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Journal articles on the topic 'Organizational Capacity for Change (OCC)'

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Published: 4 June 2021

Last updated: 18 February 2022

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1

Yasir, Muhammad, Rabia Imran, Muhammad Kashif Irshad, Noor Azmi Mohamad, and Muhammad Muddassar Khan. "Leadership Styles in Relation to Employees’ Trust and Organizational Change Capacity." SAGE Open 6, no. 4 (October 2016): 215824401667539. http://dx.doi.org/10.1177/2158244016675396.

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This article intends to examine the role of leadership styles (transformational, transactional, and laissez-faire) and employees’ trust toward organizational change capacity (OCC). Data were collected from a convenient sample of managers, coordinators, officers, community facilitators, social organizers, and activists through questionnaires. A total of 250 respondents were sent questionnaire, usable questionnaires were 204. Results revealed positive and significant relationship between transformational leadership and employees’ trust. Moreover, an insignificant relationship was found between transactional leadership and employees’ trust, whereas laissez-faire and employees’ trust were found to be negatively associated. Findings of the study also depicted a positive and significant relationship of transformational leadership and transactional leadership with OCC. However, laissez-faire was negatively associated with OCC. Results also revealed that employees’ trust mediates the relationship between leadership styles (transformational and laissez-faire) and OCC. However, employees’ trust did not mediate the relationship between transactional leadership and OCC. Finally, implications and suggestions for future research are provided.

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Lei, Hui, Sengphet Phouvong, and Phong Ba Le. "How to foster innovative culture and capable champions for Chinese firms." Chinese Management Studies 13, no. 1 (April 1, 2019): 51–69. http://dx.doi.org/10.1108/cms-05-2018-0502.

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Purpose This paper aims to provide more knowledge on antecedent conditions of organizational capacity for change by examining the mediating role of employee trust in relationship between transformational leadership (TL) and two components of organizational change capacity (OCC) (innovative culture and capable champions) in Chinese firms. Design/methodology/approach Survey data were collected from 269 participants at 65 Chinese firms. Structural equation modeling was used to test hypotheses in the proposed research model. Findings The research findings indicate that within the Chinese context, TL and two dimensions of employee trust in leadership (cognition-based trust and affect-based trust) are positively related to innovative culture and capable champions. Moreover, the two dimensions of employee trust act as the mediating roles between TL and components of OCC. Research/limitations implications The results and benchmarks in this paper are appropriate for a particular context of Chinese firms. Future research should examine other contexts to provide a clearer picture of the relationship between the constructs. Practical implications The study highlights the importance of practicing TL style to build employee trust in leadership aimed at fostering innovative culture and capable champions. Originality/value The paper has provided theoretical and managerial initiatives in the field of organizational behavior and change management that can clarify the relationship between TL, employee trust and OCC. These initiatives might help firms to identify a right pathway for promoting OCC and adapting more quickly and effectively to the change of business environment.

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Wiedenhöft, Guilherme Costa, Edimara Mezzomo Luciano, and Josiane Brietzke Porto. "Impacts of the spirit of initiative and identification with the organization on IT governance effectiveness perception in public organizations." Revista de Gestão 26, no. 1 (January 21, 2019): 5–21. http://dx.doi.org/10.1108/rege-01-2018-0014.

