Relevant bibliographies by topics / Continuous organizational change

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Continuous organizational change'

Author: Grafiati
Published: 4 June 2021
Last updated: 13 February 2022

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Journal articles on the topic "Continuous organizational change"

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Rees, Gary, and Sally Rumbles. "Continuous Organizational Change and Burnout." International Journal of Knowledge, Culture, and Change Management: Annual Review 11, no. 3 (2012): 179–94. http://dx.doi.org/10.18848/1447-9524/cgp/v11i03/50128.

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Choi, T. "Conceptualizing continuous improvement: Implications for organizational change." Omega 23, no. 6 (December 1995): 607–24. http://dx.doi.org/10.1016/0305-0483(95)00041-0.

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Furxhi, Gentisa, Sonela Stillo, and Marinela Teneqexhi. "Organizational Change: Employees Reaction Towards It." European Journal of Multidisciplinary Studies 1, no. 1 (April 30, 2016): 303. http://dx.doi.org/10.26417/ejms.v1i1.p303-308.

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The organizations, in the present days,are facing a dynamic environment which makes that no organization is immune towards change. Technological changes, innovations in communication, movements in the job market, globalization, make the organization face continuous challenges regarding competition, general non-stability of the macro-environment, merging and re-engineering of the work processes. To face these challenges, the organization reassesses the strategies, structure, policies, actions, processes and their culture. So the organizational change (OC) is inevitable in the environment where the organizations operate. Organizational change can be a very small change (additional) or it can be fundamental (transformative). Regardless of the form, function or size that the organizatioal change can make, there is an agreement between the community of the researchers that the pace of the organizational change has never been as high as in our days and it must be considered as a “feature which is present in the organizational life both in the operational level as well as in the strategic level” (By, 2005). Researchers already see the organizational change as a feature, present and continuous of the organizational life, inconsistent with the previous conceptualism that viewed the organizations as relatively stable systems, which developed over time through additional planned changes, which took place in regular and predicted phases (Burnes, 2004; Cummings -Worley, 2009). The famous expression “organizations don’t change, people do”, creates the need for change agents to understand that employees have different reactions to change initiative, because they have different personal experiences, motivation levels, socio-demographic characteristics, knowledges, values and different behavior models
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Ololube, Nwachukwu Prince, and Dennis Ogutum Ololube. "Organizational Change Management." International Journal of Applied Management Sciences and Engineering 4, no. 1 (January 2017): 25–42. http://dx.doi.org/10.4018/ijamse.2017010103.

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Change management is a continuous method used in transitioning individual employee, groups, and organizations to an anticipated future change. It focuses on the change management processes that addresses individual employee, groups and organizational factors that acts as catalyst for possible changes in organization. The purpose of change management is ultimately to make use of initiatives and ensure that every employee in an organization is willing and ready to switchover to an anticipated new role in the proposed business environment. This current study evaluated the relationship between leadership perception, attitudes and application towards organizational change. Using a structured questionnaire, principal officers, their deputies and faculty perceptions were analyzed and the results revealed that though change matrix are often painful and chaotic, however, significant relationship was found between employee perception, attitude, application and organizational change. The study recommends that Nigerian universities should be proactive in the implementation of changes to improve their employees' perception, attitude and application towards organizational change.
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Feldman, Martha S. "Organizational Routines as a Source of Continuous Change." Organization Science 11, no. 6 (December 2000): 611–29. http://dx.doi.org/10.1287/orsc.11.6.611.12529.

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Getty, Robert L. "Continuous Improvement Efforts Often Dictate Organizational Change: What are the Mechanisms for Change?" Proceedings of the Human Factors Society Annual Meeting 36, no. 11 (October 1992): 843–47. http://dx.doi.org/10.1518/107118192786750412.

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Organizational changes that occur to gain the objectives of continuous improvement are highly visible endeavors. However, there is little guidance regarding the specific change mechanisms to follow. There appears to be conflicting concepts of how to bring about change and how to utilize the existing organizational structure in the change processes. In an attempt to find a synthesis of the various concepts, each is explored with its recommended solution. The premise of this synthesis is that the organization in its present form must be thoroughly understood and the skills that have evolved are the primary mechanisms for any changes.
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Shoraj, Dritan, Adem Zogjani, and Fadil Govori. "Organizational Change and Organizational Effectiveness of Secondary Banking System in Albania." International Journal of Management Excellence 3, no. 2 (June 30, 2014): 427–31. http://dx.doi.org/10.17722/ijme.v3i2.204.

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Continuous organizational changes are required as well as successful implementation approaches of modern managerial methods. However, organizational changes in Business Organizations may often occur at inconvenient time, subject to the psychological preparation of employees or the whole staff in general. In these circumstances, the employees displayed strong resistance to accept changes although they may be decisive for the survival of Business Organizations. Further, what makes the Business Organization employees accept or refuse organizational changes? Which is the impact of their resistance on change implementation? Is it closely connected with their personal interests or is it merely a contradiction for the purpose of convenience? These questions and many others will be answered during this investigation through an empirical and theoretical analysis. The study will show the connection between organizational changes in terms of organizational effectiveness. Additionally, it will present a clear overview of the reality of Albanian Business Organizations regarding the organizational change and their mode of operation
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McMillan, Kim, and Amélie Perron. "Ideological tensions amidst rapid and continuous organizational change in healthcare." Journal of Organizational Change Management 33, no. 6 (October 5, 2020): 1029–39. http://dx.doi.org/10.1108/jocm-02-2020-0061.

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PurposeThe aim of this study was to explore the nature of frontline nurses' experiences of living with rapid and continuous organizational change.Design/methodology/approachA critical hermeneutic approach was utilized. This was a qualitative inquiry theoretically guided by critical management studies.FindingsParticipants recognized that many change initiatives reflected an ideological shift in healthcare that supported a culture of service, whilst sacrificing a culture of care. A culture of service prioritized cost-savings and efficiency, which saw nurses lose the time and resources required to provide quality, safe care.Practical implicationsNurses felt morally responsible to uphold a culture of care, which proved challenging and at times unobtainable. The inability to provide quality, safe care in light of organizational changes resulted in a multitude of negative emotional repercussions, which fostered moral distress.Originality/valueThe findings from this study bring to light ideological tensions that negatively impact nurses. This study supports the conclusion that the planning, implementation and evaluation of organizational change initiatives must reflect a culture of care in order to alleviate the many negative experiences of organizational change noted in this study.
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HÅKONSSON, DORTHE DØJBAK, PETER KLAAS, and TIMOTHY N. CARROLL. "ORGANIZATIONAL ADAPTATION, CONTINUOUS CHANGE, AND THE POSITIVE ROLE OF INERTIA." Academy of Management Proceedings 2009, no. 1 (August 2009): 1–6. http://dx.doi.org/10.5465/ambpp.2009.44243492.

