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MATOSE, FRANK, and SCOTNEY WATTS. "Towards community-based forest management in Southern Africa: do decentralization experiments work for local livelihoods?" Environmental Conservation 37, no. 3 (September 2010): 310–19. http://dx.doi.org/10.1017/s0376892910000639.
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SUMMARYDifferences are emerging in decentralization of forest and community management in Zimbabwe, Mozambique and South Africa. This paper draws on case studies in each country to examine five aspects of their decentralization experience, namely forest tenure, new organizational structures, accountability and livelihood outcomes. Tenure arrangements developed as a result of decentralization are important for communities, as these determine the nature of access sanctioned by the state and security of the arrangements. The transfer of power to new organizations is proving to be a challenge. Experiences across the three case studies show that new committees were formed for these forestry initiatives by outside agencies and attempts were made to make them relevant to the way local communities managed forests. One of the main tenets of decentralization revolves around accountability of community representatives to their constituents rather than to the state. Although moves have been made to promote the accountability of community representatives, these have produced mixed results in Zimbabwe, Mozambique and South Africa. Only after changes in the approach taken by the state in Zimbabwe did community representatives become more accountable. In Mozambique, because of the special arrangements around the specific case, greater authority was given to community representatives, whereas, in South Africa, the state retained authority over representatives. Decentralization may bring benefits and improve communities' livelihoods from forestry activities, however much more still needs to be done by states in order for forests to take communities out of poverty.
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Hassan, Mostafa Kamal, and Samar Mouakket. "ERP and organizational change." International Journal of Organizational Analysis 24, no. 3 (July 11, 2016): 487–515. http://dx.doi.org/10.1108/ijoa-05-2014-0760.
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Purpose The study aims to explore the processes of implementing an enterprise resource planning (ERP) system in a public service organization operating in an emerging market economy, namely, the United Arab Emirates (UAE). Design/methodology/approach The study draws on Laughlin’s (1991) model of organizational change to highlight how the introduction of an ERP system, particularly its accounting modules, disrupted the adopting organization’s modes of thinking and its members’ practices. It uses a case study methodology. Data collection methods included semistructured interviews, documentary evidence and personal observation. Findings The case study findings show that despite implementation and customization problems, the organization’s employees were forced to use the ERP system. The findings also highlight how the ERP system was acted upon to mobilize the organization’s members toward a new era of information technology. However, the misfit between pre- and post-ERP system accounting practices led to some organizational members to form absorbing groups that questioned accounting-based ERP system organizational changes. The top management’s persistent desire to adopt the ERP system through forcing the organization’s employees to use the system’s modules led the organization to undergo what Laughlin (1991) calls “colonization” organizational change. Research limitation/implications The use of a case study methodology inherently limits the generalizability of the study’s findings. The case study was carried out over a relatively short timeframe, namely, ten months. Therefore, the use of a longitudinal case study to examine accounting-based ERP organizational change is recommended. Practical implications The study provides insights that can assist top management in formulating organizational change strategies. It also provides insights about emerging economies’ regulatory particularities that influence ERP system implementation. Originality/value The study is one of the first studies that utilizes Laughlin’s (1991) model of organizational change to examine accounting-based ERP organizational change in an emerging market economy.
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Taringa, Nisbert, and Clifford Mushishi. "Mainline Christianity and Gender in Zimbabwe." Fieldwork in Religion 10, no. 2 (March 29, 2016): 173–89. http://dx.doi.org/10.1558/firn.v10i2.20267.
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This research aimed to find out the actual situation on the ground regarding what mainline Christianity is actually doing in confronting or conforming to biblical and cultural norms regarding the role and position of women in their denominations. It is based on six mainline churches. This field research reveals that it may not be enough to concentrate on gender in missionary religions such as Christianity, without paying attention to the base culture: African traditional religio-culture which informs most people who are now Christians. It also illuminates how the churches are actually acting to break free of the oppressive biblical traditions and bringing about changes regarding the status of women in their churches. In some cases women are now being given more active roles in the churches, but on the other hand are still bound at home by an oppressive traditional Shona patriarchal culture and customs. Through a hybrid qualitative research design combining phenomenology and case study, what we are referring to as phenomenological case study, we argue that Christianity is a stimulus to change, an impetus to revolution, and a grounding for dignity and justice that supports and fosters gender equity efforts.
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Evans, Christina. "Diversity management and organizational change." Equality, Diversity and Inclusion: An International Journal 33, no. 6 (August 12, 2014): 482–93. http://dx.doi.org/10.1108/edi-09-2013-0072.
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Purpose – Set against a background of numerous institutionally funded programmes with a focus on gender mainstreaming, the purpose of this paper is to draw on institutional theory as an alternative lens to explain why such programmes often fail to achieve the desired outcomes. Design/methodology/approach – The paper is based on a case of a European Social Fund EQUAL Programme aimed at enhancing employment opportunities for women in Information Technology, Electronics and Communication and related sectors. The paper focuses on the partnership working aspect, which is a fundamental mobilizing structure of European Commission programmes. Insights into the experiences of partnership working were gathered from interviews with 18, out of the 24 participating partners, on this specific programme. Findings – Tensions with partnership working are exposed and discussed: frustration with intra-organizational collaborative working and structures and outputs that promote a mimetic approach to change, legitimized through the symbolic use of “best practice”; findings more consistent with “institutional isomorphism”, as opposed to “institutional innovation”. Social implications – Given that partnership working remains a key mobilizing structure of gender mainstreaming programmes, both within Europe and in other contexts, the paper concludes with recommendations aimed at those responsible for commissioning and overseeing such programmes. Originality/value – This paper draws on institutional theory as an alternative lens to examine and explain why gender mainstreaming programmes do not always achieve the intended outcomes. To date, as others acknowledge, there has been limited work that has applied organizational theory to this problem.
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Mastio, Emmanuel, and Kenneth Dovey. "Power dynamics in organizational change: an Australian case." International Journal of Sociology and Social Policy 39, no. 9/10 (September 9, 2019): 796–811. http://dx.doi.org/10.1108/ijssp-07-2019-0142.
