Using System Dynamics to Investigate How Belief Systems Influence the Process of Organizational Change
The relationship between organizational change and performance is an important topic in strategic management. However, the way in which the process of organizational change affects organizational performance has been underestimated (Combe & Carrington, 2015). This study explores how Chief Execut...
| Main Authors: | , , , |
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| Format: | Journal Article |
| Published: |
John Wiley and Sons Ltd
2016
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| Online Access: | http://hdl.handle.net/20.500.11937/34323 |
| _version_ | 1848754191598616576 |
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| author | Yang, Miles Young, S. Li, S. Huang, Y. |
| author_facet | Yang, Miles Young, S. Li, S. Huang, Y. |
| author_sort | Yang, Miles |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | The relationship between organizational change and performance is an important topic in strategic management. However, the way in which the process of organizational change affects organizational performance has been underestimated (Combe & Carrington, 2015). This study explores how Chief Executive Officers' beliefs lead to organizational changes and then subsequently generate superior organizational performance, using General Electric Corporation as a case. We developed a detailed simulation model of GE, including human resources, financial and cost accounting, research and development, and operations. Historical information and archival data were used to specify and formulate the model. The results show that a Chief Executive Officer's belief system can impact a firm's strategic decisions and financial performance both in the short and long term. In the short term, leaders' beliefs influence the strategies of the company and can be beneficial to financial outcomes. In the long term, leaders' beliefs may protect the company from future failures. |
| first_indexed | 2025-11-14T08:36:29Z |
| format | Journal Article |
| id | curtin-20.500.11937-34323 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| last_indexed | 2025-11-14T08:36:29Z |
| publishDate | 2016 |
| publisher | John Wiley and Sons Ltd |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-343232017-09-13T15:14:33Z Using System Dynamics to Investigate How Belief Systems Influence the Process of Organizational Change Yang, Miles Young, S. Li, S. Huang, Y. The relationship between organizational change and performance is an important topic in strategic management. However, the way in which the process of organizational change affects organizational performance has been underestimated (Combe & Carrington, 2015). This study explores how Chief Executive Officers' beliefs lead to organizational changes and then subsequently generate superior organizational performance, using General Electric Corporation as a case. We developed a detailed simulation model of GE, including human resources, financial and cost accounting, research and development, and operations. Historical information and archival data were used to specify and formulate the model. The results show that a Chief Executive Officer's belief system can impact a firm's strategic decisions and financial performance both in the short and long term. In the short term, leaders' beliefs influence the strategies of the company and can be beneficial to financial outcomes. In the long term, leaders' beliefs may protect the company from future failures. 2016 Journal Article http://hdl.handle.net/20.500.11937/34323 10.1002/sres.2394 John Wiley and Sons Ltd unknown |
| spellingShingle | Yang, Miles Young, S. Li, S. Huang, Y. Using System Dynamics to Investigate How Belief Systems Influence the Process of Organizational Change |
| title | Using System Dynamics to Investigate How Belief Systems Influence the Process of Organizational Change |
| title_full | Using System Dynamics to Investigate How Belief Systems Influence the Process of Organizational Change |
| title_fullStr | Using System Dynamics to Investigate How Belief Systems Influence the Process of Organizational Change |
| title_full_unstemmed | Using System Dynamics to Investigate How Belief Systems Influence the Process of Organizational Change |
| title_short | Using System Dynamics to Investigate How Belief Systems Influence the Process of Organizational Change |
| title_sort | using system dynamics to investigate how belief systems influence the process of organizational change |
| url | http://hdl.handle.net/20.500.11937/34323 |