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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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Wee, Elijah X. M., and M. Susan Taylor. "Attention to change: A multilevel theory on the process of emergent continuous organizational change." Journal of Applied Psychology 103, no. 1 (January 2018): 1–13. http://dx.doi.org/10.1037/apl0000261.
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Masalin, Leena. "Nokia Leads Change Through Continuous Learning." Academy of Management Learning & Education 2, no. 1 (March 2003): 68–72. http://dx.doi.org/10.5465/amle.2003.9324027.
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Bunney, H. S., and B. G. Dale. "The Effect of Organizational Change on Sustaining a Process of Continuous Improvement." Quality Engineering 8, no. 4 (June 1996): 649–57. http://dx.doi.org/10.1080/08982119608904676.
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Eriksson, Nomie. "Hospital management from a high reliability organizational change perspective." International Journal of Public Sector Management 30, no. 1 (January 9, 2017): 67–84. http://dx.doi.org/10.1108/ijpsm-12-2015-0221.
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Purpose The purpose of this paper is to describe and analyze nurses’ perceptions and evaluations of healthcare developmental work after the introduction of Lean and Six Sigma and, how nurses aspire to maintain a high reliability organization (HRO). Design/methodology/approach Nurses’ roles and the way they respond to new efficiency and quality working methods are crucial. Underlying themes were analyzed from in-depth, semi-structured interviews with (n=17) nurses at two Swedish hospitals. Findings The nurses perceived that Lean worked better than Six Sigma, because of its bottom-up approach, and its similarities with nurses’ well-known work qualities. Nurses coordinate patients care, collaborate in teams and take leadership roles. To maintain high reliability and to become quality developers, nurses need stable resources. However, professional’s logic collides with management’s logic. Expert knowledge (top-down approach) without nurses’ local knowledge (bottom-up approach) can lead to problems. Healthcare quality methods are standardized but must be used with flexibility. However, HROs ensue not only from method quality but also from work attitudes, commitment and continuous work-improvement. Practical implications Management can support personnel in developmental work with: continuous education, training, teamwork, knowledge sharing and cooperation. Authoritarian method structures that limit the healthcare professionals’ autonomy should be softened or abandoned. Originality/value The study uses theoretical concepts from HROs, which were developed for unexpected events, to explain the consequences of implementing Lean and Six Sigma in healthcare.
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Florea, Radu. "Change Management and the Role of Leadership in Facilitating Organizational Change in Corporate Takeovers." European Journal of Economics and Business Studies 4, no. 1 (April 30, 2016): 68. http://dx.doi.org/10.26417/ejes.v4i1.p68-72.
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Facilitating organizational change depends to a great extent on the ability of the management team to coordinate the amendments related to a recent merger with another organization or to the takeover of a medium-sized company by a multinational organization. Change management is one of the most discussed topics in the study of organizations; modern companies that are constantly subjected to significant changes in order to adapt to market requirements need a management capable of developing the capacity to solve atypical problems and improve performance across their enterprises. In this regard, change management is the organization's orientation towards continuous development to improve results. This paper focuses on explaining the managerial role in modern organizations through the conceptual definition of management and by defining the principal element in organizational implementation, namely leadership. An organization can be brought to a desired status - significantly different from the actual one- only through optimum management of the change process; change management can thus be represented as the process of adapting the organization to the requirements imposed by an outside entity - in this case, a multinational organization that requires a different set of rules and procedures. This can be achieved through the development of leadership skills in management, in order to facilitate the change process specific to any takeover or corporate merger. The paper seeks to circumscribe leadership as a central element in facilitating the transition of the organization by acquiring and retaining organizational commitment. The new directions of leadership research as a reference for conceptual change management is defined respectively as transformational leadership and transactional leadership (Riaz and Haider, 2010).
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Muhammad, Nik Maheran Nik, Filzah Md Isa, and Siti Norezam Othman. "Mydin transformation focus: leadership and organizational change." Emerald Emerging Markets Case Studies 1, no. 3 (July 1, 2011): 1–16. http://dx.doi.org/10.1108/20450621111180963.
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Mydin transformation focus: leadership and organizational change. Subject area – Leadership and organizational change. Study level/applicability – Undergraduate and Master's degrees in Business and Management. Managers and executives undergoing training in leadership-related issues will also benefit from the case study through development of analytical and decision-making skills. Case overview – The case study highlights a successful retail business leader who has been directly involved in the transformation of his family business from a mere merchandiser to hypermarket owner. For more than five decades of developing and cultivating his leadership skills, business competencies and continuous learning, he successfully competes with foreign giant retailers. To comprehend the transformation process undergone by his business, the case study captures the development phases of the organizational changes and the leader's leadership and decision-making styles from the early establishment of the company until becoming a local giant retailer, that is chosen as a ”value for money” merchandiser by the customers. Expected learning outcomes – The target users of the case study are expected to: Identify the critical success factors of successful leader. Examine the leadership and decision-making styles employed by the leader. Develop the competencies or capabilities of a retail business leader. Determine programmes or initiatives and strategies used by the leader in transforming the business organization. Apply the lesson learnt of a successful leader to their organization.
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Evans, Lisa, Bill Thornton, and Janet Usinger. "Theoretical Frameworks to Guide School Improvement." NASSP Bulletin 96, no. 2 (April 30, 2012): 154–71. http://dx.doi.org/10.1177/0192636512444714.
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A firm grounding in change theory can provide educational leaders with an opportunity to orchestrate meaningful organizational improvements. This article provides an opportunity for practicing leaders to review four major theories of organizational change—continuous improvement, two approaches to organizational learning, and appreciative inquiry. These four theories were selected because of their emergence within the field of education, possible adaptability to school systems, and potential to support organizational change. Such theories can provide clear guidelines for successful organizational transformation, promote effective change management, and facilitate operative decision making.
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A. D., Pearce, and Pons D. J. "Defining Lean Change—Framing Lean Implementation in Organizational Development." International Journal of Business and Management 12, no. 4 (March 26, 2017): 10. http://dx.doi.org/10.5539/ijbm.v12n4p10.