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Purpose The purpose of this paper is to contribute to the understanding of the role of abstract forms of power in organizational change by exploring the role of such forms of power in the recent structural transformation of an iconic Australian Intellectual Property law firm. The research literature reflects relatively few studies on the increasing complexity of power dynamics in organizational and institutional arrangements. Design/methodology/approach The complexity of the investigated phenomena led to the adoption of three qualitative methods in order to access the specific forms of data that were perceived to be relevant to answering the research question (“How did abstract power dynamics influence the nature and outcomes of the firm’s structural transformation?”). Ethnography was used in the attempt to discern, through participation and observation, the assumptions that manifested in action and/or inaction; phenomenology in the exploration through unstructured interviews with 41 staff members and 4 clients of the firm, of their interpretation and “sense-making” of their “lived experience” of “what was going on” in the firm; and narrative enquiry in establishing a narrative of critical events, and their impact on “what was going on” in the firm, including those that had occurred over the years prior to this research initiative. Findings The research shows the effects of contradicting forms of abstract power (namely, hegemonic (ideological) power, dominant institutional logic and structural power) as the firm struggled to address challenges to its existence. The impact of these forms of power upon the partners’ apprehension and interpretation of the emerging challenges to the firm’s business performance remained inconspicuous throughout the period of transformation. However, these contradictory forms of abstract power insidiously created tensions within the organization which were poorly addressed, resulting in organizational dysfunction and destructive sectarian conflict. The results show that the inability of partners to discern the nature of the forms of power which were influencing their responses to the crisis was a consequence of under-developed collectively reflexive capabilities and an absence of collaborative problem-solving practices. This resulted in a negative outcome for the firm. Research limitations/implications The research has significant implications for collective endeavor in global business operations that are becoming increasingly complex. In particular, the complexity of power relations, as insidious ideological forces supported by ubiquitous technologies threaten to subsume agentic power in ways that domesticate and neutralize it, requires the development of sophisticated forms of collective ways of “working with power” – capabilities that include the ability to demystify the abstract forms of power that can shape the experience of social realities as “inevitable and natural.” Further research into these forms of power, and the surreptitious role they play in organizational arrangements, is an important requirement. With respect to limitations, as the research is located in the interpretivist research paradigm, the issue of interpretation is problematic. A strong effort was made to limit unwitting interpretive bias but the possibility of such bias cannot be ruled out, especially as, in some cases, the data are an interpretation of prior interpretations of events and/or experiences (as, e.g., in the interview data). Practical implications Working constructively with various forms of power is becoming a critical capability within organizations. This has implications for the relational and communicative skills that underpin effective collaboration of staff and other stakeholders. Such collaboration needs to include the collective ability to make explicit through critical dialogue the surreptitious influence of abstract forms of power upon the prevailing organizational arrangements and routines. To achieve this, these forms of power have to become demystified through constructive critique of the taken-for-granted aspects of everyday organizational life. This has important implications for leadership development practices and educational programs. Social implications Unless leaders develop the ability to make the influences of abstract forms of power more conspicuous, and develop collaborative capabilities to work with insight into their management, they run the risk of agentic power becoming subsumed and neutralized by such forms of power. This has important implications for organizational agency and, especially, for the creative agency of the individuals who work within organizations. On a broader scale, it has implications for institutional arrangements and for the critical apprehension of global ideologies. Originality/value Studies of abstract forms of power are relatively rare in the research literature. This is probably a result of the long-standing dominance of positivism, with its realist ontological assumptions and its objectivist epistemological assumptions. In exploring the influence exerted by abstract forms of power on the inability of the partners of a professional services firm to apprehend their situation more accurately, and to interpret their strategic options with greater insight, this research makes an original contribution to the understanding of the influence of abstract power dynamics in organizational change, and in organizational arrangements more generally.
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Hong, Paul C., Tomy K. Kallarakal, Mariam Moina, and Margaret Hopkins. "Managing change, growth and transformation." Journal of Management Development 38, no. 4 (May 13, 2019): 298–311. http://dx.doi.org/10.1108/jmd-01-2018-0011.
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Purpose In view of dynamic and widespread economic transformation in emerging economies, managing organizational change and growth in this context deserves more research attention. The purpose of this paper is to examine how three organizations in different industries manage change, growth and transformation in their organizational ecosystem. Design/methodology/approach The authors conducted in-depth interviews with the leadership of three organizations in different economic sectors in India, a country representing an emerging economy. The authors also reviewed historical data from these organizations. Three case studies illustrating the evolution of these organizations were developed from the data collected. Findings Lessons and implications from the three case studies suggest the following key elements of effective organizational change mechanisms in an emerging economy: visionary entrepreneurial leadership; program quality excellence; scale growth and scope expansion; network capabilities; and sustainable stakeholders’ engagement. At the same time, this study also shows how these organizations manage change, growth and transformation in the context of a society with strong traditions and cultural norms. Research limitations/implications Results and conclusions may be limited by the fact that the study is based on three case studies. Additional studies from a variety of industries with large numbers of participants will be helpful in more fully understanding the ways in which change, growth and transformation can best be developed and deployed in different organizational settings. Practical implications The proposed model of organizational change in an emerging economy may assist organizational leadership in designing and sustaining their change efforts. Social implications This study highlights the role of visionary entrepreneurial leadership and the impact of organizational growth mechanisms on organizational value delivery capabilities and organizational reputation. Originality/value Lessons and implications of five growth steps of outstanding organizations in an emerging economy context provide valuable insight for organizational change, growth and transformation in other emerging contexts.
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Chigavazira, Tendai, and Horácio Lucas Zandamela. "Behaviour Change in Drought Response and Management: Case Study of Mudzi District, Zimbabwe." Journal of Public Administration and Governance 11, no. 2 (June 16, 2021): 294. http://dx.doi.org/10.5296/jpag.v11i2.18574.
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This paper seeks to contribute to the droughts discourse through explaining the vulnerability of women to droughts by analysing the different livelihood strategies employed by women and their responses. The conservation of resources (COR) theory and ecological theory was applied to understand the issues of vulnerability, adaptation and coping with droughts. A qualitative approach was utilised through the application of semi-structured interviews, observation and document review tools. Although the element of behavioural change is illuminated in the behavioural theories and applied in some studies such as HIV and AIDS, this element is missing in the drought literature. In this paper, the behavioural change element that emerged is not only important but also relevant in understanding the dynamics associated with drought responses. This generates a novice understanding and explanation of the vulnerability of women to droughts and in so doing, it shapes the drought discourse beyond the traditional arena.
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Collins, Lee K., and Frances M. Hill. "Leveraging organizational transformation through incremental and radical approaches to change: Three case studies." Total Quality Management 9, no. 4-5 (July 1998): 30–34. http://dx.doi.org/10.1080/0954412988505.
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McKinlay, Alan, and Ken Starkey. "Competitive Strategies and Organizational Change." Organization Studies 9, no. 4 (October 1988): 555–71. http://dx.doi.org/10.1177/017084068800900406.
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The debates about organizational responses to economic crisis have focussed on the need for strategic and structural realignment. Work organization is rarely considered as an integral element of competitive strategy. Current shifts in the contours of previously stable mass markets and product and process innovation demand equally profound organizational change to maintain competitiveness. In this context maintaining or regaining competitive advantage is critically dependent upon striking an optimal balance between maximizing the productivity and versatility of work organization. We examine the impetus, dynamics and impact of pervasive change processes in three contrasting organizations, Pilkingtons, Rank Xerox and Ford U.K. While Pilkingtons relied entirely upon existing managerial expertise, the latter two companies were distinctive in that they drew vital conceptual elements of their change agendas from their organizational links with, respectively, a Japanese and American company. From these case studies we conclude that significant business turnarounds were achieved by these companies because strategic choice, work organization, company culture and organizational realignment were conceived of and operationalized as complementary elements of their competitive strategy.
