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Spinning Wheels & Organizational Decline: Testing an Instrument for Validity and Reliability

Keil-Hipp, Diane T
http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1713796948084714

Abstract Details

2024, Doctor of Philosophy (Ph.D.), Bowling Green State University, Leadership Studies.
The quantitative study tested the reliability and validity of the Organizational Traction (OT) Survey, an original instrument created to operationalize the Spinning Wheels Model. The OT Survey used three factors—Change, Culture, and Continuity--that contribute to organizational performance, from organizational decline (Spinning Wheels) to peak organizational performance (maximum traction). A separate three-item factor was utilized to measure Organizational Performance. The Spinning Wheels Model was developed by categorizing nearly forty causes of organizational decline into three internal factors—Resistance to Change, Dysfunctional Culture, and Assumed Continuity. Spinning Wheels purports that an organization is in decline if the factors exist inside the firm. The Model is the first known to simplify and categorize the extensive literature on organizational decline into something useful for practitioners and researchers. The OT Survey was administered to independent insurance agencies, a segment of small business in the United States. As such, it is the first known survey that examines factors related to the organizational performance of small businesses. Participants who completed the survey received an Organizational Traction score, which ranked their responses on a spectrum from Spinning Wheels to Maximum Traction. Study results indicated that the factors significantly predicted Organizational Performance and the OT Survey was reliable. More research is needed for a reliable measure of Organizational Performance. Factor analysis suggested a two-factor model of Culture and the combined factor of Continuity & Change. Additionally, the study indicated that leaders and employees view change differently (leaders positively and employees negatively). Unfortunately, generalizability is limited due to the low response rate that generated a sample of 88.
Rachel Vannatta, Ph.D (Committee Chair)
Mihai Staic, Ph.D (Other)
Judy Jackson-May, Ph.D (Committee Member)
Michael Zickar, Ph.D (Committee Member)
134 p.
Business Administration; Finance; Organization Theory; Organizational Behavior
organizational decline; resistance to change; culture; assumed continuity; organizational performance; spinning wheels; insurance agencies; dysfunctional culture; organizational traction;

Recommended Citations

Citations

  • Keil-Hipp, D. T. (2024). Spinning Wheels & Organizational Decline: Testing an Instrument for Validity and Reliability [Doctoral dissertation, Bowling Green State University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1713796948084714

    APA Style (7th edition)

  • Keil-Hipp, Diane. Spinning Wheels & Organizational Decline: Testing an Instrument for Validity and Reliability. 2024. Bowling Green State University, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1713796948084714.

    MLA Style (8th edition)

  • Keil-Hipp, Diane. "Spinning Wheels & Organizational Decline: Testing an Instrument for Validity and Reliability." Doctoral dissertation, Bowling Green State University, 2024. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1713796948084714

    Chicago Manual of Style (17th edition)

bgsu1713796948084714
74
© 2024, all rights reserved.
This open access ETD is published by Bowling Green State University and OhioLINK.