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PurposeThe purpose of this paper is to address the process of organizational governance of IT resources, called IT governance (ITG), especially its behavioral approach. The organizational citizenship behavior (OCB) concept was used to understand the relationship between the behavioral dimensions and the perception of ITG effectiveness. The objective of this research is to identify if individuals’ behavior contributes to a greater perception of ITG effectiveness in public organizations. This is an exploratory and descriptive research with a quantitative approach.Design/methodology/approachThis was an exploratory and descriptive research with a quantitative approach. A survey with IT teams of public organizations in a Brazilian state was performed, and data were analyzed through partial least squares. A positive and significant relationship between the variables Spirit of Initiative (R2=0.2926) and Identification with the Organization (R2=0.1276), and the perception of ITG effectiveness was found.FindingsResults showed that when OCB levels are higher, ITG is more easily perceived as effective. This occurs because the predisposition to adopt ITG mechanisms increases the changes in the governance process, which are understood as significant by the organization. In addition, it is important to consider the impact of change on individuals, due to ITG adoption. This reinforces that ITG is not just about the IT department, but also refers to its adoption and use throughout the organization as a key resource for the implementation of public policies and for following governmental strategies.Research limitations/implicationsThe predictive capacity of the proposed relationship model requires a larger number of confirmatory studies. Its application is suggested in other federative units or in private organizations.Practical implicationsOCB increases the predisposition to adopt ITG mechanisms, provided they understand that changes in the governance process are important to the organization. The change impact on individuals due to ITG adoption is also relevant, which shows that ITG is not only about the IT department, but also about IT adoption and its use throughout the organization.Originality/valueThe paper helps understanding the behavioral effects on the effectiveness of the GTI, since the simple adoption of GTI mechanisms does not guarantee that they are effective in achieving its objective of responding to governmental demands.

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Sánchez-Medina, Patricia S. "Organizational capability for change and performance in artisanal businesses in Mexico." Journal of Organizational Change Management 33, no. 2 (March 23, 2020): 415–31. http://dx.doi.org/10.1108/jocm-06-2018-0157.

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PurposeBusinesses in Mexico, particularly small and mid-sized companies, are faced with numerous challenges: a lack of competition, difficulty in positioning and maintaining oneself in the market, irrational use of natural resources, and poverty in the environment in which they develop. In spite of these problems, many are able to succeed; however, there is limited knowledge about how these businesses could implement organizational changes that would positively impact their results.Design/methodology/approachUsing dynamic capabilities theory and survey data obtained from pottery businesses in several artisan communities in Mexico through the application of face-to-face interviews, this paper analyzes the relationship between organizational capability for change (OCC) and economic and environmental performance.FindingsThis research proves that OCC positively and significantly impacts economic and environmental performance. Results contribute to the existing literature on OCC in the context of poverty.Originality/valueThis study offers empirical research that illustrates the relationship between OCC and the environmental and economic performance of pottery businesses. Additionally it contributes to a field of knowledge in progress; that is, OCC in contexts of subsistence where poverty is a constant issue. Artisans living in this context can also develop business capabilities that contribute to the permanence of their business in the market.

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ramezan, majid, Mohammad Ebrahim Sanjaghi, and Hassan Rahimian Kalateh baly. "Organizational change capacity and organizational performance." Journal of Knowledge-based Innovation in China 5, no. 3 (September 27, 2013): 188–212. http://dx.doi.org/10.1108/jkic-07-2013-0012.

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Heslin, Kathleen, and Jo-Anne Marr. "Building Organizational Capacity for Change." Healthcare Management Forum 21, no. 4 (December 2008): 44–49. http://dx.doi.org/10.1016/s0840-4704(10)60055-5.

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7

Soparnot, Richard. "The concept of organizational change capacity." Journal of Organizational Change Management 24, no. 5 (August 30, 2011): 640–61. http://dx.doi.org/10.1108/09534811111158903.

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JUDGE, WILLIAM Q., MARK BOWLER, and THOMAS DOUGLAS. "PREPARING FOR ORGANIZATIONAL CHANGE: EVOLUTION OF THE ORGANIZATIONAL CAPACITY FOR CHANGE CONSTRUCT." Academy of Management Proceedings 2006, no. 1 (August 2006): O1—O6. http://dx.doi.org/10.5465/ambpp.2006.27169501.

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Heckmann, Nadine, Thomas Steger, and Michael Dowling. "Organizational capacity for change, change experience, and change project performance." Journal of Business Research 69, no. 2 (February 2016): 777–84. http://dx.doi.org/10.1016/j.jbusres.2015.07.012.