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Mitki, Yoram, and Ram Herstein. "From crisis to success: three case studies in organizational learning." Learning Organization 18, no. 6 (September 20, 2011): 454–67. http://dx.doi.org/10.1108/09696471111171303.
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PurposeRadical changes and increasing competition in the global economy and markets lead enterprises to change their business policy and activities. This process demands the creation of effective organizational learning mechanisms. This paper seeks to illustrate how three service organizations designed and utilized organizational learning mechanisms to introduce a successful, new corporate brand.Design/methodology/approachThe research methodology was based on interviews and hard data collection. These techniques were found most appropriate for learning and understanding in‐depth organizational transformation processes.FindingsTwo main research findings can be noted. The first is that there are various mechanisms of learning organizations that can improve organizational performance and reputation. The second is that any organizational learning mechanism should be based on the on‐going active involvement of internal stakeholders (employees) both as individuals and as teams.Originality/valueThis paper provides a unique understanding of three dimensions of organizational learning (cognitive, structural and procedural) and their impact on designing a new corporate brand strategy. The research, conducted in three different service organizations, gives new significance to the notion of collaboration
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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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Badruddozza Mia, Mohammad, and Magnus Ramage. "ICT-mediated organizational change in microfinance organizations: a case study." Problems and Perspectives in Management 16, no. 3 (July 6, 2018): 40–47. http://dx.doi.org/10.21511/ppm.16(3).2018.04.
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A strong research tradition on the economic and social impacts of microfinance intervention has been going on. But a dearth of studies on microfinance organizational and management perspectives is there, although the social and economic impacts of this development program largely depend on its organizational setup and intervention management. ICT (decipher!!!) has been used in microfinance organizations for quite a long period of time. This study looks into the ICT-mediated material and social changes that happen in this unique type of organization and its management. The study was conducted using exploratory case study in two organizations. A number of semi-structured interviews and focus groups have been conducted at different layers of the organizations. The study found that ICT has profound implications for change in different material and social aspects of microfinance organizations. As a catalyst, ICT causes organizational structure shrank both horizontally and vertically. Because of the use of ICT a loss-of-middle phenomenon emerges in organizational structure and a tendency of centralized decision authority prevails. It helps boosting up the operational performance and transparency and lowering the long-debated interest rate of microfinance. It engenders profound changes in human resources and socio-cultural aspects of microfinance organizations. However, if protective mechanism is not adopted then the use of ICT may have detrimental effects to the social performance of microfinance. This study contributes to the knowledge domain of ICT-mediated organizational change and the microfinance policy makers by exploring the implications of ICT to different organizational aspects. It contributes by unearthing the detrimental effect of ICT to the development outcome of microfinance intervention.
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Cox, Annette, Sirin Sung, Gail Hebson, and Gwen Oliver. "Applying Union Mobilization Theory to Explain Gendered Collective Grievances: Two UK Case Studies." Journal of Industrial Relations 49, no. 5 (November 2007): 717–39. http://dx.doi.org/10.1177/0022185607084391.
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This article draws on Kelly's mobilization theory to identify potential stages in developing gendered collective articulation of grievances and discusses the barriers to such articulation within two case sites in the UK telecommunications sector. It focuses on employee concerns surrounding pay and working time issues arising from organizational change in two case studies from the UK telecommunications sector. Findings showed that organizational change had brought work intensification that exacerbated long hours cultures and that concerns were common to both sexes, although organizational variations in career ambitions and sense of entitlement occurred. In contrast, there was evidence that women were less willing to articulate concerns over unfair pay practices, shaped partly by a low sense of entitlement and also perceived weaknesses in potential for collective redress. The activation of grievances was severely limited by the gendered occupational and organizational structure of both workplaces and union organization within them. We conclude that there are opportunities for unions to pursue a two-pronged approach to worker mobilization by mainstreaming concerns about working time that are common to workers of both sexes with families and to activate gendered concerns around pay at workplace level.
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Brabant, Sarah, Craig Forsyth, and Robert Gramling. "Organizational Change in the Roman Catholic Church: The Marriage Preparation Policy as Case Study." Review of Religious Research 33, no. 3 (March 1992): 256. http://dx.doi.org/10.2307/3511090.
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Zoni, Laura, Marco Morelli, and Andrea Dossi. "Does the organizational life cycle affect the Management Accounting System (MAS) change pattern? A review of case studies." MANAGEMENT CONTROL, no. 3 (December 2012): 7–37. http://dx.doi.org/10.3280/maco2013-su3002.
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Drawing from previous research on accounting change and on the impacts of organizational life-cycle on MAS, the paper aims at discussing how the MAS change process differentiates at birth, at growth, at maturity, at revival and at decline stages of an organization. Using a framework developed by Zoni et al (2012) the paper documents key phases and features of the management accounting change process to highlight its organizational nature in five longitudinal case studies of design and implementation of MAS changes. The field study shows how accounting systems are difficult to change despite the formally acknowledged need for change. Findings highlight that the success of change depends on how effectively organizations managed key phases in the MAS change, which in turn depends on the stage of the organization life cycle. Conclusions posit that in order to manage MAS change successfully the organization would pay more attention to the design phase at birth and at revival stages and more attention to the implementation phase at growth, at maturity and at decline ones. Furthermore, we could conclude that the main aim of MAS change spans from selection to variation of MAS along the stages of organizational life cycle: variations are more frequent at birth and at revival stages , selections are more frequent at growth and at decline ones.
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Kegler, M. C., B. L. Norton, and R. Aronson. "Achieving organizational change: findings from case studies of 20 California healthy cities and communities coalitions." Health Promotion International 23, no. 2 (January 16, 2008): 109–18. http://dx.doi.org/10.1093/heapro/dan009.
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Dandira, Martin. "Marketing and production conflict at Dandiraz Electrical Company, Zimbabwe." Emerald Emerging Markets Case Studies 2, no. 7 (September 26, 2012): 1–3. http://dx.doi.org/10.1108/20450621211284688.
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Subject area Organisational behaviour, strategic management and management of change, human resources management, business management. Study level/applicability Undergraduate and post-graduate management degrees: including courses on organizational behaviour, human resources management, marketing, business management and strategic management. Case overview Dandiraz an electric appliance manufacturing company in Zimbabwe has an aggressive marketing director who had increased exports from 15 percent of the company's production to 40 percent and the company had won the National Exporter of the Year Award twice as a result of his efforts. The chairperson was uncomfortable with the outbursts of the marketing director when he talked to him about the production department. There was a disagreement between the marketing director and production director in the way certain issues were to be implemented. The chairperson was undecided on whose suggestions to follow since both directors were giving valid contributions but opposing each other. Expected learning outcomes Students can focus on the importance of how departmental conflicts can harm an organisation if not managed properly. Students will also appreciate the importance of making quality decisions by top management as an important ingredient for the success of an organisation. Supplementary learning materials Teaching notes are available. Consult the librarian for access.