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Kulvinskienė, Violeta Raimonda, and Eleonora Seminogova Šeimienė. "FACTORS OF ORGANIZATIONAL CULTURE CHANGE." Ekonomika 87 (January 1, 2009): 27–43. http://dx.doi.org/10.15388/ekon.2009.0.1047.

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Organizational culture has a significant impact on the organization members’ life and in general it helps a company to achieve positive financial results. Organizational culture is very important in achieving internal integration and implementation of the strategy of adaptation in the external environment. Therefore a lot of companies explore their organizational culture and leaders, if needed, seek consciously to form, develop and change organizational culture.The aim of the article is to analyze the theoretical attitudes towards organizational culture change, to present research results of furniture manufacturing company‘s organizational culture, to describe the aspects that had impact on the organizational culture change and the matrix of organizational culture management.The object of the research is factors that have impact on the organizational culture change.Methods of research: analysis and generalization of literature, opinion survey of organization members by means of the designed questionnaire and in-depth interview as well as comparative analysis.Results of the research show that organizational culture change during 2006–2008 can be described as the movement from the “hierarchy” type towards “adhocracy” type and the main factors that had made impact on the organizational culture change were persons from outside incorporated in the organization and the installation of new technology. The main conclusion of the article is that it is important to establish and ensure continuous monitoring of the organizational culture, to estimate factors that have impact on the organizational culture change and to establish the matrix of organizational culture management in order to manage organizational culture in the right direction.
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Dissertations / Theses on the topic "Continuous organizational change"

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Mehta, Anju Armenakis Achilles A. "Examining the role of personal, social exchange, and contextual fit variables in employee work outcomes under continuous change a Field Investigation /." Auburn, Ala, 2009. http://hdl.handle.net/10415/1864.

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McMillan, Kimberly. "A Critical Organizational Analysis of Frontline Nurses’ Experience of Rapid and Continuous Change in an Acute Health Care Organization." Thesis, Université d'Ottawa / University of Ottawa, 2018. http://hdl.handle.net/10393/37980.

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The aim of this study was to explore the nature of frontline nurses’ experiences of living with rapid and continuous organizational change in a tertiary health care institution. The phenomenon under study was organizational change. A component of this research was also to explore the possibility of change fatigue in nurses’ discourse. Change is inevitable, and increasingly rapid and continuous in health care as organizations strive to adapt, improve and innovate in response to external pressures. These pressures challenge hospitals to strive for patient safety, quality assurance and provision of exceptional family centred care. Attending to these pressures require time, energy and money. Rapid and continuous change creates a push/pull relationship between innovation and budget. New technologies require extra resources however, simultaneous restructuring and optimization efforts see hospitals decreasing available resources. This creates a challenging workplace for nurses who must engage in organizational change activities with limited resources. Organizational change challenges health care providers in a variety of ways because it restructures how and when patient care delivery is provided, changing ways in which nurses must carry out their work. Little research has been done regarding the impact of rapid and continuous organizational change for frontline health care providers, most notably, nurses. In this study a critical hermeneutic design was applied. Guided by the theoretical framework of critical management studies, the researcher explored concepts of organizational change, experience of change, change fatigue, and power and voice. The setting was an urban pediatric teaching hospital located in eastern Ontario. The researcher sought breadth, depth, complexity and richness of data in understanding the experience of organizational change, which supported a decision to seek a sample size of ten to fifteen participants. Thick description commenced at fourteen participants. Face to face interviews were conducted using open-ended questions to understand nurses’ experiences of change. Brown and Gilligan’s Voice-centred relational method of data analysis was used – a multi-levelled analysis exploring the concept of voice in relation to self, other, culture, society and history. Rapid and continuous organizational change in the workplace profoundly impacted nurses’ work, their relationships to the self, other, culture, society and history. Nurses recognized that many change initiatives reflected an ideological shift in health care that supported a culture of service, whilst sacrificing a culture of care. A culture of service prioritized cost-savings and efficiency, which saw nurses lose the time and resources required to provide quality, safe care. Nurses felt morally responsible to uphold a culture of care, which proved challenging, and at times unobtainable. The inability to provide quality, safe care resulted in a multitude of negative emotional repercussions, which fostered moral distress. Nurses exhibited elements of change fatigue, further contributing to feelings of voicelessness and powerlessness within their workplace. Organizational change must be re-conceptualized in ways that ensure change initiatives uphold institutional integrity and better support the provision of morally authentic nursing practice. Health care organizations should place nurses at the forefront of planning, implementation and evaluation of change initiatives in order to alleviate the many negative experiences of organizational change noted in this study.
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Swartz, Alberto Asiscio. "Factors influencing a culture of continuous improvement in the pharmaceutical environment." Thesis, Nelson Mandela University, 2018. http://hdl.handle.net/10948/23448.

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Organisational change has proven to be a major challenge for many businesses worldwide with the pharmaceutical environment being no exception. The pharmaceutical industry is increasingly pressurised by stakeholders who seek reduced cost, higher value and quality. This has resulted in many pharmaceutical businesses attempting to launch various continuous improvement methodologies, which ultimately fail. Whereas failure of continuous improvement undertakings within the pharmaceutical environment is well documented, this study aimed to understand the factors that influence the successful sustainability of such endeavours. The purpose of this study was therefore to identify and create an understanding of the factors that influence a culture of continuous improvement within the pharmaceutical environment. The literature review revealed that factors such as leadership, teamwork, communication, continuous improvement capability and a continuous improvement mind-set contributed to the successful implementation of a culture that embraces continuous improvement. It was recognised that building a culture of continuous improvement is not instantaneous and that it requires all stakeholders to be committed and to acknowledge that changing culture requires time. An empirical study with a questionnaire as data collecting instrument was conducted to assess respondents’ perceptions of the levels of continuous improvement, leadership, teamwork, communication, continuous improvement capability and a continuous improvement mind-set within a selected pharmaceutical manufacturing business. The study revealed that all these factors were related and influenced a culture of continuous improvement. Furthermore, leadership and a continuous improvement mind-set proved to have the most significant relationship with a culture of continuous improvement. Recommendations were provided for the creation of a culture of continuous improvement in pharmaceutical businesses.
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Hussain, Syed Tajammul. "A study of unlearning IT Instruments in health organization." Thesis, Linnaeus University, School of Computer Science, Physics and Mathematics, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-6436.