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Spaulding, Aaron, Bita A. Kash, Christopher E. Johnson, and Larry Gamm. "Organizational capacity for change in health care." Health Care Management Review 42, no. 2 (2017): 151–61. http://dx.doi.org/10.1097/hmr.0000000000000096.

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11

Judge, William Q., and Christopher P. Blocker. "Organizational capacity for change and strategic ambidexterity." European Journal of Marketing 42, no. 9/10 (September 19, 2008): 915–26. http://dx.doi.org/10.1108/03090560810891073.

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12

Ketil Arnulf, Jan. "Organizational change capacity and composition of management teams." Team Performance Management: An International Journal 18, no. 7/8 (October 12, 2012): 433–54. http://dx.doi.org/10.1108/13527591211281156.

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Steenhuisen, Bauke. "Cutting dark matter. Professional capacity and organizational change." Journal of Organizational Ethnography 3, no. 2 (August 12, 2014): 152–68. http://dx.doi.org/10.1108/joe-03-2012-0016.

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Purpose – The purpose of this paper is to discuss the impact of organizational change on the competence of controllers in rail infrastructure operations. Controllers are a critical link in providing rail services. They guide train traffic 7/24 in real time from within control rooms by daily responding to a multitude of disturbances. Market reforms have radically changed their work conditions by unbundling and re-bundling control rooms. Design/methodology/approach – Ethnographically inspired research has been performed at the work stations of controllers in both unbundled and re-bundled, both Dutch and British control rooms between 2007 and 2011. The author observed how controllers deal with moderate disturbances and discusses the nature of their underlying professional capacities, what guides their decision making in discretion. Implications are discussed how organizational change affects these capacities in case of unbundling and re-bundling control rooms. Findings – The paper shows how to gain a more explicit understanding of what controllers, as professionals, essentially think and do. An open-interactive account of professional capacity emerges, in contrast to the private-cognitive view widespread in literature. Both conceptualizations of professional capacities have radically different implications for their susceptibility to organizational change. Originality/value – This paper reveals an urgent perspective on the impact of market reforms, through the accompanying organizational change, on professional capacity at the operational level of providing public rail services.

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Subbiah, Karthik, and Anthony F. Buono. ""INTERNAL CONSULTANTS AS CHANGE AGENTS: Roles, Responsibilities and Organizational Change Capacity"." Academy of Management Proceedings 2013, no. 1 (January 2013): 10721. http://dx.doi.org/10.5465/ambpp.2013.10721abstract.

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Loew, Nadine, Michael Dowling, and Thomas Steger. "Organizational Capacity for Change: An Empirical Analysis in Germany." Academy of Management Proceedings 2013, no. 1 (January 2013): 16004. http://dx.doi.org/10.5465/ambpp.2013.16004abstract.

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Judge, William, and Thomas Douglas. "Organizational change capacity: the systematic development of a scale." Journal of Organizational Change Management 22, no. 6 (October 14, 2009): 635–49. http://dx.doi.org/10.1108/09534810910997041.

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17

Godkin, Lynn. "The zone of inertia: absorptive capacity and organizational change." Learning Organization 17, no. 3 (April 20, 2010): 196–207. http://dx.doi.org/10.1108/09696471011034900.

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Faust, Victoria, Brian D. Christens, Shannon M. A. Sparks, and Amy E. Hilgendorf. "Exploring relationships among organizational capacity, collaboration, and network change." Psychosocial Intervention 24, no. 3 (December 2015): 125–31. http://dx.doi.org/10.1016/j.psi.2015.09.002.

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19

Bechhofer, Shani. "Change in Jewish Day Schools: Organizational Capacity and Barriers." Journal of Jewish Education 70, no. 3 (September 2004): 74–87. http://dx.doi.org/10.1080/0021624040700309.

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20

Godkin, Lynn. "Institutional Change, Absorptive Capacity, and the Organizational Zone of Inertia." Human Resource Development Review 7, no. 2 (June 2008): 184–97. http://dx.doi.org/10.1177/1534484307313604.

