Transformation in organizational structures: Uncertain in the context
[eng] This thesis addresses the transformation of organizational structures and its impact on employee motivation through three complementary articles. The central objective is to analyze the forgotten effects of these change processes, often underestimated in the literature, and to understand which...
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| Tipo de recurso: | tesis doctoral |
| Estado: | Versión publicada |
| Fecha de publicación: | 2026 |
| País: | España |
| Institución: | Universidad de Barcelona |
| Repositorio: | Dipòsit Digital de la UB |
| OAI Identifier: | oai:diposit.ub.edu:2445/227847 |
| Acceso en línea: | https://hdl.handle.net/2445/227847 http://hdl.handle.net/10803/696871 |
| Access Level: | acceso embargado |
| Palabra clave: | Direcció d'empreses Teoria de models Canvi organitzatiu Motivació del personal Ciències de la direcció Industrial management Model theory Organizational change Employee motivation Management sciences |
| Sumario: | [eng] This thesis addresses the transformation of organizational structures and its impact on employee motivation through three complementary articles. The central objective is to analyze the forgotten effects of these change processes, often underestimated in the literature, and to understand which key factors influence and how they interfere for motivation within organizations in transformation. The first article presents an innovative methodology, registered as intellectual property of algorithm/developed software, to calculate the forgotten effects using a fuzzy mathematical framework based on embedded Experton structures. This approach overcomes the limitations of traditional methods, which tend to depend on a single source of information and generate biased results. The use of this method allows for the integration of several sources or experts without losing the reliability of the original data, making visible relationships that normally remain hidden. The second article adopts a qualitative approach to study the transition from hierarchical structures to more agile frameworks in large corporations in the financial sector. Based on contingency theory and five case studies, it proposes a guiding model for implementing agility, detecting the key factors and highlighting the importance of cultural aspects. Finally, the third article integrates the previous results by applying the algorithm implemented in the software FEXE to measure the forgotten effects on employee motivation, based on the key factors detected in article 2 and using survey data from employees who have experienced structural change and cultural transformation. This final contribution delivers strategic orientation for organizational structure transformation and the management of its implications for people. |
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