Revitalization in the Management of Change of Malaysian Financial Institutions

Revitalization is a crucial factor of a successful change process. This dissertation was designed to investigate the relationship between motivating change, vision of change, continuous innovation, and sustaining momentum with revitalization. It employed mixed method, which is both quantitative and...

Full description

Saved in:

Bibliographic Details
Main Author:	Azahari, Jamaludin
Format:	Thesis
Language:	eng
Published:	2012
Subjects:	HD58.7 Organizational Behavior.
Online Access:	https://etd.uum.edu.my/3779/1/s91399.pdf
Tags:	Add Tag No Tags, Be the first to tag this record!

id	my-uum-etd.3779
record_format	uketd_dc
institution	Universiti Utara Malaysia
collection	UUM ETD
language	eng
advisor	Ahmad, Fais
topic	HD58.7 Organizational Behavior.
spellingShingle	HD58.7 Organizational Behavior. Azahari, Jamaludin Revitalization in the Management of Change of Malaysian Financial Institutions
description	Revitalization is a crucial factor of a successful change process. This dissertation was designed to investigate the relationship between motivating change, vision of change, continuous innovation, and sustaining momentum with revitalization. It employed mixed method, which is both quantitative and qualitative research methodologies in examining the said relationship against real-life scenarios of major change in two Malaysian financial institutions – BSN and Affin Bank. Through mail survey questionnaire and semi-structured interviews, a total of 156 (74–BSN; 82-Affin Bank) managers at all level completed the said questionnaires and made of the case study of this research. The findings of the study confirmed the positive relationship (association) of motivating change, vision of change, continuous innovation, and sustaining momentum with revitalization. Other than contributing to the body of knowledge over a subject which is empirically scarce, the study further renewed the importance of micro level analysis of two Malaysian financial organizations i.e. managers rather than only the macro level. The study prides its originality and ends with comprehensive practical recommendations for organization in blending the elements of motivating change, vision of change, continuous innovation, and sustaining momentum into arriving to the desired state of revitalization.
format	Thesis
qualification_name	Ph.D.
qualification_level	Doctorate
author	Azahari, Jamaludin
author_facet	Azahari, Jamaludin
author_sort	Azahari, Jamaludin
title	Revitalization in the Management of Change of Malaysian Financial Institutions
title_short	Revitalization in the Management of Change of Malaysian Financial Institutions
title_full	Revitalization in the Management of Change of Malaysian Financial Institutions
title_fullStr	Revitalization in the Management of Change of Malaysian Financial Institutions
title_full_unstemmed	Revitalization in the Management of Change of Malaysian Financial Institutions
title_sort	revitalization in the management of change of malaysian financial institutions
granting_institution	Universiti Utara Malaysia
granting_department	Othman Yeop Abdullah Graduate School of Business
publishDate	2012
url	https://etd.uum.edu.my/3779/1/s91399.pdf
_version_	1747827643669020672
spelling	my-uum-etd.37792022-04-10T06:34:08Z Revitalization in the Management of Change of Malaysian Financial Institutions 2012-05 Azahari, Jamaludin Ahmad, Fais Othman Yeop Abdullah Graduate School of Business Othman Yeop Abdullah Graduate School of Business HD58.7 Organizational Behavior. Revitalization is a crucial factor of a successful change process. This dissertation was designed to investigate the relationship between motivating change, vision of change, continuous innovation, and sustaining momentum with revitalization. It employed mixed method, which is both quantitative and qualitative research methodologies in examining the said relationship against real-life scenarios of major change in two Malaysian financial institutions – BSN and Affin Bank. Through mail survey questionnaire and semi-structured interviews, a total