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21

Heward, S., C. Hutchins, and H. Keleher. "Organizational change--key to capacity building and effective health promotion." Health Promotion International 22, no. 2 (January 11, 2007): 170–78. http://dx.doi.org/10.1093/heapro/dam011.

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22

Shipton, Helen, Pawan S. Budhwar, and Jonathan Crawshaw. "HRM, Organizational Capacity for Change, and Performance: A Global Perspective." Thunderbird International Business Review 54, no. 6 (October 23, 2012): 777–90. http://dx.doi.org/10.1002/tie.21503.

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23

Gobikas, Mindaugas, and Vilma Čingienė. "Role of Capacity in Understanding Organizational Change in National Sports Federations." Management of Organizations: Systematic Research 82, no. 1 (December 1, 2019): 13–23. http://dx.doi.org/10.1515/mosr-2019-0010.

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AbstractThe aim of this paper is to present an overview of selected organizational theories pertaining to the process of organizational change. The emphasis is made on organizational capacity outlining its relevance in the context of understanding the changes taking place within the National Sports Federations.

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Ha, Tung Thanh, and Phong Ba Le. "What Are the Sources of Organizational Change Capability? The Role of Transformational Leadership and Organizational Justice." International Journal of Business Administration 12, no. 2 (March 5, 2021): 76. http://dx.doi.org/10.5430/ijba.v12n2p76.

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The paper aims to clarify the influences of transformational leadership (TL) and aspects of organizational justice on change capacity of organizations. Structural equation modelling is applied to test the relationship among the research factors based on the survey of 315 employees in 72 Vietnamese firms. The results show aspects of organizational justice act as mediating roles in the relationship between TL and organizational change capacity. TL has greater effects on innovative culture, while organizational justice has greater effects on capable champions. This study highlights the importance of building the environment of justice in an organization to link TL and organizational change capacity. This study has provided valuable initiatives and deeper insights on the new and effective pathways for firms to improve their change competence and response more successfully and rapidly towards the shift of competitive context and business environment.

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Watad, Mahmoud. "Organizational learning and change: can they coexist?" Business Process Management Journal 25, no. 5 (September 2, 2019): 1070–84. http://dx.doi.org/10.1108/bpmj-12-2016-0240.

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Purpose The purpose of this paper is to explore the dynamics of IT-enabled change and organizational learning. This research defines organizational learning in general terms as the capacity of acquiring, transferring and creating knowledge within an organization. Design/methodology/approach This research design represents a common form of ex-post facto analysis, in which the exploration of relationships between variables is the main focus. The questionnaire used in the first phase was self-administered in a report format, wherein managers were asked to describe the organizational context and problems; the IT intervention or managers’ response to the problems; and the benefits that resulted from the introduction of IT. In the follow-up phase, the interviews used a similar version of the survey, focusing on the same themes. Findings This paper contends that IT-enabled change such as process redesign and productivity improvements do not take place simultaneously with an organization’s attempts to increase its knowledge base or its capacity to acquire knowledge. Organizations alter processes and re-engineer their operations to improve productivity, not to enhance their knowledge-acquiring and decision-making capacities. It seems that the attention structure of managers may be limited and, therefore, they cannot focus on improving both ends simultaneously. This may suggest that when an organization alters its processes, it may overlook its ability to acquire knowledge and its learning capacity at least for the short term. Originality/value The findings of this study can serve as important insights regarding managers’ work practices. Findings support a pragmatic view where managers are concerned with showing immediate gains through the introduction of IT which implies a lack of long-term planning. The findings also can serve as an important lesson to managers in that when they alter organizational processes, they should not overlook the issues of organizational learning and knowledge creation. The findings highlight the complexity of organizations and the conflicting objectives which organizations may attempt to achieve when engaging in change efforts such as the adoption of new technologies.

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McMillan, Kim. "Politics of change: the discourses that inform organizational change and their capacity to silence." Nursing Inquiry 23, no. 3 (May 6, 2016): 223–31. http://dx.doi.org/10.1111/nin.12133.