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Cooper, David J., Bob Hinings, Royston Greenwood, John L. Brown, David J. Cooper, Bob Hinings, Royston Greenwood, and John L. Brown. "Sedimentation and Transformation in Organizational Change: The Case of Canadian Law Firms." Organization Studies 17, no. 4 (July 1996): 623–47. http://dx.doi.org/10.1177/017084069601700404.
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This paper identifies two archetypes in large Canadian law firms to show how ideas of professionalism and partnership are changing, due in part to shifts in discourses in the wider institutional context. These changes in discourse themselves alter the interpretation of organizational structures and systems. This theme is explored through the concept of tracks and sedimentation. We explore the emergence of an organizational archetype that appears not to be secure, and which results in sedimented structures with competitive commit ments. The geological metaphor of sedimentation allows us to consider a dia lectical rather than a linear view of change. Case studies of two law firms show how one archetype is layered on the other, rather than representing a distinct transformation where one archetype sweeps away the residues of the other.
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Bamford, David, Paul Forrester, Benjamin Dehe, and Rebecca Georgina Leese. "Partial and iterative Lean implementation: two case studies." International Journal of Operations & Production Management 35, no. 5 (May 1, 2015): 702–27. http://dx.doi.org/10.1108/ijopm-07-2013-0329.
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Purpose – The purpose of this paper is to explore the implementation of lean within two contrasting UK-based organizations; a food manufacturer and a healthcare organization. The different contexts provide insight to the strategic desire for efficiency gains and tactical issues and challenges of lean execution and implementation. Design/methodology/approach – The research questions developed from the review of the literature were tested using evidence from field-based, action research within a food manufacturer and a National Health Service organization. The reported contrasting case studies contribute to the longer term debate on the adoption and adaptation of lean-based “best practice” within organizations. Findings – There are three primary findings: first, that the adoption of lean provides a strategic benefit, as well as providing a basis for a strategy of operational change; second, that partial, as opposed to full, adoption of lean occurs due to external organizational constraints, such as demand patterns, supplier unreliability, little expertise in deploying change programmes, etc.; and third, that a company will balance the adoption of the lean ideology against the financial costs and operational risks incurred in full adoption. Practical implications – The conclusions drawn add substantially to the ongoing commentaries on aspects of lean, and develop interesting questions for future research regards the developed “Cycles of Lean Implementation” concept. Originality/value – The conclusion proposes that partial implementation of the lean philosophy does not necessarily represent a conscious organizational choice, or any lack of conviction, but is representative of external constraints on the organization. This complements previous commentaries on appropriate strategies and develops interesting questions for future research into operational efficiency.
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Guidroz, Ashley M., Karen W. Luce, and Daniel R. Denison. "Integrated change: creating synergy between leader and organizational development." Industrial and Commercial Training 42, no. 3 (April 20, 2010): 151–55. http://dx.doi.org/10.1108/00197851011038141.
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PurposeThe purpose of this paper is to share with organizations a method for integrating organizational culture change and leadership development within one balanced corporate initiative.Design/methodology/approachThis paper describes the benefits of organizational culture and leadership development, the steps taken to design such a program within a large, global manufacturing organization, and the benefits of the integrated program.FindingsIntegrating organizational culture with leadership development can help create a clear “line of sight” between the individual and the organization and builds broader accountability for the success of organizational change initiatives.Practical implicationsIntegrated culture and leadership programs can be designed within any environment. This case study serves as an example to provide readers with ideas for how to create and implement similar programs in other organizations.Originality/valueKotter stresses the need for leadership in organizational change, however, few case studies have been published in this area that articulate how leadership and organizational development can be successfully integrated.
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Rochet, Claude, Olivier Keramidas, and Lugdivine Bout. "Crisis as change strategy in public organizations." International Review of Administrative Sciences 74, no. 1 (March 2008): 65–77. http://dx.doi.org/10.1177/0020852307085734.
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According to the common vision, the public sector is strongly change-resistant. Is this justified? In this research, we adopt the Northian distinction between institutions and organizations by focusing on the latter and their capability for change. We try to identify the strategically most effective lever to operate an organizational change in the public sector. We first review the literature on change strategies and their setting in the context of public organizations. Then, we synthesize the conclusions of four case studies around a question: `Is building public organizations capable of co-evolution with their environment feasible?' We will present some strategies of evolution for public organizations, in response to a state of crisis, constituting a vector of organizational change. We conclude on the interest of considering crisis as a vector of organizational change in public organizations. Points for practitioners The public sector is commonly said to be change-resistant. Through case studies we prove this opinion to be false and that change aptitudes are identical to other organizations. We emphasize crises that provide particular opportunities that allow us to offset the absence of performance evaluation and the lack of feedback from the market, and we underline possible change strategies.
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Perkins, Douglas D., Kimberly D. Bess, Daniel G. Cooper, Diana L. Jones, Theresa Armstead, and Paul W. Speer. "Community organizational learning: Case studies illustrating a three-dimensional model of levels and orders of change." Journal of Community Psychology 35, no. 3 (2007): 303–28. http://dx.doi.org/10.1002/jcop.20150.
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Stang Våland, Marianne, and Susse Georg. "The socio-materiality of designing organizational change." Journal of Organizational Change Management 27, no. 3 (May 6, 2014): 391–406. http://dx.doi.org/10.1108/jocm-06-2013-0094.
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Purpose – The purpose of this paper is to examine the managerial implications of adopting a design attitude to organizational change. Design/methodology/approach – Based on an ethnographic study of a merger, the paper investigates the intricate interplay between architectural design and organizational change in the context of physically relocating an organization to a new office building. Emphasis is given to the socio-materiality of this double design process. Findings – The data suggests that taking a design attitude toward managing organizational change can allow different actors to participate in organizational design processes, releasing management from its traditional role as the keeper of the design solution. Research limitations/implications – Although based on a single case, the paper provides insights into the socio-materiality of organizational change that is relevant in other settings where developing new collective understandings of change processes are needed. Practical implications – A design attitude allows for multiple contributions to organizational change processes that can help reduce anxiety among those involved. The approach calls for openness, experimentation and the ability to balance different concerns. It can provide new ways of attending to resistance and produce valuable inputs to shaping organizations. Originality/value – This study contributes to the growing research on the role of material artifacts in organizational studies by providing a detailed account of organizational change as a socio-material achievement.