of 156 (74–BSN; 82-Affin Bank) managers at all level completed the said questionnaires and made of the case study of this research. The findings of the study confirmed the positive relationship (association) of motivating change, vision of change, continuous innovation, and sustaining momentum with revitalization. Other than contributing to the body of knowledge over a subject which is empirically scarce, the study further renewed the importance of micro level analysis of two Malaysian financial organizations i.e. managers rather than only the macro level. The study prides its originality and ends with comprehensive practical recommendations for organization in blending the elements of motivating change, vision of change, continuous innovation, and sustaining momentum into arriving to the desired state of revitalization. 2012-05 Thesis https://etd.uum.edu.my/3779/ https://etd.uum.edu.my/3779/1/s91399.pdf text eng public Ph.D. doctoral Universiti Utara Malaysia Ackerman, L.S. (1997). Change management: Basics for training. Training and Development Journal, 40(4), 67-68. Affin Bank Berhad. (2008). Annual Report 2008. Retrieved January 18, 2010, from: http://www.affinbank.com.my/ Ahmad, H., & Francis, A. (2006). Business process reengineering: critical success factors in higher education. Business Process Management Journal, 43, 34-37. Ahmad, R. (2007). A note on 1999-2002 Malaysian banking consolidation. Banker’s Journal Malaysia IBBM, 38-46. Armbruster, H., Bikfalvi, A., Kinkel, S., & Lay, G. (2008). Organizational innovation: The challenge of measuring non-technical innovation in large-scale surveys. Technovation, 28(10), 644-657. Austin, J., & Currie, B. (2003). Changing organizations for a knowledge economy: The theory and practice of change management. Journal of Facilities Management, 2(3), 229-243 Balogon, J. (2007). The practice of organizational restructuring: from design to reality. European Management Journal, 25(2), 81-91. Bank Negara Malaysia. (2001). The Financial Sector Master Plan 2001-2010. Retrieved January 20, 2010, from: http//www.bnm.gov.my/index.php?ch=1168&pg=354&ac=7[2007, April 11th]. Bank Negara Malaysia. (2004). Towards worldclass banking – efficient, effective and resilient banking system. Governor’s Keynote Address at the Malaysian Banking Summit 2004. Retrieved January 20, 2010, from: http//www.bnm.gov.my/index.php?ch=9&pg=15&ac=150[2007, April 11th]. Bank Simpanan Nasional. (2008). Bank Simpanan Nasional, Annual Report, 2008. Retrieved Feb. 2, 2010, from: http://www.bsn.com.my/home.asp. Basinger, N.W., & Peterson, J.R. (2008). Where you stand depends on where you sit: Participation and reactions to change. Nonprofit Management & Leadership, 19(2), 243-257. Becker, R.A. (2005). Enlisted Navy Reservists And Their Intention To Stay In The Navy Reserves Until Retirement Eligible. Master Thesis. Naval Postgraduate School. Beckhard, R., & Harris, R.T. (1987). Organizational transitions: Managing Complex Organizations. (2nd Ed.). Reading, MA: Addition-Wesley. Beer, M. (1988). The critical path for change: Keys to success and failure in six companies. In W. Bennis, R.O. Mason, & I.I. Mitroff (Eds.), Corporate transformation: Revitalizing organizations for a competitive world (pp.17-45). San Francisco: Jossey-Bass Publishers. Beer, M., Eisenstat, R., & Spector, B. (1990). The critical path to corporate renewal. Boston: Harvard Business School Press. Beer, M., Eisenstat, R., & Spector, B. (1990). Why change programs don’t produce change. Harvard Business Review, 158-166. Beer, M., & Nohria, N. (2000). Cracking the code of change. Harvard Business Review, 78(3), 133-144. Berg, A.M. (2006). Transforming public services – transforming the public servant? International Journal of Public Sector Management, 19(6), 556-568. Berson, Y. & Sosik, J.J. (2007). The relationship between self other rating agreement and influence tactics and organizational processes. Group Organization Management 32, 675-698. Bishop, W.C.H. (2001). How does change management need to change? Harvard Management Update, 6, 4-5. Borins, S. (2002). Leadership and innovation