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Nothing has been that consistent as the change is for the knowledge revolution to nourish and cultivate. Different forms of changes are occurring in organizations with the aim to improve the output performances. Health organizations have been more attached to the changes and the consequences that are brought with such changes. Such consequences are primarily connected with concepts of unlearning and learning. Any form of the change if initiated in organization asks for new routines learning, tasks conductions and the organizational cultural revolution. These new routines have been occurring at individual and organizational levels. The unlearning at any level in the organizational culture can be performed through investigating a primary connection between the organizational and individual routines. At the individual level unlearning brings a number of psychological, cognitive, social and moral hurdles. These hurdles at individual level basically help the organizational unlearning to occur. All of the routines occurring at individual level encompass the necessary information that goes from lower levels to upward, strengthening and holding the organizational memory firm.

This research was about to find how the health organizations unlearn the older practices and learn the new practices in IT change. This research had two streams i) finding whether there had been any connection between the organizational and individual unlearning in the cases of IT change, ii) For unlearning what kind of hurdles had been there at the individual level. Kalmar hospital pediatric department had been chosen for the empirical investigations. The research streams were about how and what parts which helped the researcher to go for the qualitative data gathering techniques.

The Results showed there had been a very thin connectivity between the organizational and individual unlearning. The results revealed and unfolded that many of the new learning are occurring simultaneously with discarding the older ways of practices. The impression of absorbing the change with respect to the unlearning had been varied from person to person. There had been a numbers of individual hurdles observed at individual level of unlearning. Apart from them, many individual routines (performative tasks) had the primary connectivity with the organizational routines (Ostensive routines) and shaping and reshaping of the organizational memory.

It is important to understand the unlearning notions with the type of change. In this research each of the interviewee had shared his thoughts of how the things could have been done differently by revealing the consequences with new learning. Literature suggests that for a profound and successful implementation of change more formal and informal trainings, clear strategy for shuffling the older individuals in the camp, more social and cognitive meetings and fast and quick actions in the cases of technical difficulties are to be taken.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


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LaPlante, Kimberly A. "A focus on continuous improvement of research advisors at the University of Wisconsin-Stout." Online version, 2009. http://www.uwstout.edu/lib/thesis/2009/2009laplantek.pdf.

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Kuljancic, Adina, Cecilia Khalaf, and Jenny Andersson. "Exploring Lean in the Swedish Service Sector : Applicability, Success Factors and Challenges." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-30256.

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Working Lean, i.e. “eliminating non-value activities from work processes by applying a robust set of performance change tools and emphasizing excellence in operations to deliver superior customer service,” has received significant attention and become a concept of interest for businesses, especially during recent years. Fundamentally, the concept of Lean is built on the aims of waste reduction and value creation with keywords such as continuous improvement, quality, and efficiency guiding the process. Lean was originally developed with production in mind, but many in the field argue that its applicability reaches further and holds potential within other contexts, such as service, as well. The purpose of this study is to derive lessons learned from individuals working in the service sector regarding whether or not Lean is applicable in the context of service and to explore what factors and challenges are perceived to influence the likeliness of success. An abductive approach has been pursued by the use of semistructured interviews with employees from different levels within organizations in the Swedish service sector. In addition, an external perspective by interviewing a Lean consultant has been of interest. The data gained has been analysed to identify patterns which have then been searched for in existing literature. The findings provide evidence that Lean is applicable in service. Furthermore, success factors related to the following core categories; employee engagement and competence, having a philosophical approach, leadership, management, implementation, organizational and national culture, and management of variation were identified. Lastly, a misconception of Lean, employee resistance and suboptimization were three challenges found.
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Goerlich, Daniel Lee. "The Value of Cooperative Extension's Public Benefit Explored through Enhancements to Forest Ecosystem Services Provision." Diss., Virginia Tech, 2018. http://hdl.handle.net/10919/92586.

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Cooperative Extension produces public value through educational programming that benefits the greater community. Forests provide numerous valuable benefits to society through the provision of ecosystem services. Cooperative Extension educational programming positively impacts forest owners, who in turn conduct actions that enhance ecosystem services. A heretofore unrecognized relationship exists between Cooperative Extension and ecosystem services that provides opportunity for mutual benefit. Applying ecosystem services values to Extension natural resources-related programmatic outcomes through benefit transfer provides an avenue for Extension to make significant advancements in monetizing public value. Beyond serving simply as a source of financial justification, however, linkages with ecosystem services also provide Cooperative Extension with opportunities to improve the design and delivery of educational programs, do a better job articulating an array of public benefits resulting from agency accomplishments, and optimize allocation of sparse resources and Extension efforts. This dissertation thoroughly explores these concepts by providing an overview of: Cooperative Extension in general and Extension forestry more specifically; public value in an Extension context; ecosystem services; ecosystem services valuation; benefit transfer, and; connections between these diverse topics. In addition, benefit transfer principles are applied to an existing Extension evaluation data set in attempt to monetize Cooperative Extension's impact, lessons learned are explored, and the Cooperative Extension public value discussion is re-framed as one aspect of overall continuous organizational improvement.
Ph. D.
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McAllister, Rozane Ronardo. "An evaluation of the implementation of Mercedes Benz production system (MPS) and the employee change readiness at Mercedes Benz commercial vehicles South Africa." Thesis, Rhodes University, 2015. http://hdl.handle.net/10962/d1017518.