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Zaidifard, Danny R. "Reframing the Behavioural Analysis of Re-Engineering: An Exploratory Case." Journal of Information Technology 13, no. 2 (June 1998): 127–38. http://dx.doi.org/10.1177/026839629801300205.
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This paper examines the application of the concepts and research derived from studies of dysfunctional and addictive social behaviours to the implementation of change in an organizational arena. The majority of work on change management and, more specifically, re-engineering has been dominated by an emphasis on technical issues and macro-constructs that are important components in achieving successful process-change programmes. However, is it increasingly recognized that the emphasis on these is the cause of widespread disappointment with business process re-engineering. This paper argues that the management of the human and sociopolitical issues of change is a critical factor in determining the success or failure of process-re-engineering projects. It further suggests a methodology that may facilitate examination of these issues within any particular organization, based upon an organizational addictive model, which is developed in this paper.
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Dwi Wulandari, Ratna, Stefanus Supriyanto, Mochammad Bagus Qomaruddin, Nyoman Anita Damayanti, and Agung Dwi Laksono. "Role of leaders in building organizational readiness to change – case study at public health centers in Indonesia." Problems and Perspectives in Management 18, no. 3 (July 16, 2020): 1–10. http://dx.doi.org/10.21511/ppm.18(3).2020.01.
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Leaders play a strategic role in the process of organizational change. Various studies were conducted to show the role of leaders in succeeding change. One famous concept of leaders’ role was the Mintzberg managerial role, which divides the role of the leader into three main roles: interpersonal, informational, and decisional. This research was conducted to explore the leaders’ role in creating organizational readiness to change. The study was conducted at 40 government-owned public health centers in Indonesia, involving 190 midwives as respondents. The study results show that all three leader’s roles were well implemented by the head of the public health center with the best score in the informational role. However, organizational readiness to change at public health centers is not on the same level. The linear regression test indicates that the decisional role has the largest contribution in building the organizational readiness to change. The successfully implemented role of entrepreneurs, disturbance handlers, resource allocators, and negotiators was the key to the successful implementation of changes. Therefore, the advice given was the need for leaders to improve their decision abilities so that the organizational readiness to change becomes better. Acknowledgment The researcher thanked the Ministry of Research, Technology and Higher Education, Republic of Indonesia, for funding this research.
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Adelman, Robert M., Aysegul Balta Ozgen, and Watoii Rabii. "Buffalo's West Side Story: Migration, Gentrification, and Neighborhood Change." City & Community 18, no. 3 (September 2019): 770–91. http://dx.doi.org/10.1111/cico.12412.
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Using a multi–methods approach, we examine socioeconomic and demographic change in Buffalo, New York's, West Side neighborhood. We do this by performing a systematic case study of the neighborhood analyzing census tract data, crime data, key informant interview data from community leaders and organizational representatives, and content analysis data from local newspaper articles. Results suggest that although the neighborhood has shifted dramatically over the last forty–five years, the changes have been uneven across the West Side. Two divergent areas have emerged: one neighborhood fueled by white gentrifiers and another driven by international migrants.
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Appleton, Andrew M., and Daniel S. Ward. "Party Organizational Response to Electoral Change: Texas and Arkansas." American Review of Politics 15 (July 1, 1994): 191–212. http://dx.doi.org/10.15763/issn.2374-7781.1994.15.0.191-212.
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This article examines the ways in which state parties have responded to changes in patterns of electoral competition. We contend that parties have tended to alter their organizational practices not only in anticipation of future elections, but also as a function of previous ones. The data are formed by case studies of the Republican parties in Texas and Arkansas in the 1960s and 1970s. The sources of much of these data were the records of the parties themselves. This time period was chosen as it represents a dynamic period for Southern parties when the electoral landscape of the region was transformed. Both Republican party organizations were faced with opportunities that resulted from unanticipated election victories; however, the Texas party was more successful in capitalizing on this opportunity. We explain this by a number of organizational attributes.
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Schäfer, Susann. "The role of organizational culture in policy mobilities – the case of South Korean climate change adaptation policies." Geographica Helvetica 72, no. 3 (July 31, 2017): 341–50. http://dx.doi.org/10.5194/gh-72-341-2017.
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Abstract. The conceptualization of policies as mobile and mutable knowledge is the key feature of the recent debate on policy mobilities. Policy mobility studies have focused on the movement and translation of policies as well as on the impact of mobile policies on policy-making processes and governed spaces. Given that policy mobilities have mainly been examined in comparable institutional contexts, the current debate has neglected the role of organizational culture in the translation of policies. Organizational culture is understood as a set of shared assumptions that guide what happens in organizations by defining appropriate practices of policy making. The case study, South Korean adaptation policy, illustrates that organizational culture has a significant impact on the translation of mobile adaptation policy. Besides the claim to consider organizational culture more prominently in the field of policy mobility studies, this paper illustrates the translation process of adaptation policy in the South Korean political system. The practices in South Korean political institutions dealing with climate change adaptation are highly characterized by the avoidance of risks. The propensity to avoid risks leads policy makers to focus on technical solutions to climate change adaptation and to neglect the participation of civil society.
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Maramura, Tafadzwa Clementine, Dovhani Reckson Thakhathi, and Happy Mathew Tirivangasi. "Women and Economic Production: Towards Sustainable Livelihoods in Zimbabwe." International Journal of Criminology and Sociology 10 (July 29, 2021): 1256–66. http://dx.doi.org/10.6000/1929-4409.2021.10.145.
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Persistent drought and economic collapse in Zimbabwe have seen most, if not all, rural women shifting from the receiving end to the giving end. Rural women have since initiated several livelihood activities to make ends meet, as they are the most vulnerable whenever they are left to look after children at home. The paper aims to examine rural livelihoods and how they contribute to economic production in Ward 5 of Bikita district. A mixed design in the form of a case study was employed in this study. Systematic random sampling was used to select 40 households, which provided data for the study out of 409 households in Ward 5. The study used questionnaires and semi-structured interviews as data collecting instruments. Several livelihood activities were noted in the ward including seasonal farming, gardening, community-based and money lending and saving schemes (fushai), informal trading, and petty trading as selling thatch grass and firewood, among others. However, climate change and drought, economic crisis, lack of capital and poor soils and poor farming methods were some of the constraints faced in rural livelihoods. The paper concludes with several recommendations for eradicating rural livelihood challenges.
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Frandsen, Finn, and Winni Johansen. "Rhetoric, Climate Change, and Corporate Identity Management." Management Communication Quarterly 25, no. 3 (June 28, 2011): 511–30. http://dx.doi.org/10.1177/0893318911409663.