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Amis, John, Trevor Slack, and C. R. Hinings. "Strategic Change and the Role of Interests, Power, and Organizational Capacity." Journal of Sport Management 18, no. 2 (April 2004): 158–98. http://dx.doi.org/10.1123/jsm.18.2.158.

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The purpose of this study was to investigate the role of subunit interests, power arrangements, and organizational capacity in a program of radical transformation of a group of Canadian National Sport Organizations (NSOs). Using realtime data collected over a 12-year period, six case studies were constructed to provide insight into the role that these internal dynamics had on the propensity of organizations to change. Results showed that NSOs that completed the transformation possessed leadership with the technical and behavioral capacity for change, had an organizational structure in which volunteers were willing to share power with professional staff, and engaged in an all-encompassing transformation process that embraced the entire organization. By contrast, those NSOs that failed to complete the change lacked effective transformational leadership, had a structure in which power was retained centrally by volunteer board members, and were characterized by ongoing struggles among subunits to protect their own interests.

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Judge, William Q., Irina Naoumova, and Thomas Douglas. "Organizational capacity for change and firm performance in a transition economy." International Journal of Human Resource Management 20, no. 8 (August 2009): 1737–52. http://dx.doi.org/10.1080/09585190903087107.

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Shah-Nelson, Clark, Ellen A. Mayo, and Patience Ebuwei. "Capacity-Building for Sustainability." International Journal of Technology-Enabled Student Support Services 10, no. 1 (January 2020): 40–54. http://dx.doi.org/10.4018/ijtesss.20200101.oa1.

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An American K-12 cooperative educational services provider (“The Agency”) has an issue: partner school districts are saving money by building internal capacity for professional development, rather than fully utilizing expertise from the Agency. The aim of this evidence-based case study is to inform the Agency on capacity-building for innovation. The researchers performed three separate rapid evidence assessments, followed by a standard systematic review process to synthesize findings across 31 studies. Key findings identified from the research include (1) organizational capacity and program evaluation lead to organizational sustainability, (2) agency leadership should guide strategic organizational change in order to establish a shared vision for evaluation and feedback, and (3) organizations benefit from practicing continuous and ongoing learning through feedback loops. The findings of this study may be generalizable to other similar educational service providers or non-profits looking to strengthen organizational capacity and partnerships.

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Liozu, Stephan, Andreas Hinterhuber, and Toni Somers. "Organizational design and pricing capabilities for superior firm performance." Management Decision 52, no. 1 (March 11, 2014): 54–78. http://dx.doi.org/10.1108/md-05-2013-0279.

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Purpose – The purpose of this paper is to test the relationship between organizational antecedents, pricing capabilities, and firm performance. Design/methodology/approach – Quantitative survey of 748 managers from mostly large companies globally. Findings – It was found that the following five key organizational resources (the 5 Cs) – center-led price management, organizational confidence, championing behaviors, organizational change capacity, and pricing capabilities – positively influence firm performance. Furthermore, it was found that center-led price management, organizational change capacity, and championing behaviors act as important antecedents to pricing capabilities and, except for the former, to organizational confidence. The authors also examine interaction and mediation effects. Originality/value – The results thus suggest that generic organizational factors – namely center-led price management – as well as highly idiosyncratic firm, specific capabilities – namely organizational confidence, championing behaviors by top management, organizational change capacity, and pricing capabilities – are key requirements to increase firm performance via pricing.

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Fusarelli, Lance D. "Tightly coupled policy in loosely coupled systems: institutional capacity and organizational change." Journal of Educational Administration 40, no. 6 (December 2002): 561–75. http://dx.doi.org/10.1108/09578230210446045.

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Durmaz, Vildan. "ORGANIZATIONAL CHANGE FOR THE ENVIRONMENTALLY SUSTAINABLE AIRPORT MANAGEMENT." EMAJ: Emerging Markets Journal 1, no. 2 (November 18, 2011): 13–20. http://dx.doi.org/10.5195/emaj.2011.9.