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Problem – When lean is adopted in traditional organisations it requires a widespread organisational change and many businesses fail to sustain lean practices. Purpose – The purpose of this work was to define lean implementation based on the organisational development (OD) body of knowledge. Approach – The literature in lean and organisational change was reviewed and amalgamated to develop a novel conceptual framework. Findings – Lean implementation begins with a planned changed that is episodic. However, the ultimate goal is to develop a learning organisation where change is continuous and emergent from all levels. Respect for people, everyone in the organisations contribution, is considered key to successful implementation of lean. Implications– Practitioners should not focus on isolated improvements, but foster change from within for a permeable transformation to become a lean learning organisation. Originality - This paper provides new insights into lean implementation and its transformative effect on the organisation. A novel conceptual model is presented that frames lean transformation within the organisational development literature.
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Sesar, Vesna, and Anica Hunjet. "THE PRACTICE OF CONTINUOUS IMPROVEMENT BEHAVIOURS IN MANUFACTURING COMPANIES WITH ISO 9001." DIEM: Dubrovnik International Economic Meeting 6, no. 1 (September 2021): 147–55. http://dx.doi.org/10.17818/diem/2021/1.15.
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Continuous improvement gained much attention in the literature as one of the principles in total quality management and practice under methodologies such as Lean or Six Sigma. Continuous improvement in organizations represents a comprehensive process that includes involvement of all people on all organizational levels to make improvements throughout the whole organization. Therefore, building and sustaining the organizational CI capability through practicing the CI behaviours leads to achieving better efficiency, effectiveness and business results of the organization. Also applying CI behaviours leads to change in organizational culture which is, in the long run, oriented toward making every day continuous improvements. The purpose of this paper is to present which CI behaviours can be developed in organization and measured according to the Bessant's evolutionary model of continuous improvement behaviour. Also, the goal of the research is to present based on the conducted research, the state of CI practice regarding adopted CI behaviours which will be presented as the development level of CI behaviours that researched manufacturing companies in Croatia with ISO 9001 certificate, have. Keywords: continuous improvement behaviours, kaizen, model
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Silva, Isabel Soares, and Renata Bastos. "Shift work – change from semi-continuous to continuous system." Journal of Organizational Change Management 31, no. 7 (November 12, 2018): 1461–70. http://dx.doi.org/10.1108/jocm-11-2017-0431.
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Purpose The purpose of this paper is to understand workers’ resistance toward change from a semi-continuous (SCW) to a continuous shift work system (CW), especially focusing the perspective of change and its impact on workers’ personal lives. Design/methodology/approach A case study was conducted at a Portuguese steel plant. A questionnaire was administered to 98 shift workers of the two systems, three focus groups (FG) each with ten CW workers, and three interviews with their managers. Findings The results of the FG and the interviews indicate the loss of days off during weekends as the main drawback of this change, leading to work schedule dissatisfaction. The consequences of the change focused on social and family life. For the CW workers, the conciliation between working hours and life outside the company were the only predictors of satisfaction with work schedule. Research limitations/implications The cross-sectional design is one of the main limitations, as well the use of only one organization in the study suggests future replication. Organizations need to consider the aspects of family and social life in the management of working hours. Originality/value Globally, this case study highlights the importance of family and social aspects in the adjustment process to working hours, especially when these involve performing work on the weekends, such as shift work.
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Øygarden, Olaug, Espen Olsen, and Aslaug Mikkelsen. "Changing to improve? Organizational change and change-oriented leadership in hospitals." Journal of Health Organization and Management 34, no. 6 (August 25, 2020): 687–706. http://dx.doi.org/10.1108/jhom-09-2019-0280.
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PurposeThis paper aims to fill gaps in one’s knowledge of the impact of organizational change on two outcomes relevant to hospital service quality (performance obstacles and physician job satisfaction) and in one’s knowledge of the role of middle manager change-oriented leadership in relation to the same outcomes. Further, the authors aim to identify how physician participation in decision-making is impacted by organizational change and change-oriented leadership, as well as how it mediates the relationships between these two variables, performance obstacles and job satisfaction.Design/methodology/approachThe study adopted a cross-sectional survey design including data from Norwegian hospital physicians (N = 556). A hypothetical model was developed based on existing theory, confirmatory factor analysis was carried out in order to ensure the validity of measurement concepts, and the structural model was estimated using structural equation modelling.FindingsThe organizational changes in question were positively related to performance obstacles both directly and indirectly through participation in decision-making. Organizational change was also negatively related to job satisfaction, both directly and indirectly. Change-oriented leadership was negatively related to performance obstacles, but only indirectly through participation in decision-making, whereas it was positively related to job satisfaction both directly and indirectly.Originality/valueThe authors developed a theoretical model based on existing theory, but to their knowledge no other studies have tested these exact relationships within one model. These findings offer insights relevant to current and ongoing developments in the healthcare field and to the question of how hospitals may deal with continuous changes in ways that could contribute positively towards outcomes relevant to service quality.
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Bozhko, Lesya. "THE POSSIBILITIES OF USING PROCESS APPROACH TO MANAGEMENT OF ORGANIZATIONAL CHANGES." Bulletin of scientific research results, no. 4 (December 17, 2017): 215–22. http://dx.doi.org/10.20295/2223-9987-2017-4-215-222.
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Objective: To consider the meaning of process approach, which may be the basis for the development of successful programs and procedures of change management and the possibility of its application in change management. Methods: The comparative description of process approach to change management was conducted. The author of the study selected, analyzed and evaluated some model changes of national and foreign scientists. Results: It was determined during the research that the process approach to change management was presented by a number of continuous interrelated actions of conducting changes. Thus, it is presumed that each process change model undergoes all the stages contained in it. The key points of process approach, being significant for change management – continuity and interconnection, were detected. Therefore, each stage of change process is a compulsory function, which provides for the successful result. It was noted, that the fulfillment of each stage might have specific embodiment for concrete changes. It was concluded, that the process approach is more flexible than the project one. It was proved, that the process approach is universal to change management. Practical importance: The results and conclusions of the study may be applied in determining tasks, compiling a list of change management functions, programs and procedures of organizational changes.
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R. Kattman, Braden. "In today's global environment organizational culture dominates national culture!" Benchmarking: An International Journal 21, no. 4 (July 1, 2014): 651–64. http://dx.doi.org/10.1108/bij-06-2012-0044.
