Change Leader Career Development: The Leveraging of Social Networks in Planned Organizational Change
Document Type
Article
Publication Date
4-1-2005
Abstract
This research studies the extent to which a change leader is embedded in and leverages internal and external social networks to contribute to favorable project outcome\, influencing his or her career development upon completion of the change initiative. A conceptual framework will be presented to explore the premise that the effectiveness of the leader in implementing planned change is based on successful access to\, development and leveraging of social networks- the often informal structure of relationships among organizational members that provide invaluable resources such as information\, power\, and trust between individuals and groups. These resources are often critical for a change leader to access in order to pull or enable change vs. push or command change. Relationships in the form of networks are often the locus of change acceptance or resistance\, fundamental for leaders to leverage to effectively deliver project results\, sustain the new process\, and contribute to the leader being accepted as an integral\, value-added long term member of the organization. Research questions are presented in order to proceed with the qualitative survey phase which will involve interviewing middle and executive level change leaders in new product development manufacturing companies\, to enable further development and validation of the conceptual framework prior to quantitative data gathering and analysis.,Doctorate of Management Programs
Keywords
Social networks--Research
Rights
© The Author(s). Kelvin Smith Library provides access for non-commercial, personal, or research use only. All other use, including but not limited to commercial or scholarly reproductions, redistribution, publication or transmission, whether by electronic means or otherwise, without prior written permission is strictly prohibited.
Department/Center
Design & Innovation
Recommended Citation
Larsen, Zara F., "Change Leader Career Development: The Leveraging of Social Networks in Planned Organizational Change" (2005). Student Scholarship. 625.
https://commons.case.edu/studentworks/625