in the public sector. Leadership & Organization Development Journal, 23(8) , 467-476. Brown, S.L., & Eisenhardt, K.M. (1997). The art of continuous change: Linking complexity theory and time-paced evolution in relentless shifting organizations. Administrative Science Quarterly, 42(1), 1-34. Brown, D.R., & Harvey, D. (2006). An experiential approach to organization development. (7th Ed.), New Jersey: Pearson Education. Brown, K., & Waterhouse, J. (2003). Change management practices: Is a hybrid model a better alternative for public sector agencies? The International Journal of Public Sector Management, 16(3), 230-241. Bryman, A. (2008). Social Research Methods. (3rd Ed.), Oxford: Oxford University Press. Buono, A.F., & Kerber, K.W. (2009). Building organizational change capacity. Paper presented at the 2009 Management Consulting Division International Conference, Vienna, Austria. Burke, W.W. (2011). Organization change: Theory and practice. (3rd ed.), Thousand Oaks, CA: Sage Publications. Caldwell, R. (2003). Change leaders and change managers: different or complementary? Leadership & Organization Development Journal, 24(5), 285-293. Carter, E. (2008). Successful change requires more than change management. The Journal For Quality & Participation, 35(4), 107-115. Cassar, V., & Bezzina, C. (2005). People must change before institutions can: A model addressing the challenge from administering to managing the Maltese Public Service. Public Administration and Development, 25, 205-215. Chew, Y.T., & Choo, S.M. (2008). A study of the change management and challenges in a bank. Research and Practice in Human Resource Management, 16(2), 100-118. Ching, G.L. (2001). Costa Rica’s civil service and its historical responsibility for organizational change. Public Personnel Management, 30(1), 37. Choo, K.E. (2000). Managing enterprises in the era of uncertainty: The recent Malaysian experience. Malaysian Management Review. Retrieved Dec. 16 2009, from: http://mgv.mim.edu.my/MMR/0006/0000602.htm Chrusciel, D., & Field, D.W. (2006). Success factors in dealing with significant change in an organization. Business Process Management Journal, 12(4), 503-516. Chrusciel, D. (2008). What motivates the significant/ strategic change champion(s)? Journal of Organizational Change Management, 21(2), 148-160. Coakes, S.J., Steed, L., & Dzidic, P. (2006). SPSS Version 13.0 for Windows:Analysis without Anguish. Milton Qld: John Wiley and Sons Australia. Cohen, S., & Eimicke, W. (2002). The effective public manager: Achieving success in a changing government. (3rd ed.) San Francisco, CA: Jossey-Bass. Collins, J., & Porras, J. (1994). Built to Last. New York: Harper Business. Comrey, A.L. (1973). A First Course in Factor Analysis. New York: Academic Press. Cooper, D. (2004). Organizational change: from public to private sector a UK based reflective case study. Journal of American Academy of Business, 5(1/2), 107-119. Coram, R., & Burnes, B. (2001). Managing organizational change in the public sector–Lessons from the privatization of the property service agency. The International Journal of Public Sector Management. 14(2), 94-115. Covington, J. (2002). Eight steps to sustainable change. Industrial Management, 44(6), 8- 12. Cowley, B. (2007). Why change succeeds: An organizational self-assessment. Organization Development Journal, 25(1), 25-30. Cummings, T.G., & Worley, C.G. (1993). Organizational Development and Change. Minneapolis, MN: West. Cummings, T.G., & Worley, C.G. (1995). Organization Development and Change. (8th Ed.), Mason, Ohio: South-Western Cengage Learning. Cummings, T.G., & Worley, C.G. (2009). Organization Development and Change. (9th Ed.), Mason, Ohio: South-Western Cengage Learning. Daft, R.L. (2006). The New Era of Management. Ohio: Thomson/South-Western. Deming, W.E. (1994). The new economics: For industry, government, education. (2nd ed.), Cambridge, MA: The MIT Press. Dessler, G. (1999). How to earn your employees’ commitment. Academy of Management Executive, 13(2), 58-67. DeWit, B., & Meyer, R. (1998). Strategy, Process, Content, Context: An International Perspective. London: International Thomson Business Press. Diefenbach, T., & Klarner, P. (2008).Getting organizational change right in public services: The case of European higher education. Journal of Change Management, 8(1), 21-35 Dickson, J.W., & Abbey, A. (1993). R&D work climate and innovation in Semi-Conductors. Academy of Management Journal , 26, 2. Dirks, K.T., Cummings, L.L., & Pierce, J.L. (1996). Psychological ownership in organizations: Conditions under which individuals promote and resist change. In R.W. Woodman and W.A. Pasmore (Eds.), Research in organizational change and development (pp. 1-23). Greenwich, CT: JAI Press. Downs, A. (1995). Corporate executives. New York: American Management Association. Dunphy, D.C., & Stace, D.A. (1990). Transformational and coercive strategies. In F.Masserik (Ed.), Advances in organization developmet (pp. 85-104). Sydney: McGraw-Hill. Eggers, M., James, S., & Johnson, L.E. (2002). Unleashing and combining the wisdom: Rapid, whole-systems change in public organizations. Public Organization Review, 2(3), 223- 233. Elias, S. (2009). Employee commitment in times of change: Assessing the importance of attitudes toward organization change. Journal of Management, 35, 37-55. Farnham, D., & Horton, S. (2003). Organizational change and staff participation and involvement in Britain’s public services. The International Journal of Public Sector Management, 16(6), 434-445. Fedor, A., Pleh, C., Brauer, J., Caplan, D., Friederici, A.D., Gulyas, B., Hagoort, P., Nazir, T., & Singer, W. (2008). What are the brain mechanisms underlying syntactic operations? Retrieved October 24, 2011, from: www.psyc.bbk.ac.uk/.../Fedor.etal2009_Strungman%20report.pdf Ford, R. (2006). Organizational learning, change and power: Toward a practice-theory framework. The Learning Organization, 13(5), 495-524. French, J.R., & Raven, B.H. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in social power. Ann Arbor, MI.: Institute for Social Research, University of Michigan. Fronda, Y., & Moriceau, J.L. (2008). I am not hero: Change management and culture shocks in a public sector corporation . Journal of Organizational Change Management, 21(5), 589- 609. Gale, S. (2003). Building Frameworks for Six Sigma Success. Workforce 82: 64-69. Garg, R.K., & Singh, T.P. (2006). Management of change – A comprehensive review. Global Journal of Flexible Systems Management, 7(1&2), 45-60. Griffin, R.W. (2011). Management: Principles and practices. (10th Ed.), Mason, Ohio: South-Western Cengage Learning. Gumusluoglu, L., & IIsev, A. (2009). Transformational leadership, creativity, and organizational innovation. Journal of Business Research, 62 (2009), 461-473. Hair, J.F.Jr., Black, W.C., Babin, B.J., Anderson, R.E., & Tatham, R.L. (2006). Multivariate Data Analysis. New Jersey: Prentice Hall. Hair, J.F.Jr., Money, A.H., Samouel, P., & Page, M. (2007). Research Methods for Business. New Jersey: Wiley. Hammersley, M., Foster, P., & Gomm, R. (2000). Case study and theory. In: Gomm, R., Hammersley, M., & Foster, P. (Ed.), Case study method: Key issues, key texts (pp: 234- 258). London: Sage. Hargadon, A., & Sutton, R.I. (2000). Building an innovation factory. Harvard Business Review, 78(3), 67-83. Hayden, M.V. (1998). Organizational revitalization and the management of change. DPA Dissertation, Arizona State University. Herscovitch, L., & Meyer, J.P. (2002). Commitment to organizational change: extension of a three-component model. Journal of Applied Psychology, 87(3), 474-487. Hesselbein, F., Goldsmith, M., & Beckhard, R. (1995). The leader of the future. San Francisco: Jossey-Bass. Howard, A. (2002). The new organizational reality: Downsizing, restructuring, and revitalization. Human Resource Management, 41(3), 399-402. Hoyle, D. (2010). Managing processes effectively (a new model for managing processes), Quality World, 36(3), 32-36. Ingraham, P.W. (1995). Performance: Promises to keep and miles to go. Public Administration Review, 65(4), 390-395. Ismail, A., Mansor, J., & Norghani, M.N. (2009). Asian currency crisis: What when wrong?. Proceedings: 1st International Conference