used to analyze these data. Qualitative
data is first translated into quantitative data by classification to produce
occurrence data. These data are used to calculate the Geisser index of
concomitance. The data analysis's focus is on the correspondence between events
occurring within FS-R9 and events taking place outside the region.
The results of the study
support F. Emery's proposition. In the process, for the first time ever, an
empirical picture of an open system is demonstrated. FS-R9's employees see
their region as an organization with clearly defined boundaries. Further, they
see that the external environment is an integral part of the region's
development and change process. The results also show that participative
democratic organizational structures contribute to the emergence of F. Emery's
(1977) ideals. However, there are difficulties in translating these ideals into
active, adaptive behaviors.
SUBJECT(S)
Descriptor: BUSINESS ADMINISTRATION, MANAGEMENT
PSYCHOLOGY,
BEHAVIORAL
SOCIOLOGY,
SOCIAL STRUCTURE AND DEVELOPMENT
PSYCHOLOGY,
INDUSTRIAL
POLITICAL
SCIENCE, PUBLIC ADMINISTRATION
ENVIRONMENTAL
SCIENCES
Accession
No: AAI9955889
Provider: OCLC
Database: Dissertations