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The evaluation report section describes the evaluation of the implementation of Mercedes Benz Production System (MPS) at Mercedes Benz Commercial Vehicles, which is a division of Mercedes Benz South Africa’s manufacturing plant situated in East London. The section evaluates the changes the implementation of MPS brought to the Key Performance Indicators (KPI’S) of the division and evaluates the change readiness of the employees in the division prior to the change. The change implementation was initiated by the management of MBCV as a strategic organisational change to bring about continuous improvement to the KPI’s of the organisation. These KPI’s are Safety, Quality, Delivery, Cost and Morale (SQDCM). The reason behind the change at the time was deemed critical to MBCV in order to meet the annual KPI targets and remain cost competitive and sustainable. The evaluation report further describes the results of the change with regards to the organisational KPI’s and the level of employee change readiness which was conducted through a questionnaire survey. A brief literature review is included in the Evaluation Report under section one describing key concepts about Production Systems, Lean Manufacturing and Change Management. The evaluation section includes recommendations based on the results of the research findings and ends with a conclusion. The literature review section explores the literature that supports production systems, lean manufacturing and change management concepts, its definitions, importance and benefits. The literature review describes and critiques key concepts of the research such as productions systems, MPS in particular, lean manufacturing concepts and related change management topics relevant to the research. The literature review defines production systems and the concepts of lean manufacturing, highlighting the benefits of the concepts to enhance organisations’ manufacturing capabilities. An integrated part of lean manufacturing is people and the implementation of lean manufacturing into an organisation requires change management theories therefore key understanding in this particular research was to discuss change management concepts, in particular, employee change readiness. The literature will discuss different tools to assess employee change readiness and from this develop an employee change readiness tool. The change management concepts evaluated change readiness and the consequences if organisations are not ready for change. The research methodology section describes how that the research was conducted in two phases, one to evaluate the implementation of MPS with regards to the organisational KPI’s (SQDCM). This was assessed through reports from projects and presentations made by the project teams on improvements of the organisational KPI’s. The second phase evaluated the change readiness of the employees prior to the implementation of MPS. This phase of the research was intended to retrieve quantitative data with an adapted questionnaire which was distributed to employees. To evaluate the change readiness, a change model known as ADKAR was used as an evaluation instrument. The modified ADKAR questionnaire was distributed to employees in hard copies and completed during a weekly team meeting. The results were summarised and descriptive statistics were used to analyse the final results. Microsoft Excel (2010 version) was used to illustrate and display the graphs. Section three discussed the research methodology in more detail. The study shows that although there were some positive changes that came from the implementation of MPS in MBCV, especially to the following KPI’s (Safety, Quality, Delivery and Cost), real consideration should be given to employee morale and the level of change readiness of MBCV employees.
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Forsberg, Pauline, and Amanda Vogiatzi. "En resa utan slutdestination : En fallstudie om chefers användning av symboler och meningsskapande vid kontinuerlig organisationsförändring." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-56437.

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Inledning: Kontinuerlig organisationsförändring förekommer allt oftare i dagens organisationer, och kännetecknas av att förändringsprocessen inte har någon början ellerslut. I samband med att kontinuerlig organisationsförändring genomförs i organisationer kan det bidra till att anställda upplever en förvirrande och mångtydig känsla, eftersom förändring sker hela tiden. I dessa situationer är meningsskapande en avgörande faktor, vilken är en central aspekt inom symboliskt ledarskap. Studien undersöker därför symboliskt ledarskap i detta sammanhang, och fokuserar främst på hur chefer använder symboler och meningsskapande för att dämpa den tvetydighet som uppkommer. Syfte: Syftet med studien är att utveckla en förståelse för på vilket sätt chefer använder symboler och meningsskapande vid kontinuerlig organisationsförändring. Metod: Genom att använda oss av en kvalitativ forskningsmetod har vi genomfört enfallstudie med en abduktiv ansats. Det empiriska materialet har samlats in genom semistrukturerade intervjuer och från inspiration av en etnografisk studie. För att skapa en utvecklad förståelse för hur cheferna arbetar i den dagliga verksamheten är studien hermeneutisk. Slutsats: Studien har kommit fram till att symboler används av cheferna för att skapa mening men även för att förmedla samhörighet, trygghet och en gemensam syn. Symbolerna används genom kommunikation, synlighet och genom att arrangera diverse tillställningar. Meningsskapande blir viktigt eftersom det får anställda att känna mening inför de arbetsuppgifter som ska utföras.
Introduction: Continuous organizational change is increasing in today's organizations, and is characterized by change having no beginning nor end. In liaison with the ongoing organizational change being implemented in organizations it can cause employees feeling confused and ambiguous, since change occurs all the time. In these situations, sensemaking constitute an essential factor, which is a key aspect of symbolic leadership. The study therefore examines symbolic leadership in this context, and focuses on how managers use symbols and sensemaking to reduce the ambiguity that arises. Purpose: The purpose of the study is to develop an understanding of in what way leaders practice symbols and sensemaking during continuous organizational change Method: By using a qualitative research method, we conducted a case study with an abductive approach. The empirical material was collected through semi-structured interviews and from the inspiration of an ethnographic study. In order to create a developed understanding of how managers are working in the daily activities, the study use a hermeneutic approach. Conclusion: The findings of the study has concluded that symbols are utilized by managers in order to create meaning, but also to transmit togetherness, security and a mutual vision. The symbols are utilized through communication, visibility and by organizing various events. Sensemaking is thus important since it mediates how employees can feel meaningfulness for the tasks to be executed.
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Ferreira, Rita Augusta Trindade. "Mudança organizacional e motivação : um estudo qualitativo sob a ótica do colaborador." Master's thesis, Instituto Superior de Economia e Gestão, 2019. http://hdl.handle.net/10400.5/18028.

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Mestrado em Gestão de Recursos Humanos
O estudo teve como objetivo compreender, através de uma metodologia qualitativa, como são experienciados processos de mudança organizacionais. Pretende-se compreender de que forma processos de mudança afetam a motivação dos colaboradores, identificando os principais elementos que têm um impacto nessa motivação, seja este positivo ou negativo. O acesso aos 17 sujeitos que compõem a amostra foi realizado através do método bola de neve e a recolha de dados através de entrevistas semi-diretivas. Os resultados permitiram concluir que os colaboradores, quando se deparam com mudanças organizacionais não se sentem motivados. No geral, os colaboradores tendem a resistir à mudança desde a sua fase inicial, sendo que a resistência tende a ser expressiva nessa fase, perdendo intensidade com o tempo. A falta de motivação nestes processos é explicada tanto por aspetos extrínsecos, como a perceção de inexistência de uma relação de troca equitativa entre esforço para a mudança e o salário auferido; como por aspetos intrínsecos, como a falta de reconhecimento e valorização pela organização no processo de mudança. Apesar da desmotivação geral, existem elementos que tem um efeito positivo sobre a motivação dos colaboradores, nomeadamente a comunicação e a liderança. Os resultados permitem compreender que os processos de mudança podem ser otimizados no que toca à forma como são geridos, investindo na melhoria de um conjunto de elementos de natureza extrínseca e intrínseca que podem aumentar a motivação dos colaboradores, levando a que estes participem de forma mais positiva nos processos de mudança, contribuindo como resultado para o sucesso desses processos.
The main goal of the present study was to understand, using a qualitative methodology, how organizational change processes are experienced. It is intended to understand how change processes affect the motivation of employees, identifying the main elements that have an impact on this motivation, whether positive or negative. Access to the 17 subjects included in the sample was performed using the snowball method and data collection through semi-directive interviews. The results allowed to conclude that employees, when faced with organizational changes, are not motivated. In general, employees tend to resist change from the initial phase, and resistance tends to be expressive at this stage, losing intensity over time. The lack of motivation in these processes is explained both by extrinsic aspects, and the perception of the absence of an equitable exchange ratio between effort for change and the salary earned; as by intrinsic aspects, such as the lack of recognition and appreciation by the organization in the process of change. Despite the general lack of motivation, there are elements that have a positive effect on employee motivation, namely communication and leadership. The results allow to understand that the management of change processes can be optimized, investing in the improvement of a set of elements of extrinsic and intrinsic nature which can lead to a rise in the collaborators motivation, making their participation in the change processes more positive, and contributing to the overall success of these processes.
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Books on the topic "Continuous organizational change"

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The shape shifters: Continuous change for competitive advantage. New York: Van Nostrand Reinhold, 1997.

