Discussion on Identification and Improvement of the Key Organization-Change Resistant Risk-Factors Method Influencing Military Airplane Repair Safety in Change Transition Period

• Main Authors: CHIA-HONGCHEN, 陳嘉宏
• Other Authors: YIH-SAN CHANG
• Format: Others
• Language: zh-TW
• Published: 2010
• Online Access: http://ndltd.ncl.edu.tw/handle/65545825246646762009

碩士 === 國立成功大學 === 工學院工程管理專班 === 98 === Previous research identified that employees feel insecure because many uncertainties occur during the process of organizational change. As one type of organizations, the nature of military different from companies and enterprises. This research examines organizational changes of a military base. Two research questions include “Are resistant attitudes toward organizational change generated by members of army similar with those in business and enterprise sectors?” and “What are the critical risk factors of organizational change in military organizational transformation process?” A case study is conducted with a Southern Taiwan Airbase. It examines the maintenance staff facing the organizational change. The relationship between change resistance and army operating performance is confirmed via literature review. Using the Cost and Effect Optimization and Analytic Hierarchy Process, risk factors of resistance to organizational change are identified and magnitudes of their effects are assessed. Three key factors are observed and named as “inertia to change,” “changes in task and duty,” and “influences of workload.” Antecedents of these factors are also examined. Based on the organization and member cooperation development principle, the results are discussed and managerial implications are offered.