The authors contributing to this series are some of the best critical thinkers in their field of study.Dr. Rich SchuttlerPro Progress AcademyPhoenix, AZ
Dr. Cheryl is one of the most vibrant, intelligent, and creative individuals, I have ever worked with.Dr. Laura GrandgenettCassville, WI
My promotion to full Professor was just approved. According to the feedback I’ve received, my chapter in The Refractive Thinker was a factor in establishing my scholarship credentials.Dr. Joseph PughProfessor
Dr. Cheryl developed a totally new approach to publishing for The Refractive Thinker.®.Dr. Edward KnabEmbry Riddle UniversityPalm Springs, CA
Cheryl is a special leader and visionary, a strong APA editor, and evolving publisher, and a great speaker. She is not afraid to fail in order to succeed and as a result accomplishes more than others might attempt.Dr. Tom WoodruffWalden UniversityGeorgetown, TX
Publishing in The Refractive Thinker® gives me more networking visibility. The prestige that comes with involvement in writing for The Refractive Thinker® is clear.Dr. Judy Fisher-BlandoCapella UniversityLa Mirada, CA
The Refractive Thinker® is a roadmap that discusses many dimensions of change management.Mary Beth HartlebPrism Global Management GroupHenderson, NV
Dr. Cheryl is a very brilliant woman, teacher, coach, friend, and a leader. I was attracted to her because of her unselfishness, and a willing heart to not only share the knowledge she has with those around her, but also to empower them to look beyond themselves. Dr. Cheryl, I thank you for everything, your wisdom, coaching, and for giving me a wing to fly on. You are an amazing strong woman and a great friend that shares all she has!Eva KatushabeLas Vegas, NV
Publishing is an expensive venture, time consuming, and most times heartbreaking just trying to get through the door. Who has an easy time with rejection of what may be potentially life changing theories? Join The Refractive Thinker® Family where academic writing is economically published.Dr. Beverly CarterNew Rochelle, New York
The Refractive Thinker Press is an established brand, doing an incredible job marketing the books and authors on social media. My colleagues expressed their admiration for my publications, seeing my books on Amazon, Barns & Nobles, & other websites/bookstores. I have been invited to several Think-Tanks, fellowships, and Visiting Scholar appointments, where different committee members cited seeing my books in blogs, press-releases, Google Scholar, and university libraries. The RT press increased … Read moreDr. Emad RahimEndowed Entrepreneur-in-Residence, Oklahoma State University Visiting Scholar, Rutgers University
Chapter 7: A Mixed Method Analysis to Refine an Organizational Change Model for Technology Organizations
SummaryTechnology organizations face common challenges in deciding how to apply process improvement models, such as the CMMI®, to their specific organizational situation and to use it successfully to increase their organizational maturity. This exploratory, mixed methods study was conducted to discover and rank the various organizational change factors instrumental in successfully implementing CMMI® process improvement initiatives. A qualitative content analysis and a quantitative survey were conducted to obtain and analyze perceptions of qualified leaders and practitioners who have implemented the CMMI®-DEV model in technology firms.
The results of this study include a ranking of organizational change factors across a spectrum of technology firms categorized by maturity level, size of organization, budget expended on process improvement, and amount of experience with process improvement initiatives. It also includes a model, The Protean Model®, which proposes a situational approach to organizational change and decision making. Comparisons of the separate rankings obtained from the quantitative and qualitative approaches are discussed and a combined ranking of success factors is presented.
Five common organizational change factors (i.e. communication, senior leadership support, measuring progress, training employees, and operational leadership) were identified by the qualitative and quantitative analysis as being important to the success of CMMI®-based process improvement initiatives. The findings indicated there was an agreement on the list of organizational change factors associated with successful CMMI® implementations. In addition, there was general agreement in the ranking in order of importance of the organizational change factors across data sources. Research confirmed The Protean Model’s® emphasis on situational factors affecting the outcome of CMMI®-based process improvement initiatives. The differences in the ranking of these factors are illustrated and possible causes identified.