ORGANIZATIONAL DEVELOPMENT AND CHANGE AT SIEMENS NIXDORF
Journal Title: European Journal of Business and Social Sciences - Year 2013, Vol 2, Issue 7
Abstract
Siemens Nixdorf is the result of the merger of two large German technology organizations in the early 1990s. Siemens Nixdorf, unlike many other corporate mergers, realized the need for an organizational change initiative to help transform the operational environment. Knowledge is a commodity with a very short and unstable shelf life, which is why it is imperative that organizations promote constant and continual learning by their employees and the sharing of that knowledge across the boundaries within the organization. Siemens Nixdorf exemplifies the definition of a learning organization by integrating the change agent program with their other internal learning programs. Siemens Nixdorf utilized a holistic change program to address the problems within the organization, thus helping to add to their idea of intermittent and continual change instead of the more common wholesale change for the entire organization at one time and then nothing.
Authors and Affiliations
Dr. James Prewitt| Assistant Professor of Management Saint Leo University james.prewitt@saintleo.edu, Dr. Richard Weil| Assistant Professor of Management Saint Leo University Richard.weil@saintleo.edu
Keywords
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