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Air transportation industry is a globally growing industry. As an inseparable part of this industry, airport management is also becoming more crucial issue to be dealt with. Airports offer economic and social benefits to the society, but also environmental impacts of airport operations are increasing due to high traffic growth. While airport capacity is increasing, airport operators are being responsible for mitigating environmental constraints. Today to implement airport environmental management system is seen as a critical way of solution. To ensure effective implementation of this system, an organizational change with definite roles, responsibilities and structure are needed. This study illustrates a way of organizational response to market forces and national regulations guiding the achievement of sustainable airports by determining the structure and the roles in an airport organization.

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Legg, Julie, Ryan Snelgrove, and Laura Wood. "Modifying Tradition: Examining Organizational Change in Youth Sport." Journal of Sport Management 30, no. 4 (July 2016): 369–81. http://dx.doi.org/10.1123/jsm.2015-0075.

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The purpose of this study was to examine the process of change at the level of youth sport by identifying the impetus for change, responses to change by stakeholders, and factors that constrained or aided the change process. Theoretically, this study builds upon an existing integrative change model. The context of this research is two youth soccer associations in Ontario, Canada, undergoing a long-term structural redesign mandated by the provincial soccer association. Stakeholders from local soccer clubs, as well as the Ontario Soccer Association (N = 20), identified key factors influencing the implementation and success of change. Pressures to change and individual efforts made by board members, coaches, and parents were noted as aiding the change process. Limited collaboration with stakeholders, poor communication, misunderstandings of the change, and constrained organizational capacity negatively affected the change process.

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Klarner, Patricia, Gilbert Probst, and Richard Soparnot. "Organizational Change Capacity in Public Services: The Case of the World Health Organization." Journal of Change Management 8, no. 1 (March 2008): 57–72. http://dx.doi.org/10.1080/14697010801937523.

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KOŞAR, Didem, Ali Çağatay KILINÇ, Serkan KOŞAR, Emre ER, and Zeki ÖĞDEM. "The Relationship between Teachers’ Perceptions of Organizational Culture and School Capacity for Change." Journal of Educational Sciences Research 6, no. 2 (October 30, 2016): 39–59. http://dx.doi.org/10.12973/jesr.2016.62.3.

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Judge, William Q., and Detelin Elenkov. "Organizational capacity for change and environmental performance: an empirical assessment of Bulgarian firms." Journal of Business Research 58, no. 7 (July 2005): 893–901. http://dx.doi.org/10.1016/j.jbusres.2004.01.009.

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Carrad, Amy, Anne-Maree Parrish, and Heather Yeatman. "Building Public Health Capacity through Organizational Change in the Sport System: A Multiple-Case Study within Australian Gymnastics." International Journal of Environmental Research and Public Health 18, no. 13 (June 22, 2021): 6726. http://dx.doi.org/10.3390/ijerph18136726.

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Sports clubs increasingly are settings for health promotion initiatives. This study explored organizational change processes and perceived facilitators and barriers relevant to implementing a health promotion initiative within gymnastics settings in New South Wales (NSW), Australia. A multiple-case design investigated the experiences of the state association (Gymnastics NSW) and five clubs from one region of NSW in a participatory Health-Promoting Gymnastics Clubs (HPGC) program. The program aimed to build the capacity of Gymnastics NSW to support affiliated clubs to become health-promoting settings. Interviews with organizational representatives explored their experiences of the program and identified factors that enabled or inhibited program adoption, implementation and sustainability. Facilitators and barriers identified included leadership and champions; organizational capacity and culture; priorities and timing; and characteristics of the HPGC framework. This multi-level, organizational change intervention demonstrated potential to create health-promoting gymnastics settings. Tailoring strategies in diverse club contexts required involvement of organizational leaders in program development and action planning. Despite positive impacts, pre-existing organizational culture inhibited integration of health promotion as a core value. Sustained organizational change may result from professional regulatory requirements (e.g., accreditation and affiliation), and policy directives and funding (for organizational change, not program delivery) from relevant government departments.

