Social Construction Of Knowledge System In Organizational Change

As soon as now, the results in the field of organizational change are quite extensive, but the knowledge of change face the contradiction between the rigor and relevance. In order to solve difficulties of the organizational change in practice, Ketokivi & Mantere asked researcher to be more dialogue and less argument.We regard the 5W1H analysis as the logical way of thinking, by simplifying the theory of change framework, building demands for change in practice to meet practice change, so that theory and practice needs to change will be better integrated. In the paper, the main framework consists of 2W1H. which means why, what and how. Based on these, we make up the DPH model to meet the demands of organizational change in practical. The specific meaning of the letter D. P and H can be explained as follows. First, D is the abbreviation of direction, which tells us to guide the direction of change in practice. Second, P is the abbreviation of problem, which tells us what is the theme of change concerned in practice. Last, H is the abbreviation of how, which tells us how to implement changes in practical change process. This paper consists of six parts. The first chapter is the introduction part., which introduces the topics of this background, researching question, significance of innovation and the content of this study and research framework. ChapterⅡis mainly to review the organizational change as a social construct and a study of the status quo. ChapterⅢdescribes the theoretical basis associated with this article. ChapterⅣis the main part of the article, it includes the theoretical framework of the questionnaire and scale designing and so on. Chapter V is the statistical data and analysis, according to the statistical results of the relevant conclusions of the study. ChapterⅥis to do a comprehensive conclusion and pointed out the lack of the researching. Based on the research and analysis of statistical data, we obtain the main core of the conclusions as follows.1. The study of D matches the practice of corporate strategy for the reform plan is still the most style change, rather than radical change from the current business environment and strategies to respond to changes in level, the most predictive of change is way, the type of change, most are fine-tuning changes.2.The study of P corroborated to some extent between academia and the business community there is a gap, but also shows that this model will start to build the DPH study several aspects of the practice of organizational change are of concern and need to be addressed.3.About H's discussion paper proposes changes in phasing the implementation of more streamlined and easy, for further discussion of change management, middle managers can better play the role of managers in change, organizational change projects to promote the practice of the increase the success rate of change projects.