On Finance, Business & Accounting, Razak Campus, Capital Square. Kuala Lumpur. Jeff, C.L. (2003). Chi-Square Tutorial. Retrieved October 21, 2011, from: http://www.georgetown.edu/faculty/ballc/ webtools/web chi tut.html1#computing. Johnson, G., & Leavitt, W. (2001). Building on success: Transforming organizations through an appreciative inquiry. Public Personnel Management, 30(1), 129. Kahne, J.D. (2005). Measuring the Sense of Urgency: The Leadership Challenge. Ph.D Dissertation. Our Lady of the Lake University. Kanter, R.M. (1979). Power failures in management circuits. Harvard Business Review, 57, 65-75. Kanter, R.M. (1983). The change masters. New York: Simon and Schuster. Kanter, R.M. (2004). The challenges of leadership. Strategic Direction, 20(6), 7-10. Kawai, M. (2000). The revolution of the East Asian crisis: Financial and corporate sector restructuring. Journal of Asian Economics, 11(1), 133-168. Kennedy, C.J. (2002). Studying organizational change: A change response model with readiness factors, A case study, and research implimentations. Ph.D Dissertation. Binghamton University, State University of New York. Kilpatrick, A.O. (1999). When in doubt, don’t: Alternatives to downsizing. Management, 2(3), 209-219. Kotter, J.P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59-67. Kotter, J.P. (1996). Leading change. Boston: Harvard Business School Press. Kotter, J.P. (2008). A Sense of Urgency. Boston, MA: Harvard Business School Publishing. Lawler, E., & Worley, C. (2006). Built to Change. San Francisco: Jossey–Bass. Lawler, E.E. (1988). Transformation from control to involvement. In W.Bennis, R.O. Mason, & I.I. Mitroff (Eds.), Corporate transformation: Revitalizing organizations for a competitive world (pp.17-45). San Francisco: Jossey-Bass Publishers. Ledford, G.E., Morhman, S.A., Morhman, A.M., & Lawler, E.E. (1989). The phenomenon of large–scale organizational change. In A.M. Morhman, S.A. Morhman, G.E. Ledford, T.G. Cummings, E.E. Lawler & Associates (Eds.), Large-scale organizational change (pp. 1-31). San Francisco: Jossey-Bass Publishers. Levay, C. (2010). Charismatic leadership in resistance to change. The Leadership Quaterly, 21, 127-143. Lewin, K. (1952). Group decision and social change. In G.E. Swanson, T.E. Newcomb, & E.L. Hartley (Eds.), Readings in social psychology (pp. 459-473). New York: Holt Rinehart. Liao, S., & Wu, C. (2010). System perspective of knowledge management, organizational learning, and organizational innovation. Expert System with Applications, 37(2), 1096- 1103. Maddock, S. (2002). Making modernization work: New narratives, change strategies and people management in the public sector. The International Journal of Public Sector Management, 15(1), 13-43. Malhotra, N.K., & Peterson, M. (2006). Basic marketing research: A decision making approach. (2nd Ed.), New Jersey: Pearson/Prentice Hall. Marques, J. F. (2010). Enhancing the quality of organizational communication: A presentation of reflection- based criteria. Journal of Communication Management, 14(1), 47–58. Maurer, R. (1996). Beyond the wall of resistance. Austin, TX: Bard Books. Mechanic, D. (1962). Sources of power of lower participants in complex organizations. Administration Science Quarterly, 7, 349-364. Meyers, L.S., & Gamst, G. (2006). Applied multivariate research: Design and interpretation. London: Sage Publications. Miles, M.B., & Huberman, A.M. (1994). Qualitative data analysis. (2nd Ed.), Beverly Hill: Sage. Mintzberg, H. (1983). Power in and around organizations. Englewood Cliffs, NJ:Prentice Hall. Mitchell, M., & Jolley, J. (1992). Generating the research hypotheses: Tapping intuition, theory and existing research. Journal of Clinical Neuroscience, 15(2), 37-90. Mowen, J.C., Park, S., & Zablah, A. (2007). Toward a theory of motivation and personality with application to word-of-mouth communications. Journal of Business Research, 60, 590-596. Murphy, K.R., & Davidshofer, C.O. (1988). Psychological testing–Principles & applications. Englewood Cliffs, New Jersey: Prentice Hall. Nadler, D.A. (1998). Champions of change: How CEOs and their companies