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Naraine, Michael L., and Milena M. Parent. "Examining social media adoption and change to the stakeholder communication paradigm in not-for-profit sport organizations." Journal of Amateur Sport 3, no. 2 (July 25, 2017): 55–81. http://dx.doi.org/10.17161/jas.v3i2.6492.

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The purpose of this study was to examine social media adoption within not-for-profit sport organizations to illuminate the impetus for change, the type of change undertaken, and change resistance. Using a contextualist approach depicting the external and internal forces as well as the change process, semi-structured interviews were conducted with ten Canadian national sport organizations (NSO) representing varying degrees of social media presence. The findings suggest that, although social media is espoused as a radical, transformational vehicle, NSOs have only made incremental adjustments to their stakeholder communication and have situated social media within their extant organizational condition due to capacity constraints and resistance from staff and reticent stakeholders. Adopting social media in light of limited organizational capacity thus diminishes the utility of the communications tool. Theoretical and practical implications include how to improve social media-related capacity and the importance of continuing the social media and sport domain’s organizational theory agenda.

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Saini, Debi S. "The Indian Business Scene, Challenges of Change, and Capacity-Building through People-Management Strategy." Vision: The Journal of Business Perspective 9, no. 3 (July 2005): 11–24. http://dx.doi.org/10.1177/097226290500900302.

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In today's business world of chaotic high incidence of competition, managing change is one of the most critical factors for corporate success. Studies show that Indian corporate leaders of the pre-reform era have not been able to sustain their growth rate in sales and profit. They have not been able to withstand the winds of change caused by the new economic realities. Even those players who have demonstrated greater incidence of success have not been seriously considering internationalization of their businesses. This paper discusses the opportunities offered by the new economic policy (NEP) to corporates in India; some of the achievements attained by them; and the problems and challenges they face in this regard. It identifies the need for change as a corporate strategic priority. The paper argues that for organizational capacity-building for performance excellence, Indian companies need to invest in learning and benchmarking in different spheres of organizational working; and also resort to leveraging the empowerment model of human resource management (HRM) strategy as a way of organizational life.

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Francalanci, Chiara, and Vincenzo Morabito. "IS Integration and Business Performance: The Mediation Effect of Organizational Absorptive Capacity in SMEs." Journal of Information Technology 23, no. 4 (December 2008): 297–312. http://dx.doi.org/10.1057/jit.2008.18.

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A fundamental result of the information technology (IT) and business performance literature is that IT is not a driver of performance per se. However, it can be associated with higher performance if accompanied by organizational change. The identification of the variables describing organizational change is still on-going work. This paper focuses on organizational absorptive capacity and analyses its effects on the relationship between IT and business performance in small and medium enterprises (SMEs). Organizational absorptive capacity measures the ability of an organization to complete a learning process. A significant learning effort is typically associated with IT, as it represents a complex technology. To cope with IT's complexity, implementation is typically incremental and is accompanied by a continuous integration effort of data and applications. The degree of integration of a company's information system (IS), called IS integration, is a proxy of IT maturity and quality. In this study, we explore the effect of IS integration on business performance through absorptive capacity, that is, we hypothesize that absorptive capacity has a mediation role between IS integration and business performance. The proposed research model is tested with data surveyed from 466 SMEs sited in Italy, for which exports constitute more than half of their revenues. Results indicate that organizational absorptive capacity has a mediation effect. Alternative models attributing to absorptive capacity a role different from mediation are found to be non-significant.

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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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Hill, Curdina, and Ann Curry-Stevens. "Organizational Change and Racial Equity: Implications for Capacity-Building Practice for Organizations and Networks." Journal of Nonprofit Education and Leadership 7, no. 1 (2017): 24–31. http://dx.doi.org/10.18666/jnel-2017-v7-i1-8023.