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Purpose – The specific problem this research addresses is whether cultural differences, national or organizational, impact how effectively the continuous improvement process is received within the supply chain in order to improve supplier performance. The paper aims to discuss these issues. Design/methodology/approach – The research design used a mixed methods approach, combining quantitative and qualitative research. Findings – The research found that Canada was most receptive to continuous improvement, with China being the least receptive. The study found that organizational culture was more influential than national culture. Isomorphism and benchmarking is driving continuous-improvement language and methods to be more universally known within business. Business and management practices appear to take precedence in driving change within organizations. Research limitations/implications – The sample size and countries involved was very small and limited to key medium sized distributed power company (MSDPC) suppliers. This limited diversity and may have introduced supplier selection bias, as well as survey response bias. Practical implications – This research concludes that organizational culture is more dominant over national culture and the influence of leadership within the organization drives the impact of continuous improvement. Originality/value – With isomorphism and the fact that businesses want to be successful, continuous improvement language and methods are becoming more universally known. Business and management practices are now taking precedence in driving change within organizations. Organizational culture is now more influential than national culture.
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Govender, Patsy, and Sanjana Brijball Parumasur. "Organizational diagnosis, the stepping stone to organizational effectiveness." Corporate Board role duties and composition 12, no. 2 (2016): 65–76. http://dx.doi.org/10.22495/cbv12i2c1art1.
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Organizational survival, success and effectiveness depend on the ability of the organization to adapt to continuous challenges, competition and change. However, improving and changing organizations demand properly understanding and diagnosing them. So, where does diagnosis start and how can we measure effectiveness? Diagnosis starts with assessing key tasks, structure, people relationships, motivation, support, management leadership, attitude towards change and performance to identify gaps towards effectiveness. Effectiveness is evaluated in terms of the extent to which people have the right skills and competencies and are trained and strategically managed to enhance profitability (finance), the organization’s marketing strategy, operations/service and, measurement of the corporate/business development and growth achieved as a result of planned efforts to ensure organizational viability, stability and maturity. This study uses an integrated system evaluation process to diagnose the extent to which key tasks, structure, people relationships, motivation, support, management leadership, attitude towards change and performance impact on organizational effectiveness respectively. The population for the study comprised of all staff in a provincial trade and investment promotion agency in South Africa and a consensus approach was used through a cluster sampling technique, which secured an 85.4% response rate. In this quantitative, cross-sectional study data was collected using questionnaires and analyzed using both descriptive and inferential statistics. The results reflect that the diagnostic variables impact on organizational effectiveness in varying degrees. The important diagnostic dimensions and areas for improvement are identified and suggestions for corrective action are presented in order to enhance overall organizational effectiveness.
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Levesque, Deborah A., Janice M. Prochaska, James O. Prochaska, Stephen R. Dewart, Leigh S. Hamby, and William B. Weeks. "Organizational stages and processes of change for continuous quality improvement in health care." Consulting Psychology Journal: Practice and Research 53, no. 3 (2001): 139–53. http://dx.doi.org/10.1037/1061-4087.53.3.139.
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Homberg, Fabian, Rick Vogel, and Julia Weiherl. "Public service motivation and continuous organizational change: Taking charge behaviour at police services." Public Administration 97, no. 1 (August 30, 2017): 28–47. http://dx.doi.org/10.1111/padm.12354.
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Lapouchnian, Alexei, Eric Yu, and Stephanie Deng. "Responding to Ongoing Change." International Journal of Information System Modeling and Design 5, no. 4 (October 2014): 48–70. http://dx.doi.org/10.4018/ijismd.2014100103.
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As modern organizations increasingly need to operate in uncertain and fast-paced business environments, pressures increase on information systems (IS) to support these enterprises in a dynamically changing world. Consequently, systems need to deliver results given incompletely known and constantly changing requirements and contexts and other uncertainties. Their development is no longer a progression from clear and stable requirements to solutions meeting them. Rather, it is a continuous process involving multiple iterations of analysis and exploration, design, and development taking into consideration changing organizational needs, available resources, and feedback from previous iterations. Since current modeling and analysis notations generally assume stable and predictable settings for IS development, this paper explores the difficulties in applying several such techniques for modeling continuously evolving systems in uncertain and rapidly changing socio-technical domains and identifies requirements for a comprehensive modeling notation suitable for these environments. Business intelligence capability implementation in enterprises is used as an illustration.
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Khedhiri, Mohamed. "Readiness for Change in Public Education." Higher Education for the Future 5, no. 2 (July 2018): 178–97. http://dx.doi.org/10.1177/2347631118767293.
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A bulk of research on organizational readiness for changes has been focused on continuous empirical analysis in private business organizations. The present study digresses from the status quo by performing discrete analysis in public education. Generalized ordered logit model (GOLM) regressions were performed at individual level, to analyse a sample of 707 faculties working in a large public university who were in the process to undergo substantial change. Results showed that faculty perceives, indeed, critical issues related to demotivation, communication channel, nature of teamwork and transformational leaders (TFL). These issues let them support the need for organizational change to be successful in the near future. In addition, data analysis raised issues concerning TFL’s social interaction patterns. This and other overwhelming challenges are discussed, and some recommendations of understanding change readiness and TFL development are suggested.
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Kurt, Serhat. "Technology Adoption and Educational Change in Turkey." International Journal of Information Systems in the Service Sector 3, no. 2 (April 2011): 76–85. http://dx.doi.org/10.4018/jisss.2011040105.
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The purpose of this research was to examine technology adoption and the educational change process. This paper found eight factors essential to technology adoption in countries that are heavily centralized and strongly affected by external forces (globalism etc.). These factors are communication, expertise capacity, minimal bureaucracy, continuous research, individual change and organizational change, peer schools, accountability, transparency, and owning the change: commitment.
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Soegiarto, Ita, Billy Tunas, and Muhammad Yasin. "Continuous Improvement Post Organizational Changes in the Official School of Meteorological, Climatological and Geophysical Agency." IJHCM (International Journal of Human Capital Management) 3, no. 2 (July 31, 2019): 1–9. http://dx.doi.org/10.21009/ijhcm.03.02.01.