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This article examines rhetorical aspects of corporate identity management practiced by corporations in many parts of the world as a consequence of the ongoing institutionalization of climate change. Through a case study, we analyze the rhetoric produced by car producers in Denmark (the three best selling brands in 2009: Peugeot, Ford, and Toyota) to identify themselves vis-à-vis external key stakeholders. The article is based on theories stemming from neoinstitutional organizational studies, especially the Scandinavian research tradition, where organizations are active “translators” that adopt new rules, norms, and ideas in accordance with their local organizational contexts. We ask what kind of impact the new external organizational rhetoric may have on the organizations concerned and on society at large: Do organizations, in the course of time, become what they claim to be?
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Geaves, Ron. "From Divine Light Mission to Elan Vital and Beyond: An Exploration of Change and Adaptation." Nova Religio 7, no. 3 (March 1, 2004): 45–62. http://dx.doi.org/10.1525/nr.2004.7.3.45.
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ABSTRACT: The following article will put forward the argument that it is necessary to take into account the worldview of the insider in order to appreciate the coherence or ““rationality”” of actions of a religiousspiritual teacher or organization. As a case study, the article examines the transformations that have occurred in the organizational forms utilized by Prem Rawat (a.k.a. Maharaji). While bringing readers up to date with Maharaji's activities since the 1980s, I argue that these developments owe more to Maharaji's self-perception of his role as a master and his wish to universalize the message historically located in the teachings of individual sant iconoclasts, than to external or internal pressures brought to bear upon the organizational forms themselves.
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Appelbaum, Steven H., Edmiela Profka, Aleksandra Monika Depta, and Bartosz Petrynski. "Impact of business model change on organizational success." Industrial and Commercial Training 50, no. 2 (February 5, 2018): 41–54. http://dx.doi.org/10.1108/ict-07-2017-0058.
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Purpose The purpose of this paper is to investigate the impact of organizational change, more specifically business model change, on corporate employees’ motivation and, consequently, performance. Design/methodology/approach The main approaches and managerial frameworks on organization change implementation, as well as the assessment methods on whether the company is ready to implement the change, were identified by reviewing the current literature on the subject between 1940 and 2016. Findings Reviewed individual behavioral reactions and provided steps to encourage favorable individual employee perceptions. Research limitations/implications Existing gaps in supporting empirical data on the subject and a limited number of direct case studies and real-life scenarios. The research was primarily focused on employee motivation during the initial planning phase of organizational change, with lesser focus on motivation throughout and especially after the change process. Practical implications To benefit from the change, organizations must avoid improvising and should follow specific and formal change management procedures which take employee motivation and individual response towards change under consideration. Social implications By providing real-life illustrations of successful business model change implementations, current and future companies facing this type of change in the future can learn from these specific scenarios. Originality/value The distinction of business model change as a sub-type of organizational change and the study of employee motivation under a business model change specifically is the novel contribution of the paper.
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Schirmer, Frank, and Silke Geithner. "Power relations in organizational change: an activity-theoretic perspective." Journal of Accounting & Organizational Change 14, no. 1 (March 5, 2018): 9–32. http://dx.doi.org/10.1108/jaoc-11-2016-0074.
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Purpose The purpose of this study is to develop a multi-level and politically informed perspective on organizational learning and change based on the cultural-historical activity theory (CHAT) in order to contribute to a less managerialist and more multi-voiced understanding of change. The authors aim for a better understanding of the links between expansive learning, contradictions in and of activity systems and episodic and systemic power. Design/methodology/approach The authors develop a framework on expansive learning, integrating the concept of faces of power. The framework is applied to a case study. Findings The authors show productive and restrictive effects of episodic and systemic power for dealing with contradictions in expansive learning and organizational change. The productive role of change critics and non-managerial actors is shown. Research limitations/implications The case study is illustrative and findings need to be validated and expanded through more detailed empirical investigations. Future studies should particularly investigate how patterns of power could itself become the object of expansive learning. Practical implications The framework fosters an understanding of organizational change as multi-voiced, decentralized and driven by contradictions. Emancipation of actors and protected social spaces are essential for unfolding the productive potential of multi-voicedness against the backdrop of asymmetric power relations in organizations. Originality/value The authors step back from a managerialist perspective on organizational change by developing a politically informed, activity theoretic perspective on learning systems. The paper contributes to a better understanding of contradictions, related multi-voicedness and effects of episodic/systemic power in expansive learning and change.
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Sandalgaard, Niels, and Per Nikolaj Bukh. "Beyond Budgeting and change: a case study." Journal of Accounting & Organizational Change 10, no. 3 (August 26, 2014): 409–23. http://dx.doi.org/10.1108/jaoc-05-2012-0032.
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Purpose – This paper aims to investigate reasons for going Beyond Budgeting and the practical issues organizations face when they change their management accounting system based on inspiration from the Beyond Budgeting model. Design/methodology/approach – The authors apply a case study approach. The primary data source is interviews. The case company is a global company in the agri-food industry that is organized as a cooperative. Findings – The authors propose that many organizations that change their management accounting system on the basis of inspiration from Beyond Budgeting will maintain fixed budget targets. Furthermore, the authors propose that even when the use of budgets at the corporate level focuses on few line items, the diagnostic use of budgeting at lower levels in the organization may focus on a larger number of line items. Research limitations/implications – The study is subject to the usual limitations of case-based research. The propositions made in the paper should be further investigated in other organizations attempting to change their management accounting system with inspiration from Beyond Budgeting. Practical implications – This study shows that the lack of internal benchmarks and the need to deliver the expected results to the company’s owners might hinder the implementation of the Beyond Budgeting model as described in the practitioner-based Beyond Budgeting literature. Originality/value – The paper is one of the few case studies in the academic literature to analyze the practical issues organizations face when changing their way of budgeting on the basis of inspiration from Beyond Budgeting.
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Rao, M. S. "Embrace change effectively to achieve organizational excellence and effectiveness." Industrial and Commercial Training 47, no. 3 (April 7, 2015): 145–50. http://dx.doi.org/10.1108/ict-10-2014-0065.
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Purpose – The purpose of this paper is to embrace change effectively to achieve organizational development. Design/methodology/approach – The paper outlines the case studies on two turnaround leaders – Alan Mulally and Lou Gerstner. It explains various aspects of organizational change and development. It unveils a blueprint to embrace change effectively. Findings – It underscores that the only thing constant in the current global business environment is change and competition. It enlightens that change requires a new mindset, tool set and skill set. The only successful leaders are the ones who accept and mould themselves as per the changing times and technologies. Practical implications – The methodologies adopted by turnaround leaders can be applied to any type of organizational change, in any industry and any size of organization. Social implications – The social implications of this research suggests that turnaround leaders can do much better by communicating clearly to overcome resistance to lead change effectively. Originality/value – It differentiates between change and growth. It justifies the need to effect change swiftly in the present dynamic business environment. It concludes that change is inevitable to achieve organizational excellence and effectiveness.