are mastering the skills of radical change. San Francisco: Jossey-Bass. Nadler, D.A., & Tushman, M.L. (1990). A model of diagnosing organization behavior. Organizational Dynamics, 4, 35-39. Nnanna, U.J. (2009). Managing innovation: An empirical study of innovation and change in public and private companies. Journal of Management Research, 1(2), 1-9. Nunnally, J.C. (1978). Psychometric Methods. New York : Mc Graw Hill. Oakland, J.S., & Tanner, S.J. (2007). A new framework for managing change. The TQM Magazine, 19(6), 572-589. O’Brien, G. (2002). Participation as the key to successful change–a public sector case study. Leadership & Organization Development Journal, 23, 442-455. O’Neill Jr., R.J. (2002). There’s nothing bad about good government. The National Academy of Public Administration, 8(3), 157-176. O’Neill Jr., R.J. (2000). Forces of change in the Public Sector. The National Academy of Public Administration, 6(1), 124-146. Oreg, S. (2008). Resistance to change: Developing an individual differences measure. Journal of Applied Psychology, 88(4), 680-693. O’Toole, J., & Lawler, E. (2006). The new American work-place. New York: Palgrave Macmillan. Pallant, J. (2005). SPSS survival manual: A step by step guide to data analysis using SPSS for Windows. Sydney: Allen & Unwin. Parish, J.T., Cadwallader, S., & Busch, P. (2008). Want to, need to, and ought to: employee commitment to organizational change. Journal of Organizational Change Management, 21(1), 32-52. Pfeffer, J. (1981). Power in organization. Boston: Pitman Publishing. Pfeffer, J., & Konrad, A. (1991). The effects of individual power on earnings. Work and Occupations, 18, 385-414. Poolthong, Y., & Mandhachitara, R. (2009). Customer expectations of CSR, perceived service quality and brand effect in Thai retail banking. International Journal of Bank Marketing, 27(6), 408-427. Popovich, M.G. (1998). Creating high-performance government organizations. San Francisco: Jossey–Bass. Powell, L. (2008). Observing the impact of organizational change on the disclosure of environmental information. Retrieved Dec. 25 2009, from: http://www.baa.group.shef.ac. uk/events/conference/2008/papers/powell.pdf. Proctor, T., & Doukakis, I. (2003). Change management: the role of internal communication and employee development. Corporate Communications: An International Journal, 8(4), 268-277. Rafiah Salim. (2010). Dulu gemar window shopping sekarang tak larat. MIDI, 97, 30-31. Raineri, A.B. (2009). Change management practices: Impact on perceived change results. Journal of Business Research, doi:10.1016/j.jbusres.2009.11.011. Rolfe, J. (2010). Change is a constant requiring a coach. Library Management, 31(4/5), 291-303. Romanelli, E., & Tushman, M. (1994). Organizational transformation as punctuated equilibrium: An empirical test. Academy of Management Journal, 37(5), 1141-66. Roscoe, J.T. (1975). Fundamental Research Statistics for the Behavioral Sciences. New York: Holt, Rinehart and Winston, Inc. Saka, A. (2003). Internal change agent’s view of the management of change problem. Journal of Organizational Change Management, 16(5), 480-496. Schraeder, M., Tears, R.S., & Jordan, M.H. (2005). Organizational culture in public sector organizations – Promoting change through training and leading by example. Leadership & Organizations Development Journal, 26(6), 492- 502. Schein, E.H. (1993). How can organizations learn faster? The challenge of entering the green room. Sloan Management Review, 34, 85-92. Schneider, B., & Bowen, D.E. (1995). Winning the service game. Boston: Harvard Business School Press. Sekaran, U. (2007). Research methods for business: A skill-building approach. (8th Ed.), New York: John Willey & Son Ltd. Senge, P.M. (1990). The leader’s new work: Building learning organizations. Sloan Management Review, 32, 7-23. Sharma, R. R. (2007). Change management: Concepts and applications. West Patel Nagar, New Delhi: TATA McGraw-Hill Sherry, L. (2003). Sustainability of innovation. Journal of Interactive Learning Research, 13(3), 209-236. Smith, I. (2006). Communicating in times of change. Library Management, 27(1/2), 