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As we know that there are some of vocational educations that have official ties with ministries or ministry-level bodies, one of them is the College of Meteorology, Climatology and Geophysics. The purpose of this study is to find things to improve the organization after changes. The main question that guides this research is the sustainability effort that needs to be applied and influences the organization. Research uses qualitative methods and case study approaches. The sampling technique was purposive and snowball sampling with 40 informants. Based on the research that has been done, found that improvements must be made continuously after organizational changes are divided into two factors. Internal factors such as lecturer competency, lecturer availability, and additional composition in the teaching-learning process from theory to practicum. While external factors regularly review of curriculum and syllabus, technology updates, and digitalization. The update in this study, each lecturer is required not only in the transfer of knowledge but also to instill ethical and moral values. The cadets were prepared as agents of change. As an official school, each graduate not only understands the knowledge gained during education but also must be ready to work at the parent institution. The cadets must be well prepared to work at the Meteorology, Climatology and Geophysics Agency. For this reason, the things that need to be done in maintaining sustainability after the change in the official school organization are updating technology. There needs to be "digital culture" in various activities at STMKG, comparative studies, and participation in national and international seminars so that continuous learning and continuous improvement are always rolling.
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Lenartowicz, Marta. "Financing organizational changes from without." Journal of Accounting & Organizational Change 14, no. 1 (March 5, 2018): 99–116. http://dx.doi.org/10.1108/jaoc-12-2016-0083.
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Purpose Achieving specific changes within autonomous organizations is often a necessary condition for the success of strategic public policy. Wherever it is impossible to induce such changes by regulations, a frequently used tool is inducing their occurrence with financial stimuli. This practice appears to have been fully substantiated by the early systems-evolutionary understanding of the relationship between organizations and their environment, whose peak popularity in the 1950s and 1960s coincided with the appearance of new international organizations formulating strategic policies on a previously unprecedented scale. The conceptual framework available at that time failed, however, to provide a solid ground for operationalization and systemic evaluation of such interventions. As a result, even though it was implicitly presumed that policy implementation depended on organizational changes taking place in a large number of organizations, a conceptualization of the exact ways of how to ensure and assess such changes was hardly pronounced. This paper aims to uncover the problematique of that missing conceptualization. Design/methodology/approach In this paper, the author draws on the second-order stream of systems thinking, arguing that without such a deliberate operationalization, it seems much more likely that the external financing of organizational changes functions merely as organizational “perturbations” which do not crystallize into lasting changes, as they are mitigated by equally potent “compensation” to cancel out the perturbations. Using the theory of social system’s autopoiesis, the author posits that adaptive fluctuations evoked in organizations by the interferences of the policymakers may thus be considered “change” just as well as non-change. Findings Once the behavior of an autopoietic organizational system is seen as a continuous perpetuation of its own identity pattern, fashioned discursively as the organization’s self-description, then the only change which seems worthy of the publicly assigned resources and efforts is a shift in that pattern. Originality/value It is argued that the assessment of whether target organizations are indeed implementing or only superficially performing (and instantly compensating for) the desired changes should be inferred from a qualitative analysis of the daily discursive practices that forge the target domains rather than by a comparison of the measurable parameters, which are currently dominating in the evidence-based paradigm.
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Kirin, Snežana, Gordana Gavrić, and Sandra Kirin. "Organizational culture in Serbia in relation to the characteristics of organization: Empirical reserch." Industrija 48, no. 4 (2020): 23–45. http://dx.doi.org/10.5937/industrija48-29810.
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In modern business conditions, organizational culture is recognized as a powerful tool for long-term survival and development of the organization. The purpose of this paper was to research whether and in what way the characteristics of organizations - such as its size, ownership structure, activity, domestic or foreign - influence the organizational culture. Because of continuous and rapid changes and enormous competition, which are features of modern business, the Denison model of organizational culture was chosen because it emphasizes the need for balance between requirements for organizational stability (factors of mission and consistency) and requirements for its adaptability (factors of involvement and adaptability). The survey covered a sample of 1,000 employees and the data was statistically processed using the one-way ANOVA method. The obtained results show the influence of organizational characteristics on its ability to balance the internal and external focus of the organization, its stability, and its ability to change. Likewise, there should be a certain organizational cultural transformation as a response to the paradigm change in wider environment should be a certain organizational cultural transformation as a response to the paradigm change in wider environment.
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Handfield, Robert, and Soumen Ghosh. "Creating a Quality Culture through Organizational Change: A Case Analysis." Journal of International Marketing 2, no. 3 (September 1994): 7–36. http://dx.doi.org/10.1177/1069031x9400200302.
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Previous works on the implementation of strategic objectives have neglected to consider the critical role of quality management. Beginning with the assumption that the role of quality is instrumental to the successful implementation of any form of generic strategy, a conceptual model of quality management is developed through a set of case studies with 13 North American and European Fortune 500 companies. The results suggest that firms that have experienced greater global competition in earlier years have implemented Total Quality Management (TQM) initiatives earlier, and their programs are subsequently more advanced. Firms with advanced TQM implementation have made significant infrastructural changes within their organizations, and have also embraced the principles of continuous improvement as a critical component of their corporate culture. Moreover, quality has developed into a cultural artifact with an associated language and history that provides an integrating mechanism linking a firm's value-adding activities.
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de Fátima Nery, Vanessa, Kettyplyn Sanches Franco, and Elaine Rabelo Neiva. "Attributes of the Organizational Change and Its Influence on Attitudes Toward Organizational Change and Well-Being at Work: A Longitudinal Study." Journal of Applied Behavioral Science 56, no. 2 (August 29, 2019): 216–36. http://dx.doi.org/10.1177/0021886319865277.
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This study investigates the role of attributes of organizational change and attitudes toward change as antecedents of well-being at work and how these antecedents vary over the course of an organizational change. Drawing on cognitive theories (a) organization change planning, (b) perceived risk level, and (c) attitudes toward organizational change are examined as antecedents. Attitudes toward change have also been tested as mediators in the relationship between change attributes and well-being. Hypotheses are tested in a three-wave study of 505, 390, and 348 respondents in each wave, involving employees from a Brazilian public organization undergoing a strategic reorientation toward continuous improvement. Attitudes toward change had stable positive effects in each wave, conducted 12, 24, and 48 months after the change was initiated. This study corroborates the findings that uncertainty and risk contribute to the formation of negative cognitions and feelings throughout the process of organizational change but do not necessarily result in discomfort in relation to the work and the organization. The effects of both planning for the change and the perceived risk level were not moderated by time. The results of this study do not support the idea of gradual shifts and discontinuous information processing in employee’s cognitive models. On the contrary, it is possible to conclude that perceptions have been confirmed over time. Implications for managing employee reactions and well-being in different phases of change are discussed.
