Impact Study on Organizational Renewal in Teamwork

The Work Lab is conducting an impact study on the pilot with organizational renewal within the CO+CB program at the Amsterdam University of Applied Sciences. 1 This research is focused on monitoring the impact of these changes on the work within the teams of lecturers in the program and on the changing role of the coordinators and management of the program.    

The research is commissioned by the dean of the DMCI faculty. 

Two overarching research questions are central to the impact study: 

1. How effectively do the result-responsible "stonesteams" within CO+CB function within the new organizational model, which variables influence that functioning, and how does that functioning develop over the next three years? 

2. What is the impact of the change in the organizational model at CO+CB on employees' perception of roles and tasks, and on mutual coordination and collaboration, and how does that impact develop over the next three years? 

Intended Outcome 

Periodic insight into the effects of these changes provides stakeholders within the program with the opportunity to make timely adjustments in the change process. It also gives them insight into what works well and less well in the new organizational model and the support of employees. From this, lessons can be learned for the benefit of the FDMCI faculty and the Amsterdam University of Applied Sciences as a whole. 

Monitoring the impact of changes in the organizational model also provides the opportunity to account for the effects of the changes to the faculty, Executive Board, and employee participation. 

Impact Study Approach 

The Work Lab conducts this impact measurement in collaboration with the client and involved stakeholders to ensure that the research is appropriate and effective. The effects of the organizational change are mapped annually through a program-wide survey and interviews. 

Team 

• Angélique Hunkar 

• Anoeska Huijskes