Abstract
This research aims to develop a quantitative diagnostic framework by combining the Weisbord six-box model with the growth management model to focus on an organization’s internally driven sustainable management system. The research adopted an instrument developed by Preziosi and an extended Weisbord six-box model. The research employed a survey to collect 180 samples in a Chinese petrol company and applied the comparative method: (a) the average score method; and (b) the entropy method to confirm the growth level of the company. The survey also attempted to identify corresponding top growth influence factors using the obstacle degree formula. The results showed that the integrated diagnostic framework worked well to diagnose a regional but large Chinese petroleum company. In other words, the research successfully quantified the growth position and top influence factors and helped put forward specific suggestions to drive the organization of sustainable development. The method confirmed this organization during the fourth phase of five phases. In addition, top influence factors hindering the internal growth were (a) the lack of task engagement with energy and time; (b) the lack of personal work units; and (c) a poor division of labor for reaching sustainable growth rates. The research provides a generic theoretical framework support to incorporate growth management models into an organizational diagnosis to obtain sustainable growth. It further highlights and practices guidelines in examining actual growth management levels in companies and discusses top influence factors to design efficient management systems to pursue organizational growth in a multitude of industrial contexts.
Highlights
Organizational diagnosis has been referred to as a management tool to promote organization development and change for sustainability [1,2,3]
This data collected for this study was provided by the authors’ consultation program and supported by PetroChina South Sulige Operating Company (PSSOC), located in Shaanxi province in China, which is a local large company of PetroChina’s Changqing Oilfield Company
This study proposes a new systematic integrated approach to supplement the quantitative framework and methods in the organizational diagnosis for sustainability applied to the case of PSSOC
Summary
Organizational diagnosis has been referred to as a management tool to promote organization development and change for sustainability [1,2,3]. Organizational change for internal management growth is a process of working with people and resources within purpose, structure, rewards, support mechanism, and leadership to complete the organizational change for sustainability [9,10,11,12]. In this context, change management for sustainability is increasingly recognized as a key determinant of success or failure, and the success of international business in multinational companies depends most significantly on the quality of internal management systems [13,14,15,16]. Organizational development problems may exist within the organizational purpose, structure, vision, and leadership as well as employee attitude toward change [20,21,22]
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