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Husser, Jocelyn. "Oblivion and the role of middle managers in an organizational change." Management international 19, no. 1 (January 30, 2015): 31–42. http://dx.doi.org/10.7202/1028488ar.
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The hospital reforms of French health care institutions fall within the scope of the efficient management of the public sector. This paper seeks to describe the oblivion mechanism handled by middle management in an organizational change context through the theory of conventions. The design of the inquiry is based on longitudinal field research conducted over 6 months and is made up of 6 case studies. The results show that oblivion cannot be considered as an empty space to be filled, as suggested by former research. The memory lapse mechanism includes the following steps: reduction, assimilation and gradual integration.
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Sergeeva, Natalya, and Graham M. Winch. "Project Narratives That Potentially Perform and Change the Future." Project Management Journal 52, no. 3 (March 17, 2021): 264–77. http://dx.doi.org/10.1177/8756972821995340.
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This article develops a framework for applying organizational narrative theory to understand project narratives that potentially perform and change the future. Project narratives are temporal but often get repeated throughout the project life cycle to stabilize meaning, and could be about project mission, vision, identity, value creation, and so forth. Project narratives have important implications for organizational identity and image crafting. This article differentiates among different types of project narratives in relation to a project life cycle, providing case studies of project narratives on three major UK rail projects. We then set out the future research agenda into project narrative work.
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Jurisch, Marlen Christin, Zuzana Rosenberg, and Helmut Krcmar. "Emergent risks in business process change projects." Business Process Management Journal 22, no. 4 (July 4, 2016): 791–811. http://dx.doi.org/10.1108/bpmj-01-2015-0002.
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Purpose – Even today still many business process change (BPC) initiatives fail and cause high overruns for organizations undergoing BPC initiatives. It is therefore important that BPC practitioners and researchers understand the risks inherent in BPC projects, and that they adapt their risk management processes to account for and mitigate these risks. Thus, the purpose of this paper is to investigate which emergent risks matter in BPC project. Design/methodology/approach – The authors adopted case survey methodology and investigated data from 130 case studies to show the nature and magnitude of relationships between organizational support risks, volatility risks, and BPC project and process performance. Findings – The results show that organizational support risks influence both the overall BPC project performance and process performance. Whereas, volatility risks influence project performance but appear to have no direct impact on the process performance. Both organizational support risks and volatility risks show influence on project management practices. Research limitations/implications – The study show several limitations that might be assigned to the case survey methodology, such as use of secondary data or publication bias. Practical implications – The authors provide considerable support which emergent risks matter in BPC projects. Originality/value – The contribution of this study takes several forms. It fills a gap in the literature concerning emergent risk factors inherent in BPC projects. The authors provided theoretical explanation of the effects of emergent risks on BPC project and process performance. And lastly, the authors have demonstrated the usefulness of case survey methodology in BPC research.
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Chingara, Remigio, and Jan Heystek. "Leadership as agency in the context of structure." International Journal of Educational Management 33, no. 7 (November 4, 2019): 1596–609. http://dx.doi.org/10.1108/ijem-01-2018-0028.
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Purpose The purpose of this paper is to examine how principals, deputy principals, heads of departments (HoDs) and teachers as leaders exercise their agency within and through the organisational structure of their schools to improve academic quality. Design/methodology/approach A case study was conducted in the wider context of school-based leadership. Principals, deputy principals, HoDs and teachers selected by means of purposive sampling from six primary and secondary schools in Harare Province of Zimbabwe participated in the study. Findings Leaders in schools in Harare Province were found to have the capacity to use their agency within and through the organisational structure to improve pass rates. They were able to use their agency to work within the supposed rigid bureaucratic organisational structures to enable bureaucratic organisational structures, or, in participants’ views, democratic structures. Research limitations/implications Some limitations of the research ought to be considered. The research scope and site had its limitations. The research site was limited to a few primary and secondary schools in Harare Province (one out of ten provinces) of Zimbabwe. Although the sampling procedures were implemented to ensure good representation of participants’ views, the sampling was limited to a few schools. Owing to time and financial constraints, a larger sample could not be selected to conduct the interviews. These limitations are acknowledged, but they do not undervalue the significance of the study, as they can provide potential avenues for further research. For example, the study may be replicated in rural provinces of Zimbabwe. Such further research could help improve school leadership in Zimbabwe. Practical implications Principals, deputy principals, HoDs and teachers as leaders can exercise their agency in the structure of their schools to improve academic quality, expressed as and measured by pass rates. School leaders who have a positive attitude and requisite experience are able to change the rigid bureaucratic structures of their schools to enable bureaucratic structures, which are similar to democratic structures. Originality/value This paper provides a critical perspective on how leaders exercise their agency in the context of the organisational structure of their schools to improve academic quality.
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Langstrand, Jostein. "The missing link in systems thinking." International Journal of Quality and Service Sciences 8, no. 2 (June 20, 2016): 197–208. http://dx.doi.org/10.1108/ijqss-09-2015-0061.
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Purpose Systems thinking is well established as an important perspective within the management field. However, the perspective is not always as all-encompassing as sometimes argued. This paper addresses the importance of including structural elements as a part of systems thinking in relation to organizational change. The purpose of the paper is to analyze how organizational infrastructure may influence processes and outcomes of organizational change initiatives. Design/methodology/approach The paper is based on a longitudinal case study of the introduction of lean in a large Swedish manufacturing company. The case study comprises three embedded cases, and the empirical material is based on interviews, observations and document studies. The material has been analyzed with a systems perspective, focusing on the interplay between ideas, infrastructure and behavior in the organization. Findings This paper suggests that organizational infrastructure may have a profound impact on organizational behavior. Consequently, an ambition to change organizational routines will be influenced by not only people’s sense-making and behavior but also the technology and infrastructure with which people interact. Research limitations/implications Thus, alignment between all these entities will facilitate the change process and increase the likelihood of successful organizational change. Thus, systems thinking requires stronger attention to organizational infrastructure to better understand organizational change processes, and a philosophical approach needs to be balanced against behavioral and technical aspects of change. Originality/value This paper challenges much of the received knowledge and assumptions about systems and suggests an expansion of systems thinking.
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Holck, Lotte. "Putting diversity to work." Equality, Diversity and Inclusion: An International Journal 35, no. 4 (May 16, 2016): 296–307. http://dx.doi.org/10.1108/edi-12-2015-0107.
