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As the result of technological advances, changes in production techniques, consumer behavior, economics, globalization, societal pressure, regulations, increased complexity of markets, and a cultural moral revolution, many organizations are now experiencing vast change. Organizations are compelled to change what they do and how they do it. Overwhelmingly, research demonstrates that change initiatives often fail because of poor management. This study identifies effective practices of transformative change used by a sample of overtly Christian marketplace leaders. The field of change management uses a broad range of methods and approaches. W. Edwards Deming, "the father of the third wave of the Industrial Revolution," developed a change management theory he called the System of Profound Knowledge, which includes four interrelated fields (theories of systems, variation, knowledge and psychology). This study, demonstrates that successful organizational transformation in the marketplace by Christian leaders is applied from a biblical foundation and includes the principles of Deming's System of Profound Knowledge, either directly or indirectly. The purpose of this study was to understand how Christian leaders in the marketplace could create an environment fostering a continual, relentless, perpetual search of improvement for human flourishing. Finally, the presentation demonstrates that executive leaders whose faith and hope are in God are compelled by the love of Christ to intentionally strive to be stewards of God's grace by creating an environment that promotes real continuous improvement for human flourishing.

The current study was designed to identify embedded best practices for leading organizational change in the local church ministering in an urban context. The study also sought to determine whether it was possible for the leadership in the local church to lead their congregations through successful organizational change and meaningful culture engagement without forsaking biblical and theological orthodoxy. The study validates the majority of best practices identified through the literature review and it also encountered distinctive best practices common to all three participating sites that are unique to the ministry contexts of the local church. These five distinctive best practices are: allowing doctrine and theology to inform practice, discipleship, preaching, adaptation and flexibility, and internal cultural change through transformational leadership. Chapter 1 introduces the research problem and the purpose of the research study. Chapter 2 reviews extensively the precedent literature on the subject of organizational change. This chapter emphasizes the church's role as an organizational system and provides essential information on the area of leadership. It also focuses on John Kotter's 8-Stage Process for leading organizational change and The Transformational Journey Method proposed by Jim Harrington, Mike Bonem, and James H. Furr. Chapter 3 provides a detailed explanation of the research methodology of the entire research study while describing the roles of the case study and content analysis approaches. Chapter 4 provides a profound and detailed analysis of the findings, and chapter 5 offers some concluding thoughts regarding the study’s contribution to the literature base as well as considerations for future research.

The current change theory base is fragmented and siloed. Years of research and studies have yielded nuanced conclusions that demonstrate little practical results. Recent research demonstrates the organizational change failure rate for secular businesses is as high as 80 percent. Since 1994, the church has had a steady failure and plateau rate of 80%. With over two million resources available for organizational change, and an emphasis on church revitalization by organization as such as NAMB, is it possible the disconnected variations of organizational change have created so much confusion that it prevents a simple, comprehensive, and comprehensible understanding? In order to explore this question, and to advance a preferred method, case studies of organizational change within the bible were conducted, and secular organizational change studies were evaluated. A holistic process of organizational change is advanced that is biblical, and universal. Six functions of change are identified: cultural awareness; change catalyst; evaluation of the change and culture, decision, implementation, and monitoring of outcomes. Each function was identified from various organizational change events in the bible, and groupings of secular research. Chapter 1 introduces the problems associated with secular and ecclesiastical change theory, as well as the six core functions of the holistic organizational change process. Chapter 2 reviews the methodology used to compile data in the change theory field. Chapter 3 will use content analysis to provide a literature review of the current change theory field. Six key functions of organizational change are identified, which displayed both divergent and inclusive characteristics with one another: cultural awareness; change catalyst; evaluation of catalyst and culture; decision; implementation; and monitoring the outcomes. Chapter 4 analyzes theological considerations and focuses on seasons of change in the Bible. Three new classifications of change will be introduced based on Scripture and exegesis: change leading to regression, change leading to revival, and covenantal development. Chapter 5 will offer the conclusions of the paper, and will make five key recommendations for future research of organizational change for secular and church related change efforts.

This study examined the biblical/theological foundations found in the Holy Spirit for leading ecclesial change within the text of Luke-Acts. Chapter 1 describes the purpose, goals, rationale, and research methodology for the study. Chapter 2 is a literature review that examines secular, Christian, and biblical/theological models for leading ecclesial change. Chapter 3 examines the role of the Holy Spirit in the empowered Messiah and demonstrates how the same Spirit that empowered, enabled, and equipped the Messiah is the same Spirit that enables, empowers, and equips believers today. Chapter 4 displays the manifestation of the Spirit's work not only in the believer but inside the New Testament church. Chapter 5 offers conclusions of this study. Here the purpose and goals of the study are examined and biblical reflections as well as recommendation for practices are offered.

The retention of employees, especially talented ones, is a topic that is mainly discussed between HR practitioners, but is also a cause for conversation around the boardroom table. Researchers have recommended numerous policies and best practices that should be implemented to reduce employee turnover and improve employee morale. This study was conducted to find if a relationship exists between numerous independent variables and retention rate. A quantitative study was conducted via a self-administered survey questionnaire that was sent to 6 802 HR managers, owners, senior managers and executives. Constructs identified in the literature were used to design the questionnaire survey, and data were analysed from 247 completed survey questionnaires. A positive relationship exists when HR reports to senior management and where HR has the autonomy to spend on training. The presence of an HR department, the existence of retention strategies, and the involvement of senior managers in the implementation and management of retention strategies, does not have an influence on a high retention rate.

Organisation faced with competitive market pressures and those that are looking at sustaining their market position may adopt collaborative product design as a strategy to improve quality, increase market share, increase efficiencies and reduce the time to market for their products. Conversely, in a design environment engineering changes are unavoidable and need to be effectively coordinated because they may become costly for a company in product recalls and reputational damage. They can however be viewed as a cost benefit as contributors to optimisation of product quality. In this study, engineering changes were examined as enablers to collaborative product design where the study was undertaken in the land systems sector of defence in South Africa. The sector is faced with defence cuts resulting in direct and indirect job losses across the supply chain. An exploratory study was conducted where the constraints to design performance were evaluated. The applicability of the data and process orientated information exchange models were explored on the extent they influence the speed of engineering changes. The outcome was a model that can be used as an evaluation and decision making tool for companies conducting collaborative strategy with emphasis on engineering changes and information flow.