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Călin, Iuliana. "Cultura organizaţională a şcolii – expresie a stilului de conducere eficient." Revistă de Ştiinţe Socio-Umane = Journal of Social and Human Sciences 46, no. 3 (2020): 112–19. http://dx.doi.org/10.46727/jshs.2020.v46.i3.p112-119.
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The article addresses the concept of organizational culture, the role it plays in the leadership process, the direction it imprints on the leadership style, incorporating organizational values and specific common principles. Organizational culture defines the style of acting of the manager within the school organization favoring change or preventing it through resistance, due to certain factors. The normativity of the organizational culture is given by the marking of a democratic-participatory school leadership style, of interest and participation in the decision-making process of the school, by the continuous training of teachers, of responsibilities defined in a planned and organized system.
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Appelbaum, Steven H., Rafael Calla, Dany Desautels, and Lisa Hasan. "The challenges of organizational agility (part 1)." Industrial and Commercial Training 49, no. 1 (January 3, 2017): 6–14. http://dx.doi.org/10.1108/ict-05-2016-0027.
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Purpose Planned episodic change programs, rigid processes and traditional structures, optimized for efficiency rather than agility, are no longer appropriate in a context where competitive advantage is fueled by high-speed innovation, supported by a more entrepreneurial mindset. The purpose of this two part paper is to offer a review of relevant research to provide an informed case for continuous strategic transformation facilitated by enhanced organizational agility. The concept of agility is explored, defined and a framework for categorizing agility-enhancing capabilities is presented. Specific aspects of this agility framework are examined to better understand how these interrelated competencies contribute to overall corporate performance in this fast-paced world. Design/methodology/approach A range of published empirical and practitioner research articles were reviewed to study the concepts of organizational agility and transformation as critical factors contributing to sustained competitive advantage, organizational performance and survival in the increasingly competitive global context. This literature review explores how organizations are overcoming the challenges imposed by their traditional structures, cultures and leadership models and identifies dynamic competencies to be developed to achieve a greater level of corporate agility. Findings Increased organizational agility increases the ability to respond proactively to unexpected environmental changes. The commitment to continuous transformation and agile strategies implies changes at all levels of the organization from its structure, through its leadership and decision-making dynamics, down to the skills and interpersonal relationships of the individuals implementing the agile mission. Research limitations/implications There is a gap in the literature with respect to agility, namely, that most research focuses on the characteristics of agile organizations, with little attention given to how to develop agile capabilities and embed the commitment to continuous change deep into the corporate DNA, beyond the process level, into the psyche of the people driving the organization. Practical implications Managers should consider agility as an overarching principle guiding strategic and operational activities. Fostering agility-enhancing capabilities will be paramount in ensuring the successful integration of agility as a performance enhancing paradigm. Social implications For small- and medium-sized companies with limited resources, this reality makes staying relevant an uphill battle but also opens windows of opportunity. The challenge of the next century for large organizations will be to rekindle their innovative agile beginnings and for start-ups to continue to foster their dynamic capabilities as they grow. Originality/value The paper provides practical and empirical evidence of the importance of enterprise agility and specific dynamic capabilities on firm performance.
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Appelbaum, Steven H., Rafael Calla, Dany Desautels, and Lisa N. Hasan. "The challenges of organizational agility: part 2." Industrial and Commercial Training 49, no. 2 (February 6, 2017): 69–74. http://dx.doi.org/10.1108/ict-05-2016-0028.
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Purpose Planned episodic change programs, rigid processes and traditional structures, optimized for efficiency rather than agility, are no longer appropriate in a context where competitive advantage is fueled by high-speed innovation, supported by a more entrepreneurial mindset. The purpose of this paper is to offer a review of relevant research to provide an informed case for continuous strategic transformation facilitated by enhanced organizational agility. The concept of agility is explored, defined and a framework for categorizing agility-enhancing capabilities is presented. Specific aspects of this agility framework are examined to better understand how these interrelated competencies contribute to overall corporate performance in this fast-paced world. Design/methodology/approach A range of published empirical and practitioner research articles were reviewed to study the concepts of organizational agility and transformation as critical factors contributing to sustained competitive advantage, organizational performance and survival in the increasingly competitive global context. This literature review explores how organizations are overcoming the challenges imposed by their traditional structures, cultures and leadership models and identifies dynamic competencies to be developed to achieve a greater level of corporate agility. Findings Increased organizational agility increases the ability to respond proactively to unexpected environmental changes. The commitment to continuous transformation and agile strategies implies changes at all levels of the organization from its structure, through its leadership and decision-making dynamics, down to the skills and interpersonal relationships of the individuals implementing the agile mission. Research limitations/implications There is a gap in the literature with respect to agility, namely that most research focuses on the characteristics of agile organizations, with little attention given to how to develop agile capabilities and embed the commitment to continuous change deep into the corporate DNA, beyond the process level, into the psyche of the people driving the organization. Practical implications Managers should consider agility as an overarching principle guiding strategic and operational activities. Fostering agility-enhancing capabilities will be paramount in ensuring the successful integration of agility as a performance enhancing paradigm. Social implications For small- and medium-sized companies with limited resources, this reality makes staying relevant an uphill battle but also opens windows of opportunity. The challenge of the next century for large organizations will be to rekindle their innovative agile beginnings and for start-ups to continue to foster their dynamic capabilities as they grow. Originality/value The paper provides practical and empirical evidence of the importance of enterprise agility and specific dynamic capabilities on firm performance.
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Ezquerra-Lázaro, Irene, Asunción Gómez-Pérez, Carlos Mataix, Miguel Soberón, Jaime Moreno-Serna, and Teresa Sánchez-Chaparro. "A Dialogical Approach to Readiness for Change towards Sustainability in Higher Education Institutions: The Case of the SDGs Seminars at the Universidad Politécnica de Madrid." Sustainability 13, no. 16 (August 16, 2021): 9168. http://dx.doi.org/10.3390/su13169168.
