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Belangrijke factoren bij de diffusie en adoptie van een organisatie strategie: Welke factoren zijn belangrijk bij de adoptie van een organisatie strategie? Hoe kan een organisatie ervoor zorgen dat een organisatie strategie sneller geadopteerd wordt door haar medewerkers: Een perspectief van Rogers.

Benthem, F.M.T. van (2010) Belangrijke factoren bij de diffusie en adoptie van een organisatie strategie: Welke factoren zijn belangrijk bij de adoptie van een organisatie strategie? Hoe kan een organisatie ervoor zorgen dat een organisatie strategie sneller geadopteerd wordt door haar medewerkers: Een perspectief van Rogers.

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Abstract:This research project is accomplished in order of Siemens Industrial Turbo Machinery B.V., hereafter called Siemens. Siemens is an organization which is specialized in repair, spare parts, field service and revamps (revision and upgrade) of compressors and pumps for the oil and gas industry. The problem of Siemens is that their employees are not informed about the organizational strategy and the strategic goals. And because of that they are also unaware of their input and contribution to the organizational strategy and the strategic goals. The problem described above is the foundation for my study communication during organizational strategy adoption. The main question that will be answered in this thesis is: To what extent is the framework of Rogers (diffusion of innovations) suitable for the adoption process of a new organizational strategy and what can an organization do to influence the factors from the framework, so that an organizational strategy will be adopted faster? The main question will be answered on the basis of four sub-questions. The model of Rogers (1995, 2003) is the foundation for the theoretical framework. This theoretical framework is complemented with factors that will make the framework suitable for the adoption of an organizational strategy. A research design was made on the basis of this theoretical framework to answer the main question. First there is a semi qualitative study in the form of questionnaires. This questionnaire was spread amongst 84 respondents and contained questions about the communication during organizational strategy adoption. The questionnaire contained open questions and multiple choice questions. The results of the questionnaires were used for the preparation of the interviews. These interviews were conducted amongst six respondents/organizations. After the questionnaires and the interviews it was possible to make an analysis, conclusions and recommendations. The most important conclusions that can be made are: The most important amendable factors are the perceived organizational strategy characteristics. It’s possible to amplify or tone down the perceived organizational strategy characteristics with communication. Change agents are an handy mean to get the organizational strategy adopted faster. It’s preferable to launch an organizational strategy bottom up, that means with voice of the employees and the possibility for feedback. Also the social network is a mean to implement and communicate the new organizational strategy. It is possible to make recommendations on basis of the conclusions written above. One of the most important recommendations is the use of communication tools to influence the perceived strategy characteristics. Every perceived organizational strategy characteristic needs a different (communicational) approach (paragraph 8.2.1). The second recommendation is to use change agents during changes in the organization. Change agents can accelerate the adoption process. The third important recommendation is to formulate the organizational strategy and the strategic goals with voice and feedback of the employees. This way there will be a solid basis and involvement amongst the employees. Eventually this will also accelerate the adoption process.
Item Type:Essay (Master)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:05 communication studies
Programme:Communication Studies MSc (60713)
Link to this item:http://purl.utwente.nl/essays/60451
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