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Zhang, Jing A., Zhimin Wang, and Conor O’Kane. "Realized absorptive capacity and entrepreneurial universities’ organizational change: the role of process innovation practices." R&D Management 49, no. 5 (March 20, 2019): 716–33. http://dx.doi.org/10.1111/radm.12366.

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Mupepi, Mambo G., and Patience Taruwinga. "Cultural Differentials Modify Change." International Journal of Sustainable Economies Management 3, no. 2 (April 2014): 50–79. http://dx.doi.org/10.4018/ijsem.2014040105.

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A mixed research methodology was deployed to show that cultural differences and perceived risk-taking must be considered in charting competences in advancing household enterprises in the Southern African Development Communities and the USA. The consequences were that triumphant households were those that took cognizance of multiculturalism in assessing and measuring performance. Multiple Linear Regression analysis demonstrated that capacity must be customized to suit organizational vision and that the vital predictor of perceived success in the USA was performance orientation while uncertainty avoidance topped the list in the SADC. Results indicate that diversity was understood in all successful enterprises.

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Niess, Alexander, and Francois B. Duhamel. "The course of recognition and the emergence of change initiatives." Journal of Organizational Change Management 31, no. 5 (August 13, 2018): 1071–83. http://dx.doi.org/10.1108/jocm-03-2017-0090.

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Purpose The purpose of this paper is to study the status of the individual self in the emergence of change initiatives in organizations. Design/methodology/approach This theoretical paper examines the emergence of change initiatives through the building of agents’ capacity to act, based on a theory of action inspired by Paul Ricœur. Findings This paper identifies the “course of recognition” to favor the emergence of change initiatives and the building of the capacity to act of agents, respecting the autonomy at the individual level, a sense of care at the group level and justice at the institutional level. Research limitations/implications The theoretical research can be extended with empirical studies dealing with the role of agents’ capacities in conflict management, the role of the “narrative self´” in change processes in organizations and the conjoint operationalization of autonomy care and justice to determine the agents’ capacity to act for initiatives to emerge. Practical implications It is important to develop a sense of shared leadership to nurture the capacity to act of agents to make change initiatives emerge in organizations, increasing organizational members’ feelings of being recognized. Originality/value So far, research has not provided satisfactory answers to the question about how to best initiate organizational change. The use of Ricœur’s theory of action adds value to the existing approaches as it addresses the source of the emergence of initiatives from agents’ feelings of their capacity to act, and integrates individual, group and institutional levels, which are rarely contemplated together.

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Williams, Nathaniel J., Charles Glisson, Anthony Hemmelgarn, and Philip Green. "Mechanisms of Change in the ARC Organizational Strategy: Increasing Mental Health Clinicians’ EBP Adoption Through Improved Organizational Culture and Capacity." Administration and Policy in Mental Health and Mental Health Services Research 44, no. 2 (May 28, 2016): 269–83. http://dx.doi.org/10.1007/s10488-016-0742-5.

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ERIKSEN, SIRI, CECILIE ØYEN, SJUR KASA, and ANDERS UNDERTHUN. "Weakening adaptive capacity? Effects of organizational and institutional change on the housing sector in Norway." Climate and Development 1, no. 2 (July 2009): 111–29. http://dx.doi.org/10.3763/cdev.2009.0014.

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Bess, Kimberly D., Douglas D. Perkins, and Diana L. McCown. "Testing a Measure of Organizational Learning Capacity and Readiness for Transformational Change in Human Services." Journal of Prevention & Intervention in the Community 39, no. 1 (December 30, 2010): 35–49. http://dx.doi.org/10.1080/10852352.2011.530164.

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Adna, Beta Embriyono, and Badri Munir Sukoco. "Managerial cognitive capabilities, organizational capacity for change, and performance: The moderating effect of social capital." Cogent Business & Management 7, no. 1 (January 1, 2020): 1843310. http://dx.doi.org/10.1080/23311975.2020.1843310.

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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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