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McNair, C. J. Benchmarking: A tool for continuous improvement. New York, N.Y: HarperBusiness, 1992.

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McNair, C. J. Benchmarking: A tool for continuous improvement. London: HarperCollins College, 1994.

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O'Donoghue, Ruth. Change in IDV, Operations Ireland Limited: A continuous process. Dublin: University College Dublin, 1997.

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Suran, Sandra A. The DNA of the resilient organization: How one collective heartbeat creates continuous competitive advantage. Corona, CA: Stargazer Publishing Company, 2014.

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Continuous excellence: Building effective organizations : a handbook for managers and leaders. New York: American Society of Civil Engineers, 1995.

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W, Young Doyle, ed. The ever-changing organization: Creating the capacity for continuous change, learning, and improvement. Boca Raton, Fla: St. Lucie Press, 2000.

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Pieters, Gerald R. The ever-changing organization: Creating the capacity for continuous change, learning and improvement. Boca Raton, Fla: St. Lucie Press, 2000.

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Bessant, J. R. High-involvement innovation: Building and sustaining competitive advantage through continuous change. Hoboken, NJ: J. Wiley, 2003.

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Lynch, Dudley. Evergreen: when the forces of the forest blow new futures at your feet: Playing a continuous comeback business game. Lakewood, Colo: New Echelon Press, 1995.

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Book chapters on the topic "Continuous organizational change"

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Auster, Ellen R., Krista K. Wylie, and Michael S. Valente. "Inspiring continuous learning and evolution." In Strategic Organizational Change, 161–74. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230508064_11.

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Singh, Riann, and Shalini Ramdeo. "Strategic Interventions: Continuous Change." In Leading Organizational Development and Change, 373–98. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-39123-2_17.

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Beer, Michael. "Sustain Organizational Performance through Continuous Learning, Change and Realignment." In Handbook of Principles of Organizational Behavior, 537–55. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119206422.ch29.

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Lindholst, Andrej Christian, Thomas Haase Jensen, and Troels Høgfeldt Kjems. "When Rust Never Sleeps: Marketization as Continuous Organizational Change." In Marketization in Local Government, 259–75. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-32478-0_13.

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Horlach, Bettina, and Andreas Drechsler. "It’s Not Easy Being Agile: Unpacking Paradoxes in Agile Environments." In Agile Processes in Software Engineering and Extreme Programming – Workshops, 182–89. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-58858-8_19.

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Abstract In this paper, we outline inherent tensions in Agile environments, which lead to paradoxes that Agile teams and organizations have to navigate. By taking a critical perspective on Agile frameworks and Agile organizational settings the authors are familiar with, we contribute an initial problematization of paradoxes for the Agile context. For instance, Agile teams face the continuous paradox of ‘doing Agile’ (= following an established Agile way of working) versus ‘being Agile’ (= changing an established Agile way of working). One of the paradoxes that organizations face is whether to start their Agile journey with a directed top-down (and therefore quite un-Agile) ‘big bang’ or to allow an emergent bottom-up transformation (which may be more in-line with the Agile spirit but perhaps not be able to overcome organizational inertia). Future research can draw on our initial problematization as a foundation for subsequent in-depth investigations of these Agile paradoxes. Agile teams and organizations can draw on our initial problematization of Agile paradoxes to inform their learning and change processes.
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Oude Groote Beverborg, Arnoud, Tobias Feldhoff, Katharina Maag Merki, and Falk Radisch. "Introduction." In Accountability and Educational Improvement, 1–7. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-69345-9_1.

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AbstractSchools are continuously confronted with various forms of change, including changes in students’ demographics, large-scale educational reforms, and accountability policies aimed at improving the quality of education. On the part of the schools, this requires sustained adaptation to, and co-development with, such changes to maintain or improve educational quality. As schools are multilevel, complex, and dynamic organizations, many conditions, factors, actors, and practices, as well as the (loosely coupled) interplay between them, can be involved therein (e.g. professional learning communities, accountability systems, leadership, instruction, stakeholders, etc.). School improvement can thus be understood through theories that are based on knowledge of systematic mechanisms that lead to effective schooling in combination with knowledge of context and path dependencies in individual school improvement journeys. Moreover, because theory-building, measuring, and analysing co-develop, fully understanding the school improvement process requires basic knowledge of the latest methodological and analytical developments and corresponding conceptualizations, as well as a continuous discourse on the link between theory and methodology. The complexity places high demands on the designs and methodologies from those who are tasked with empirically assessing and fostering improvements (e.g. educational researchers, quality care departments, and educational inspectorates).
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Looks, Hanna, Jannik Fangmann, Jörg Thomaschewski, María-José Escalona, and Eva-Maria Schön. "Towards a Standardized Questionnaire for Measuring Agility at Team Level." In Lecture Notes in Business Information Processing, 71–85. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-78098-2_5.

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AbstractContext: Twenty years after the publication of the agile manifesto, agility is becoming more and more popular in different contexts. Agile values are changing the way people work together and influence people’s mindset as well as the culture of organizations. Many organizations have understood that continuous improvement is based on measurement.Objective: The objective of this paper is to present how agility can be measured at the team level. For this reason, we will introduce our questionnaire for measuring agility, which is based on the agile values of the manifesto.Method: We developed a questionnaire comprising 36 items that measure the current state of a team’s agility in six dimensions (communicative, change-affine, iterative, self-organized, product-driven and improvement-oriented). This questionnaire has been evaluated with respect to several expert reviews and in a case study.Results: The questionnaire provides a method for measuring the current state of agility, which takes the individual context of the team into account. Furthermore, our research shows, that this technique enables the user to uncover dysfunctionalities in a team.Conclusion: Practitioners and organizations can use our questionnaire to optimize collaboration within their teams in terms of agility. In particular, the value delivery of an organization can be increased by optimizing collaboration at the team level. The development of this questionnaire is a continuous learning process with the aim to develop a standardized questionnaire for measuring agility.
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"The art of continuous change." In Organizational Improvisation, 235–66. Routledge, 2003. http://dx.doi.org/10.4324/9780203361603-18.