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The transformation for sustainability requires a paradigm shift towards systems thinking and interdisciplinary collaboration, which entails, above all, a process of cultural change affecting individual mindsets, organizations and society as a whole. Sustainability in higher education institutions (HEIs) has been a recurrent research field in the past decades. However, little attention has been paid to the processes of internal and cultural change and, in particular, to the first steps to prepare academic communities for change. Understanding “readiness for change” as a core organizational competency to overcome continuous environmental changes and considering the diluted hierarchy at HEIs, this article proposes the adoption of dialogical and developmental approaches in a single action case, the SDGs Seminars at the Universidad Politécnica de Madrid. This methodology was used to diagnose organizational and individual readiness for change considering cognitive, affective and behavioural components, and to identify consequences in organizational structures and culture. Our findings reveal that reframing dialogical spaces in HEIs to experience a collaborative and sustainability culture can unlock change, breaking down organizational silos, reducing resistances and engaging academic communities in the cocreation of institutional strategies. Furthermore, the case suggests that acting at the group level has impacts both on the individual and institutional levels.
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Bodolica, Virginia, Martin Spraggon, and Anam Shahid. "Future internet: on a continuous path for achieving “a vision beyond expectations”." Emerald Emerging Markets Case Studies 2, no. 1 (March 9, 2012): 1–12. http://dx.doi.org/10.1108/20450621211214504.
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Subject area Firm success, organizational structure and values, business challenges, corporate change, decision making. Study level/applicability Senior undergraduate courses in Organizational Behavior and Business Policy and Strategy. Case overview This case relates the story of growth of Future Internet, a small media firm launched in 1998 in Dubai, UAE. The case describes the past achievements of Future Internet along with the challenges met on the road, illustrates the key factors and core organizational values that were critical for its business success and discusses the new prospects that the company is seeking to explore in the future. As Future Internet is continuously searching to engage in a path of new business opportunities, what are the most viable strategic choices to be made for securing a sustainable corporate growth and development? Expected learning outcomes Discuss different aspects involved in the management of a small firm operating in a dynamic industry; assess the key factors that might contribute to explaining corporate success; and evaluate the effectiveness of managerial decision making over time (change in structure and values, opportunities' evaluation and selection of strategic options) to achieve sustainable development. Supplementary materials Teaching notes.
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Lynn, Monty L. "Organizational Buffering: Managing Boundaries and Cores." Organization Studies 26, no. 1 (January 2005): 37–61. http://dx.doi.org/10.1177/0170840605046348.
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Organizations generally are more innovative, relevant, and responsive when they are exposed to market influences, yet they must regulate or limit the impact of outside influences to operate efficiently. This dynamic organization-environment tension has inspired the creation of several models of organizational buffering which delineate the systematic exposure and insulation of organizations from environmental uncertainty. We review three buffering paradigms — core, minimalist, and dispersed — and attempt to synthesize a model which weaves these perspectives together. The key to understanding functional and dysfunctional buffering lies with the organization’s requisite variety and continuous or discontinuous environmental change.
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Theodore, John. "The Importance Of Imbedding The Concept Of Continuous Development In The Formulation Of Global Strategies." International Journal of Management & Information Systems (IJMIS) 18, no. 2 (March 28, 2014): 109. http://dx.doi.org/10.19030/ijmis.v18i2.8492.
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This article deals with the importance of incorporating the concept of continuous development in the formulation of strategy in global organizations where the strategists have to focus their attention on both the external and internal environmental forces of the firms. In the external environment, the social and task elements are to be analyzed and examined; the latter include the industry analysis. In the internal environment, analysis and evaluation must take place in the organizational structure, principles of organization, culture, and the human element. Continuous development is within the concept of organizational development, which is a planned change effort that involves all the parts of the organization. It is initiated and managed from the top hierarchy of the system and is designed to increase organizational effectiveness. Continuous development must concentrate on the development of the organizational structure, policies and procedures, performance appraisals, the management, the employees, communications, and on the leadership of the organization because these elements are fundamental in the corporate strategy. The continuous developmental process is concentrated within the internal environment of the organization.
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Trivedi, Chitvan, and Shalini Misra. "Dialogue and the Creation of Transformative Social Change: The Case of Social Enterprises." Informing Science: The International Journal of an Emerging Transdiscipline 21 (2018): 107–32. http://dx.doi.org/10.28945/4012.
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Aim/Purpose: To understand the process of social change creation in social entrepreneurial ventures (SEVs), specifically emphasizing the role and nature of the communicative process in social change creation. Background: Drawing on data from seven SEVs from India and the US and employing a grounded theory methodology, this research scrutinizes the social change process and uncovers the role and characteristics of dialogue in this process. Methodology: Qualitative data was collected from seven social entrepreneurial organizations over a period of eight months from July 2011 to February 2012. Semi-structured interviews were conducted with a wide range of members within these social entrepreneurial organizations (n=27) with additional informal interviews with field workers and volunteers. Data from the semi-structured interviews and notes from observations were integrated with analyses of archival resources. Contribution: There is little scholarship about the process of social change creation and the necessary conditions to promote social change over time. Understanding the process of social change creation and the individual, interpersonal, and organizational conditions that facilitate the process is central to design of effective trans-sector TD problem solving ventures. This paper focuses on the process of social change creation in social entrepreneurial settings, specifically emphasizing the role and nature of the communicative process in social change creation. Findings: The reflections and experiences of the members of SEVs revealed that social entrepreneurship is a collective endeavor and this collective character is essential to its success. Collective organization and synergy, deep intra-organizational communication, and a conducive organizational context are critical for the creation of collective wisdom and knowledge networks for long-term collaborative community capacity building. Dialogue emerged as a central category linking the other categories to explain the process of social change creation. Organic organizational structure enables knowledge creation and integration through the process of organizational learning through deep and continuous social interaction, or dialogue. Recommendations for Practitioners: This research elucidated the key characteristics of the organizational context required to support the creation of social change. It also identified the critical role and characteristics of the communicative process required to generate structural knowledge and collective wisdom at the organizational level. Recommendation for Researchers: For individual and organizational learning, trans-sector transdisciplinary organizations require an appropriate organizational context. Key elements of such an organizational context include (1) understanding the ecology of the social problem; (2) organic organizational structure; (3) continuous and deep social interaction among all levels of the organization; (4) employee and community autonomy and empowerment; and (5) attention to subtle environmental changes in the system. These elements in combination lead to the creation of collective wisdom. Collective wisdom then feeds back into the conception, planning, and action stages of the iterative cycle of organizational knowledge creation to create positive social change. Impact on Society: Same as above Future Research: Future research model theoretically and study empirically the ecology of social entrepreneurship and trans-sector TD problem solving more broadly. For example, the ways in the personal attributes of social entrepreneurs (e.g., their leadership style, networking abilities) combine with circumstances at organizational, institutional, and international levels to influence the effectiveness of their efforts to promote positive social change within local and global communities. Second, the grounded theoretical framework developed here should be further refined and elaborated through the identification of additional key contextual factors that affect SEVs’ capacity to promote positive social change and to achieve sustainability in different socio-environmental contexts. There is also a need to translate the findings from this research to facilitate the creation of more inclusive problem solving contexts and practices.