108- 12. Sparrow, P.R., & Cooper, C.L. (2003). The employment relationship: Key challenges for HR. London: Butterworth Heinemann. Stanleigh, M. (2008). Effecting successful change management initiatives. Industrial and Commercial Training, 40(1), 34-37. Stern, S. (2007). What makes civil servants tick. Supply Management, 12(21), 8-17. Stewart, T. (1996). A refreshing change: Vision statements that make sense. Fortune, 195-196. Stewart, J., & O’Donnell, M. (2007). Implementing change in a public agency. International Journal of Public Sector Management, 20(3), 239-251. Strauss, A., & Corbin, J. (1998). Basics of qualitative research: Techniques and procedures for developing grounded theory. Thousand Oaks, CA: Sage Publications. Strauss, J., & Frost, R. (2009). E-Marketing. (5th Ed.), Upper Saddle River, NJ: Pearson Education. Strydom, H. (1998). Ethical aspect of research in the caring professions. In Research at Grass Roots: A primer for the caring professions. A.S. De Vos. J.L. Van Schaik: Pretoria. Stummer, M., & Zuchi, D. (2010). Developing roles in change processes–A case study from public sector organization. International Journal of Project Management, 28, 384-394. Sullivan, G.R., & Harper, M.V. (1996). Hope is not a method. New York: Random House. Sundstro, P., & Annika, Z-V. (2009). Organizing for innovation in a product development project: Combining innovative and result oriented ways of working–A case study. International Journal of Project Management, 27, 745- 753. Tabachnick, B.G., & Fidell, L.S. (2007). Using multivariate statistics. New York: Pearson. Taylor, S.J., & Bogdan, R. (1998). Introduction to qualitative research methods: A guide and resource. New York, NY: John Wiley & Sons, Inc. Taylor, J.C., & Bowers, D.G. (1972).Survey of organizations : A machine-scored standardized questionnaire instrument. In M.V. Hayden, Organizational revitalization and the management of change (pp:58-76). DPA. Dissertation, Arizona State University. Tjosvold, D., & Ziyou, Y. (2008). Group risk taking: The constructive role of controversy in China. Group Organization Management 32, 653-674. Vanderstoep, S.W., & Johston, D.D. (2009). Research methods for everyday life: Blending qualitative and quantitative approaches. New Jersey: Wiley. Veal, A.J. (2005). Business research methods: A Managerial approach. New Jersey: Pearson. Waddell, D.M., Cummings, T.G., & Worley, C.G. (2004). Organization development and change. (2nd Ed.), Victoria: Nelson Australia Limited. Walker, H.J., Armenakis, A.A., & Bernerth, J.B. (2007). Factors influencing organizational change efforts–An integrative investigation of change content, context, process and individual differences. Journal of Organizational Change Management, 20(6), 761-773. Williams, C.R. (2009). Principles of Management. (5th Ed.), Ohio: South-Western Cengage Learning. Woerkum, C.M., Aarts, M.N., & Grip, K. (2009). Creativity, planning and organizational change. Journal of Organizational Change Management, 20(6), 761-773. Worley, C.G., & Lawler III, E.E. (2006). Designing organizations that are built to change. MIT Sloan Management Review, 48(1), 19-31. Yamin, S., Gunasekaran, A., & Mavondo, F.T. (1999). Innovation index and its implication on organizational performance: A study of Australian manufacturing firm. International Journal of Technology Management, 7(5), 495- 503. Yin, R. (2003). Case study research–Design and methods. New Jersey: Sage Publications. Young, G. (2000). Managing organizational transfor-mations: Lessons from veterans health administration. California Management Review, 42, 66-82. Zamani, A.G. (2005). Creating a competitive banking system – towards the enhancement of quality and efficiency in Malaysian banks. Enhancing Competitiveness To Meet Strategic Challenges. Paper presented at the 9th Malaysian Banking Summit, Kuala Lumpur, Malaysia. Zeti, A.A. (2007, July). The Malaysian banking industry reinvention and transformation. Paper presented at the 11th Malaysian Banking Summit, Kuala Lumpur, Malaysia.

Revitalization in the Management of Change of Malaysian Financial Institutions

Similar Items