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Ololube, Nwachukwu Prince, and Dennis Ogutum Ololube. "Organizational Change Management." In Research Anthology on Digital Transformation, Organizational Change, and the Impact of Remote Work, 1750–69. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-7297-9.ch087.

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Change management is a continuous method used in transitioning individual employee, groups, and organizations to an anticipated future change. It focuses on the change management processes that addresses individual employee, groups and organizational factors that acts as catalyst for possible changes in organization. The purpose of change management is ultimately to make use of initiatives and ensure that every employee in an organization is willing and ready to switchover to an anticipated new role in the proposed business environment. This current study evaluated the relationship between leadership perception, attitudes and application towards organizational change. Using a structured questionnaire, principal officers, their deputies and faculty perceptions were analyzed and the results revealed that though change matrix are often painful and chaotic, however, significant relationship was found between employee perception, attitude, application and organizational change. The study recommends that Nigerian universities should be proactive in the implementation of changes to improve their employees' perception, attitude and application towards organizational change.
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You, Jieun, Junghwan Kim, and Doo Hun Lim. "Organizational Learning and Change." In Research Anthology on Digital Transformation, Organizational Change, and the Impact of Remote Work, 723–41. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-7297-9.ch036.

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This chapter discusses organizational learning as a strategic approach for organizational change. In the face of turbulent and uncertain environments, continuous involvement in organizational change is necessary. However, most organizations encounter resistance to change, thus fail to accomplish organizational change despite change efforts. Previous literature explains that resistance to change results from cognitive and psychological processes, social and power relationships, and organizational structural inertia. Given the findings from the previous research, organizational learning theories can provide strategic interventions to effectively deal with resistance and to achieve organizational change goals. The learning organization embrace learning activities – unlearning, experimentation, exploration, double-loop learning, and action learning - to develop the adaptability to environmental changes. This chapter suggests that HR/HRD should play a role in building the learning organization and facilitating organizational learning for change as a change agent.
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Conference papers on the topic "Continuous organizational change"

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Reyes, Luisa-Eugenia, Elena Fernández-Gascueña, and Rocío Usero. "From Business Agile to Agile Education: a response to change in times of pandemic." In Seventh International Conference on Higher Education Advances. Valencia: Universitat Politècnica de València, 2021. http://dx.doi.org/10.4995/head21.2021.13168.

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The aim of this document is to present a new teaching model in higher education focus on the student. The model develops an iterative and incremental learning system based on the fundamentals of agility and the organization of agile work, improving learning performance and the benefit of students. This model develops a system based on the Scrum methodology that allows continuous deliveries of value from the student to the teacher, adapted to the learning goals of the educational programs, approaching a cultural, organizational and structural change through the application of methods, Agile practices and dynamics within a framework that encourages innovation and continuous improvement of students.
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Mesaroş, Gabriel Florin. "Dimensions Regarding the Communication-Satisfaction-Organizational Performance Relationship in the Knowledge Society." In International Conference Innovative Business Management & Global Entrepreneurship. LUMEN Publishing, 2020. http://dx.doi.org/10.18662/lumproc/ibmage2020/53.

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A significant problem facing modern society, which directly and immediately affects, but also indirectly, the lives of individuals, groups, and community, in general, is the problem of communication. Today, communication is the primary dimension and value of our existence, becoming omnipresent, so that it is not even perceived as a distinct activity. Its role is to facilitate interaction between people, in the environment in which they evolve, through the content of issued and received messages to achieve certain goals and transmit particular meanings. Performance and satisfaction are interdependent and separate. Performance remains influenced by individual characteristics such as competence and overall perspicacity, organizational support related to technology and resources, and work effort. Good management of internal communication leads to eliminating differences in receiving any change, with positive effects on the efficiency, credibility, and public image of the institution. The degree of vulnerability of the organization is reflected both in the discursive manifestation at the individual level and especially on organizational performance. There is a need for constant review and continuous improvement of the way an organization measures its performance.
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Tomic, Srdjan, and Jelena Rajković. "INNOVATIVE DESIGN CONCEPTS FOR QUALITY HPO ORGANIZATIONS." In Sixth International Scientific-Business Conference LIMEN Leadership, Innovation, Management and Economics: Integrated Politics of Research. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/limen.2020.231.

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The business of organizations, in the conditions of globalization, radically changes the market, conditions, and strength of competition, requiring managers to change the way they react and solve problems using quality. The most successful business entities become those who continuously encourage creativity and create new knowledge. In order to be competitive in an uncertain and unpredictable market, high-performance organizations must be innovative, generating new knowledge and new technologies. These are organizations that, by managing quality, have the ability and skills of continuous recognition of challenges and changes. The paper is based on showing how an organization needs to manage change and apply concepts, methods, and techniques that can pave the way for us to design OVP. The concept of a synergistic approach to the design of OVP organizations is necessary for an unpredictable and uncertain global environment.
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Arsenijević, Olja, Marija Lugonjić, and Polona Šprajc. "E-Learning Continuous Medical Education of Health Workers." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.3.

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t Continuing medical education (CME) is the right and obligation of every health worker for continuous professional development and one of the conditions for license renewal. The need for CME arose as a consequence of constant innovations in medicine as a science, as well as the introduction of new technologies in therapy, diagnostics and health care. It is necessary (mandatory) for all health workers, because it provides monitoring and reform of the education and health system according to WHO recommendations. A CME is a set of educational activities that serve to maintain, develop, or increase the knowledge, skills, and professional accomplishments and relationships that a physician and other health care professionals use to provide services to patients, the public, or the profession. The CME system ensures that the latest knowledge and the latest treatment techniques are transferred through additional and continuous form of internal or external training to doctors and medical technicians, and aims to raise the level of expertise and improve the quality of health care in all forms of health care and daily practice. E-learning is a step forward in CME. The aim of this paper is to present the e-learning system of education of medical workers in Serbia, as well as to present the attitudes of health workers about e-learning continuous medical training through empirical research.
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Herlyn, Folkert J., and Susan C. Starr. "Roadmap Leading to a Step Change in Profitability Improvement." In ASME 2002 Engineering Technology Conference on Energy. ASMEDC, 2002. http://dx.doi.org/10.1115/etce2002/comp-29056.