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Jones, Kevin K., Richard L. Baskerville, Ram S. Sriram, and Balasubramaniam Ramesh. "The impact of legislation on the internal audit function." Journal of Accounting & Organizational Change 13, no. 4 (November 6, 2017): 450–70. http://dx.doi.org/10.1108/jaoc-02-2015-0019.
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Purpose The purpose of this study is to show how the presence of change caused a shift in the roles and responsibilities of the internal audit function (IAF). Design/methodology/approach The methodological design/approach was constructed by combining specific aspects of widely known management accounting and organizational change frameworks. The theoretical premise was based on the old institutional economics component of institutional theory. As such, this study used the case study method to examine and analyze the impact of this change in eight specific organizations using the new two-tiered organizational change framework. Findings This new framework analyzes the multidimensional facets of organizational change in the IAF. From the findings, it was observed that the change can be evolutionary, episodic, continuous and/or teleological, and people, organisms and organizations that are subject to it will react or respond to that change in a myriad of ways. Practical implications Moreover, the implications of change can be environmental, socioeconomic and political. Originality/value This study makes an intellectual contribution by introducing a new two-tiered organizational change framework to explain the IAF’s response to the environmental change factor of regulation.
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Quesada-Pineda, Henry J., and Johanna Madrigal. "Sustaining Continuous Improvement: A Longitudinal and Regional Study." International Journal of Engineering Business Management 5 (January 1, 2013): 43. http://dx.doi.org/10.5772/56860.
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This paper presents the results of a longitudinal study of four continuous improvement (CI) leader companies in two different global regions. The goal of the research was to understand how employee perception of different factors that impact the long-term sustainability of the CI process might change over time. Quantitative data analysis was used to capture and statistically analyse employee perceptions by CI factor, time, and geographical location. After validation and reduction techniques were applied to the research model, five factors were singled out: change management, strategic planning, knowledge management, performance management, and sustainability of the CI process. For two of the four companies, no changes in perception were found during the period of study for any of the factors. For the other two, however, changes were perceived in at least one of the five constructs in the study. Changes were also found across the regions included. By leveraging the quantitative analysis with qualitative data collected through interviews and visits to the case study companies, we were able to explain the changes in perception and single out the best CI management process to sustain CI in the long term.
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Yidana, Mumuni Baba, and Gabriel Kwasi Aboagye. "Management of Curriculum Change: A Mechanism for Ensuring Continuous Academic Improvement in Ghanaian Universities." International Journal for Innovation Education and Research 6, no. 2 (February 28, 2018): 41–60. http://dx.doi.org/10.31686/ijier.vol6.iss2.941.
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Effective collaboration in the curriculum change effort remains a challenge in higher education, in particular, with comprehensive curriculum reform or change. Curriculum modification to existing courses or content will not always lead to the desired reform even though a collaborative approach has been the foundation of the process. Comprehensive and collaborative curriculum change requires a full examination of how academics conceive their role and how the curriculum itself is defined, analyzed, and changed.Through a systematic review of literature, the researchers were able to create a contextualized emergent model for curriculum change management for Ghanaian universities derived from experience and educational policies.It emerged from the review of literature that a collectively shared guiding vision for an effective curriculum change provided a strong foundation for the comprehensive curriculum review process; Embracing curriculum as a shared responsibility among faculty and administration led to widespread participation; The collaboration of various groups within the institution in the process promoted organizational change; Cultural issues regarding people and organizational structure served as barriers to the collaboration process, simultaneously the curriculum team’s sense of community strengthened the curriculum review process. This position paper therefore recommends that the Ministry of Education in conjunction with the Ghana Education Service should ensure that the practice of curriculum change is highly decentralized to reflect local concerns. Thus, the decentralization of the process would be tailored towards the local needs of the area. This would make education more meaningful and relevant to students.
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Filyasova, Yu A. "Organizational personnel career development." Upravlenie 9, no. 1 (April 8, 2021): 80–91. http://dx.doi.org/10.26425/2309-3633-2021-9-1-80-91.
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The aim of the study is to analyse opportunities for career development of organizational personnel. The object of the study includes processes providing organizational career development. The subject of the research is interdependence between personal professional development of employees and organizational performance. The research methods are description and analysis.The processes providing career progression can be divided into direct, actively encouraging employees to improve professional skills, and indirect, creating favourable work environment and commitment to achieving organizational relevant goals. Under the modern conditions of societal transformations, it is highly important to pay closer attention to interrelation between personal development and organizational aims since a customary vision of career as vertical climbing a corporate ladder is receding into the past. Opportunities for continuous training, entrepreneurial activity, and multiple vacancies are changing a vision of career as a finite process within an organization. An essential role in the system of personnel management should be played by employee career development planning which establishes connections between financial and nonfinancial incentives, on the one hand, and employee performance, on the other hand, – with respect to their personal interests, social characteristics and motivation level.The author concludes that two opposite tendencies influence personnel management system functioning: change and conservation. The necessity for change is caused by transforming market and social conditions, employee personal growth, and organizational life cycle. The tendency for status quo conservation is dictated by the desire of any system for stability and sustainability.
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Sopow, Eli. "Aligning workplace wellness with global change: an integrated model." Journal of Organizational Change Management 33, no. 5 (June 30, 2020): 909–23. http://dx.doi.org/10.1108/jocm-11-2019-0334.
