Social accounts in promoting organizational change.
by Ng Long-Tan. === Thesis (M.B.A.)--Chinese University of Hong Kong, 2000. === Includes bibliographical references (leaves 51-55). === ABSTRACT --- p.iii === TABLE OF CONTENTS --- p.iv === LIST OF ILLUSTRATIONS --- p.vi === ACKNOWLEDGEMENT --- p.vii === Chapter === Chapter I --- INTRODUCTION --...
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| Format: | Others |
| Language: | English |
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2000
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| Online Access: | http://library.cuhk.edu.hk/record=b5890181 http://repository.lib.cuhk.edu.hk/en/item/cuhk-322948 |
| Summary: | by Ng Long-Tan. === Thesis (M.B.A.)--Chinese University of Hong Kong, 2000. === Includes bibliographical references (leaves 51-55). === ABSTRACT --- p.iii === TABLE OF CONTENTS --- p.iv === LIST OF ILLUSTRATIONS --- p.vi === ACKNOWLEDGEMENT --- p.vii === Chapter === Chapter I --- INTRODUCTION --- p.2 === Chapter II --- LITERATURE REVIEW --- p.5 === The Applicability of Social Accounts Theory in Change Management --- p.5 === Classification of Social Accounts Theory --- p.7 === Types of Social Accounts --- p.8 === Chapter (a) --- Mitigating Accounts: lessening apparent responsibility --- p.8 === Message-Communicator Characteristics --- p.9 === Chapter (b) --- Exonerating Accounts: legitimate motives --- p.11 === Chapter (c) --- Reframing Accounts: altering perceptions about consequences --- p.12 === Chapter III --- RESEARCH SETTING --- p.14 === Hypotheses --- p.14 === Conceptual Framework of this study --- p.16 === Chapter IV --- THE CHANGE PROGRAM --- p.17 === Introduction --- p.17 === Company Background --- p.17 === The Change Program --- p.18 === Action Plans Recommended by PricewaterhouseCoopers --- p.19 === The Implementation of the Change Program --- p.21 === Chapter V --- RESEARCH METHODOLOGY --- p.24 === Data Collection --- p.24 === Measurement of Questionnaire --- p.25 === Chapter VI --- RESULTS --- p.30 === Correlation --- p.30 === Regression --- p.33 === Chapter VII --- DISCUSSION --- p.37 === Message communicate characteristics --- p.37 === Exonerating Motives --- p.40 === Reframing Outcome --- p.42 === Chapter VIII --- LIMITATIONS AND CONCLUSION --- p.46 === Limitations --- p.46 === Conclusion --- p.47 === BIBLIOGRAPHY --- p.51 === APPENDIX --- p.56 |
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