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In today’s volatile market, it is crucial for companies to fine-tune their organizations and processes toward increased profitability and productivity, to have a strategy for continuous improvement, and to institute a means for graduated measurement. In putting together a continuous improvement strategy, a roadmap is essential. The roadmap must be clear and easy to follow. The roadmap that is most easily understood and accepted by an organization is one that is started from a base case, or simplified visualization of the current environment, that is called the ‘As-Is’ case, to the target environment, the ‘To-Be’ case. This roadmap clearly depicts the route to be taken and is based on business process modeling, scoring of actual practices relative to best practice, and gap analysis. A series of activities and process improvements are identified to move towards the desired ‘To-Be’ state of business processes, supporting information technology, and improved methods to measure and review performance. A well-designed roadmap will move the organization in a series of step changes toward higher profitability and productivity.
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Ignatssons, Jans Ivans, and Indra Odina. "State of the Art Analysis and Professional Needs Identification in Vocational Training Design for Eurasian Prison Chaplains." In 78th International Scientific Conference of University of Latvia. University of Latvia, 2020. http://dx.doi.org/10.22364/htqe.2020.09.

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Prison chaplaincy in the context of whole penitentiary system has been under continuous change with its ups and downs, criticized and appraised by historians, rejected by secular society, yet appreciated by prisoners, and open for judgment of generations to come. The image of the prison chaplain, who is highly educated, not young, skilled in psychological mastery calls far beyond his pastoral functions for a perfect advocate’s portrait, which is, however, still under reconstruction. The article aims to identify what state of the art of Eurasian prison chaplains is to outline the needs of prison chaplains for the framework development of an e-learning platform that would serve as a prototype of vocational training design. An action research was based on Objective-Oriented Project Planning and Logical Framework Approach concepts and studied the participants from six regions in Eurasia with help of such data collection methods as interviews, diary notes and document analysis. The data of action research formed an accurate civilian and professional profile of a prison chaplain and outlined the requirements to maintain the work in line with the trends in the branch. Findings of the research serve as a ground for organizational, educational, professional and personal changes. Eurasian prison chaplains (national directors) express their professional interests in regular training, professional and career growth, improved job practices and better work environment as they can still be an outstanding example and catalyst of well-being in the life of ex-prisoners.
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van den Eijkel, Stefan, Dorien Foppen-de Graaf, Robbert Schuurmans, Stefan van Genderen, Koen Smit, and Sam Leewis. "Social robots in elderly healthcare: a burden or a gift?" In Digital Support from Crisis to Progressive Change. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-485-9.37.

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The healthcare sector is currently under enormous pressure and the COVID-19 pandemic does not improve this situation. The quality of healthcare will be negatively impacted when this pressure continues in the longer term. In 2050 it is expected that a total of 2.1 billion people will be aged 60+ years old. To overcome the increasing demand for healthcare by this age group, various studies are being conducted into various technological solutions, such as social robots. In this study, the Alpha Mini social robot was used in an experiment to research which tasks a social robot could assist with, to reduce the work pressure of healthcare professionals and to help the elderly live longer at their own homes. The experiment was carried out using interviews with healthcare professionals and informal caregivers about the demonstrated Alpha Mini. In addition to the experiment and interviews a survey was sent out to 237 healthcare organizations in the Netherlands to identify the 1) work pressure, 2) daily tasks, 3) social robot experiences, and 4) the features a social robot should have to gather requirements. The experiment failed due to work pressure at the healthcare organization. The survey resulted in 181 respondents. The results suggest that tasks such as reminders, setting alarms and physiotherapy have a great potential to help the healthcare professional in reducing their work pressure and tasks, and the elderly to be able to stay living longer at their own home.
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Alony, Irit, and Michael Jones. "Lean Supply Chains JIT and Cellular Manufacturing - The Human Side." In InSITE 2008: Informing Science + IT Education Conference. Informing Science Institute, 2008. http://dx.doi.org/10.28945/3215.

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Lean manufacturing has been widely adopted by many production companies. Apart from the operational difficulty associated with conversion from a traditional, functional based operation, adoption of Lean manufacturing involves significant organizational transformations. It requires formation of work teams, comprised of multi-skilled workers. The work teams are preferably self directed and need to continuously improve performance and production processes. Such changes can be challenging for organizations. This paper reviews studies of human related and organizational factors in the context of Lean manufacturing, and identifies gaps in research in this area. The paper presents the principles of lean manufacturing, the organizational shifts required, and presents studies relevant to each of these shifts. The paper concludes with implications for practitioners and suggestions for further studies.
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Dominici, Laura, and Pier Paolo Peruccio. "Systemic Education and Awareness: the role of project-based-learning in the systemic view." In Systems & Design: Beyond Processes and Thinking. Valencia: Universitat Politècnica València, 2016. http://dx.doi.org/10.4995/ifdp.2016.3712.

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Through the critical analysis of some case studies, this paper intends to investigate different tools useful to the ecological education,to analyse didactic activities which have more influence in the development of an individual and collective awareness and which of them can get closer students to the systemic approach. The systemic design is one of many actors that takes place inside a well-structured social network that presents always more frequently complex problems, which are difficult to solve by the application of linear approach. Always more it's clear that the way applied by the actual system to solve problems around not only ecological area, but also economic and cultural, it's not enough to answer to real needs. It's necessary a change of paradigm, from an approach based on the competition and on the logic of continuous growth, to a systemic vision, based on the collaboration, on the awareness and on the rediscovery of qualitative values. The ecological emergency demands more and more the development of sustainable and resilient communities; for this reason we have to change the way of thinking processes and relations, in other words we have to become ecoliterate: we have to be able to understand the organizational principles of ecosystems and the way of manage complexity. So ecoliteracy represent the starting point of innovative processes: it gives importance to the relations and to the multidisciplinary team-work. It's clear that next to the cultural change we have to rearrange the schooling system which now represents the official institution appointed of knowledge communication. The current academic system has been defined by the same linear and competitive approach used to delineate our economic systems, in this way, inside its structure, it usually reproduces the same social hierarchy and inequality that we can observe in our society. In practice, to achieve some important changes, it is necessary to extend precepts of systemic view to a huge group of people (starting from students of primary school to college students and over). Others two key points are the discussion around the strict hierarchy between teacher and student and the support of collaborative behaviour. Different experiences, academic and not, are compared, considering actors involved, activities, team-working and final outcome. For this reason the role of project-based-learning and practical academic activities is considered inside an education whose aim is to train people eco-competent and who are able to enhance their active role available to the community.DOI: http://dx.doi.org/10.4995/IFDP.2016.3712
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Luca, Christiaan, Marjolijn Vencken, Katinka van Cranenburgh, Juan Diego Borbor, and Anthony Tchilinguirian. "Trends in the Relationship Between Business and Society: Understanding the Past and Preparing for the Future." In SPE Annual Technical Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/206032-ms.