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PurposeThe purpose of this study is to present evidence for a new model of change management designed to create a continuous integrated alignment between ongoing external organizational change and the proven internal environmental factors related to employee emotional wellness and workplace engagement that in turn directly impact organizational performance relationships within society and the human condition.Design/methodology/approachThis research uses a quantitative approach based on both primary and secondary data. The secondary data includes an analysis of the 2018 Public Service Employee Survey of Canada (N = 163,121) conducted by the Government of Canada while the primary data involves a 2018 employee survey conducted by the author of both civilian and sworn police officer employees with the British Columbia division of the Royal Canadian Mounted Police (N = 2,129) as well as a 2019 survey by the author of Corrections Officers at the Kent Maximum Security Institution in Agassiz, British Columbia (N = 174).FindingsThe key findings presented in this paper provide new evidence that correlations between key organizational workplace factors and employee wellness and performance are directly linked to the ability to address rapidly evolving external environmental factors; that traditional change management approaches are often insufficient to create a positive nexus between the results of environmental scanning and internal workplace environments; and that a new holistic model described in this paper can serve as a powerful diagnostic tool for change managers to identify how internal organizational structures, systems and climates can harmonize with external climates including societal expectations, economic and technological change and public policy.Research limitations/implicationsThe research findings pertain to about 100,000 employees of the Canadian public service and their readiness to manage well-established external environmental factors based on their rating of key internal environmental factors rated to workplace wellness and employee emotional health. Further research on the topic of external/internal organizational change adaptability is required specific to private sector organizations.Practical implicationsThe practical implications of the change management matrix diagnostic model have been proven in earlier beta testing with a group of organizational executives. The presentation of the data in the matrix format resulted in quick and clear identification of major areas of required change. Those changes resulted in improved service delivery, public safety and public trust. A second test was conducted by MBA students successfully applying the matrix model to identify key areas requiring change in various case studies.Social implicationsSociety at present has many new expectations of organizational behavior and citizenship as rapid changes in external environments occur including changes to technology, corporate governance, communications, economic conditions, social values, demographics and public policy. A failure by organizations to ensure that their internal environments of corporate culture, structure, systems and the workplace climate are in sync with external change presents major threats to employee and social well-being and organizational success.Originality/valueA unique model of organizational change management is presented that allows for successfully adapting internal organizational environments to the challenges of meeting rapidly advancing integrated external environmental forces. The result becomes an integrated ecosystem of external and internal environmental forces that offer adaptability to complex and evolving challenges ranging from social, economic, technological and climate change.
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Kuwada, Kotaro. "Strategic Learning: The Continuous Side of Discontinuous Strategic Change." Organization Science 9, no. 6 (December 1998): 719–36. http://dx.doi.org/10.1287/orsc.9.6.719.
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Marković, Mirjana Radović. "MANAGING THE ORGANIZATIONAL CHANGE AND CULTURE IN THE AGE OF GLOBALIZATION." Journal of Business Economics and Management 9, no. 1 (March 31, 2008): 3–11. http://dx.doi.org/10.3846/1611-1699.2008.9.3-11.
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Great shifts ‐ genuine and radical transformation ‐ have been shaping the economy and business environment in recent decades. The world is going to be too tough and competitors too ingenious as companies are shaken loose from traditional ways of conducting business. Therefore, the old principles no longer work in the age of Globalization. Based on her research, Dr Radović Marković tried to make a profile of a successful organization which will be in the best way adopted to business environment in the new economy. Namely,in order to get a complete picture how the winning organization will look like in the future, the author concluded that the successful companies in the future will be the ones which are wise enough to harness the full potential of the entire organization in the rapidly changing business environment .It means that the winners will be the unbridled firms that are responsive to challenges and adroit in both creating opportunities and capturing them. In other words, to match the business environment that is more networked within and among companies, the ability to manufacture value will have to be distributed across the company to a much greater extent than in the past. Under these circumstances, managers need to transform themselves, too. They need to have a better framework for thinking about and understanding organizational change. Additionally, continuous learning is the key competency required by any organization that wants to survive and thrive in the newknowledge economy. Market champions keep asking learning questions, keep learning how to do things better, and keep spreading that knowledge throughout their organization. Knowledge organizations obtain competitive advantage from continuous learning, both individual and collective, concluded Dr.Radović Marković. The author also stresses that it is necessary to determine general personal knowledge and education, then to examine knowledge or various specializations in certain areas and lastly to identify their skills. Recent researches in the USA show that business owners who were not educated enough for the business in which they were engaged, were not successful (80 % of their businesses failed during the first year of their existence). On the opposite, those entrepreneurs who were educated and who showed constant interest in improving their activities have increased their business success by 60 % after the completion of the basic training programs for entrepreneurship and management. Therefore the author pointed out that more highly skilled workforce should be beneficial to organizations. Additionally, the human capital approach reflects the view that the market value of the firm increasingly depends on intangible rather than tangible resources. The three main components of human capital are described as a) early ability, b) qualifications and knowledge acquired through education and c) skills, competencies and expertise through on‐and off‐the‐job training. This would suggest that individual capability is enhanced by greater qualifications and higher skill levels. If this can be assessed and used in good effect in the firm then better human capital should, ceteris paribus, enhance organizational performance. Better organizational performance should, in turn, translate into better national performance. Finally, the author concluded that we should further recognize that we are living in the globalization era, or the Global Age. From the viewpoint of a product life cycle, we are in the introductory phase of globalization because we are in the early stages of the digital revolution that is creating the technologies that are enabling real time relationships among dispersed individuals and organizations. To meet constantly changing conditions and demands, business has to transcend boundaries to get what it needs regardless of where it exists—geographically, organizationally and functionally.
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Alas, Ruth. "CHANGES IN ESTONIAN ORGANIZATIONS FROM INSTITUTIONAL PERSPECTIVE." Journal of Business Economics and Management 5, no. 1 (March 31, 2004): 15–23. http://dx.doi.org/10.3846/16111699.2004.9636064.
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During last decade Estonia has passed through its transition from the authoritarian, centralized, totalitarianism of state socialism, to the democratic country with a free market economy, with different attitudes and values. Estonian companies have been in continuous change process and remarcable part of these changes are deepest by scope ‐ transformational changes. Author proposes that the social phenomena such as organizational change can only be understood in relations to the wider contextual influences that surround them. Changes in Estonian companies could be explained by using institutional and historical context. Research in Estonian companies indicates, that during stable institutions developmental or transitional changes take place in organizations, during societal transience transformational changes occur in organizations.