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Abstract How can a business develop sustainable societal relationships in a world that is often described as volatile, uncertain, complex and ambiguous? While public expectations of companies are complicated and continuously changing, there are clear underlying trends in modern society that shape this relationship. Understanding these trends allows a company to develop the capability of proactively managing societal relationships. The findings of the study are especially relevant for industries that visibly operate in the public space and should anticipate societal resistance. This paper first describes the societal trends that shaped the way people and organizations have interacted since the Second World War. In this period increasing environmental and social awareness and assertiveness developed along three evolutionary paths: –active public discourse that continuously pushes the boundaries of what is deemed acceptable and desirable, with increasing focus on human values and space for the individual;–industry sectors and international organizations that try to preempt new societal expectations with voluntary guidelines and self-regulation; and–governments that formalize important and matured parts of the public discourse and voluntary guidelines in laws and regulations. Secondly, the authors adopt a practical model to describe how companies have struggled to keep up with this continuously evolving and dynamic societal landscape due to lack of adaptation. An increasingly defensive and reactive business approach to societal pressure has led to a low point in trust from stakeholders. To regain trust and their social license to operate companies need to take a more proactive approach to societal relationships, which require both organizational and cultural change. Finally, the authors take the example from the safety journey, where the oil and gas industry has been very successful in demonstrating that excellence in safety is both a moral obligation and good for the bottom line. The same applies to excellence in societal relationships. Using the evolutionary model of safety culture with its maturity ladder as analogue, the authors provide a practical and value-driven framework to guide companies on their organizational and cultural change journey towards effective societal relationship management.
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Reports on the topic "Continuous organizational change"

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Payment Systems Report - June of 2020. Banco de la República de Colombia, February 2021. http://dx.doi.org/10.32468/rept-sist-pag.eng.2020.

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With its annual Payment Systems Report, Banco de la República offers a complete overview of the infrastructure of Colombia’s financial market. Each edition of the report has four objectives: 1) to publicize a consolidated account of how the figures for payment infrastructures have evolved with respect to both financial assets and goods and services; 2) to summarize the issues that are being debated internationally and are of interest to the industry that provides payment clearing and settlement services; 3) to offer the public an explanation of the ideas and concepts behind retail-value payment processes and the trends in retail payments within the circuit of individuals and companies; and 4) to familiarize the public, the industry, and all other financial authorities with the methodological progress that has been achieved through applied research to analyze the stability of payment systems. This edition introduces changes that have been made in the structure of the report, which are intended to make it easier and more enjoyable to read. The initial sections in this edition, which is the eleventh, contain an analysis of the statistics on the evolution and performance of financial market infrastructures. These are understood as multilateral systems wherein the participating entities clear, settle and register payments, securities, derivatives and other financial assets. The large-value payment system (CUD) saw less momentum in 2019 than it did the year before, mainly because of a decline in the amount of secondary market operations for government bonds, both in cash and sell/buy-backs, which was offset by an increase in operations with collective investment funds (CIFs) and Banco de la República’s operations to increase the money supply (repos). Consequently, the Central Securities Depository (DCV) registered less activity, due to fewer negotiations on the secondary market for public debt. This trend was also observed in the private debt market, as evidenced by the decline in the average amounts cleared and settled through the Central Securities Depository of Colombia (Deceval) and in the value of operations with financial derivatives cleared and settled through the Central Counterparty of Colombia (CRCC). Section three offers a comprehensive look at the market for retail-value payments; that is, transactions made by individuals and companies. During 2019, electronic transfers increased, and payments made with debit and credit cards continued to trend upward. In contrast, payments by check continued to decline, although the average daily value was almost four times the value of debit and credit card purchases. The same section contains the results of the fourth survey on how the use of retail-value payment instruments (for usual payments) is perceived. Conducted at the end of 2019, the main purpose of the survey was to identify the availability of these payment instruments, the public’s preferences for them, and their acceptance by merchants. It is worth noting that cash continues to be the instrument most used by the population for usual monthly payments (88.1% with respect to the number of payments and 87.4% in value). However, its use in terms of value has declined, having registered 89.6% in the 2017 survey. In turn, the level of acceptance by merchants of payment instruments other than cash is 14.1% for debit cards, 13.4% for credit cards, 8.2% for electronic transfers of funds and 1.8% for checks. The main reason for the use of cash is the absence of point-of-sale terminals at commercial establishments. Considering that the retail-payment market worldwide is influenced by constant innovation in payment services, by the modernization of clearing and settlement systems, and by the efforts of regulators to redefine the payment industry for the future, these trends are addressed in the fourth section of the report. There is an account of how innovations in technology-based financial payment services have developed, and it shows that while this topic is not new, it has evolved, particularly in terms of origin and vocation. One of the boxes that accompanies the fourth section deals with certain payment aspects of open banking and international experience in that regard, which has given the customers of a financial entity sovereignty over their data, allowing them, under transparent and secure conditions, to authorize a third party, other than their financial entity, to request information on their accounts with financial entities, thus enabling the third party to offer various financial services or initiate payments. Innovation also has sparked interest among international organizations, central banks, and research groups concerning the creation of digital currencies. Accordingly, the last box deals with the recent international debate on issuance of central bank digital currencies. In terms of the methodological progress that has been made, it is important to underscore the work that has been done on the role of central counterparties (CCPs) in mitigating liquidity and counterparty risk. The fifth section of the report offers an explanation of a document in which the work of CCPs in financial markets is analyzed and corroborated through an exercise that was built around the Central Counterparty of Colombia (CRCC) in the Colombian market for non-delivery peso-dollar forward exchange transactions, using the methodology of network topology. The results provide empirical support for the different theoretical models developed to study the effect of CCPs on financial markets. Finally, the results of research using artificial intelligence with information from the large-value payment system are presented. Based on the payments made among financial institutions in the large-value payment system, a methodology is used to compare different payment networks, as well as to determine which ones can be considered abnormal. The methodology shows signs that indicate when a network moves away from its historical trend, so it can be studied and monitored. A methodology similar to the one applied to classify images is used to make this comparison, the idea being to extract the main characteristics of the networks and use them as a parameter for comparison. Juan José Echavarría Governor
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