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Purpose The purpose of this paper is to critically explore why a diversity agenda in favor of equal opportunities failed despite apparent organizational support and commitment to diversity. Design/methodology/approach Drawing on data from a municipal center, this study inquire into how organizational dynamics of power and hierarchy influence change efforts to alter practices of inequality. The study is positioned within critical diversity research and structured around an analysis of the researcher’s fieldwork experiences. Findings The analysis examines into why change efforts failed despite organizational approval of a diversity agenda, open-mindedness toward change and legitimacy in regard to diversity. Paradoxically, change efforts designed to alter the status quo were, in practice, derailed and circumvented through power dynamics reproducing organizational inequality. Research limitations/implications A single case study in a particular type of organization constrains the generalizability but point to new directions for future research. Practical implications This study aims at sensitizing researchers and diversity practitioners alike to the organizational embeddedness of diversity initiatives. Accordingly, change efforts must necessarily address diversity in a situated perspective and as intersecting with key organizational power dynamics gaining impetus from macro discourses on diversity and difference. Originality/value Few critical diversity scholars engage with practitioners and reflect on the impact of their studies. In doing so, this paper contributes by developing diversity research, exploring the limitations and possibilities for increasing its relevance and impact.
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Goode, Jackie, and Barbara Bagilhole. "Gendering the Management of Change in Higher Education: A Case Study." Gender, Work & Organization 5, no. 3 (July 1998): 148–64. http://dx.doi.org/10.1111/1468-0432.00053.
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Teräväinen, Ville Juhani, and Juha-Matti Junnonen. "The promoters and the barriers for organizational culture change in a Finnish construction company." Construction Innovation 19, no. 4 (October 7, 2019): 672–88. http://dx.doi.org/10.1108/ci-04-2019-0029.
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Purpose The construction industry has struggled with efficiency issues for decades. Organizational culture is identified as one of the biggest hindrances for the enhancement of efficiency in a highly labor-intensive sector such as construction. Based on recent academic studies, Finnish construction industry professionals would embrace clan and adhocracy culture features to achieve a better level of construction efficiency. The purpose of this paper is to investigate the promoters and the barriers for making the desired culture change happen in the case company. Design/methodology/approach The paper presents a semi-structured theme interview case study, including 12 in-depth interviews. The interviews were recorded, and later, transcribed into text, which forms the empirical data of this paper. Findings The Finnish construction industry must adopt a holistic approach to enhance its prevailing level of efficiency through the culture change. Basic learning and knowledge management processes seem to be missing from the industry and organizational levels. Better knowledge management in the case company would be the first step to start fixing this problem. Research limitations/implications Because of the nature of a case study, the research results can be generalized only with caution in the Finnish construction industry. Generalizing the findings in another country would require further studies in a different cultural environment, e.g. in another European country. Practical implications The paper includes implications for the development of the organizational culture on the Finnish construction industry level and on an organizational level. Originality/value The found influencers are discussed through Engeström’s activity model for the first time in the construction culture context.
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Gérard, Simon, David Legg, and Thierry Zintz. "Multi-level analysis of institutional formation and change." Sport, Business and Management: An International Journal 7, no. 5 (November 13, 2017): 515–41. http://dx.doi.org/10.1108/sbm-10-2016-0068.
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Purpose The purpose of this paper is to explore the multi-level mechanisms of institutional formation and change and, in particular, how this occurs through the interplay of multi-level mechanisms? This is answered with a processual analysis of the International Paralympic Committee which is the international governing body of sports for people with an impairment. Design/methodology/approach This study uses a case-study approach based upon archival records, collected in relevant national and international sport organizations. More than 2,700 pages of archives were gathered, some of them being accessible to researchers for the first time. Embargo was also successfully lifted on recent and sensitive documents. Findings This study highlights multi-level mechanisms involved in institutional change processes triggered by a shifting institutional logic at the organizational field level. This paper also shows how field logic shifted at the moment of alignment between the societal, field and organizational levels. Moreover, it underlines how societal discourses influenced processes of institutional change by shaping the range of organizational actions available at the organizational and field levels. Originality/value This paper proposes a rare account of institutional change processes in which interplay between the societal, field, and organizational levels is analyzed. Furthermore, this paper provides a longitudinal investigation of an under-researched empirical setting, the Paralympic movement. Finally, this study integrates insights from the disability studies’ research field, which significantly deepens this analysis.
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Mendy, John. "Staff preferences in four SMEs experiencing organizational change." Journal of Organizational Change Management 33, no. 2 (March 31, 2020): 331–48. http://dx.doi.org/10.1108/jocm-06-2017-0206.
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PurposeThe purpose of this paper is to investigate the role of preferences when small and medium enterprises (SMEs) are confronted with the practical problems associated with implementing frequent and large-scale changes to their working policies and practices. This paper aims to alleviate some of the concerns as claimed in positioning and change agency theory by introducing “preferential role positioning” to organizational change.Design/methodology/approachThis study uses a qualitative case study approach and change agency and positioning theories to find out the extent to which staff and management experienced the practical difficulties and challenges and what resolution actions they took. Eighty-five semi-structured interviews were conducted in 2004/2005 and 2011 with the staff and management of four SMEs in the UK. An interpretative analysis was conducted on the case data in the tradition of Husserl and Schutz. In the first set, participants were asked to elucidate the difficulties faced in their roles and how these were experienced whilst the second focused on impacts and strategies. Three independent researchers reviewed and interpreted the qualitative data and helped with the coding and thematization.FindingsThis paper's main results are based on the data's three stages showing how SME members chose to deal with the practical difficulties namely “new structures and procedures” (stage 1); “new ways of communicating” (stage 2) and “new collaborations” (stage 3). The combination of the stages' aspects led to the emergence of “preferential role positioning” as the study's theoretical contribution to the gap on preferences in organizational change research.Research limitations/implicationsThe eighty-five interviews from UK-based SMEs constrained the sample size thereby limiting the number of questionnaire categories asked. The findings and their analysis cannot be generalized to non-SMEs that seek to address similar difficulties.Practical implicationsManagers need to be aware of the adverse impacts of using draconian, top-down disciplinary and punishment measures/structures as a way to implement change. Other practical lessons include the fact that managers should contextualize people's anxieties, dissatisfaction, resistance and disengagement as a platform from which social knowledge can be generated with all change agents in order to resolve implementation challenges in the longer term. Staff developed the ability to deal with some practical issues such as navigating through the new departmental structures, new working procedures and new ways of talking with management and with each other to implement change more successfully.Social implicationsThe social value of the findings demonstrates that preferences can be imported from other social science disciplines into Organizational Studies to show the value of what people can contribute and how they choose to do so (i.e. via what discourse, using what types of interactions and capabilities to do so). In addition, the results show that management need to consider employees in their plans as they try to implement change firstly to facilitate greater interaction and success, secondly to minimize implementation difficulties and thirdly as a recognition that there are multiple change agents and multiple role-enacting positions in developing sociological knowledge that can be of value.Originality/valueThis study's three-stage approach has shown that a successful implementation and management of change in SMEs should also include a bottom-up recognition of the difficulties, adversities, conflicts and tensions and a resolution to deal with the structural and communicative constraints via dialogue and “preferential role positioning”.
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Mabry, Linda, and Laura Ettinger. "Supporting Community-Oriented Educational Change." education policy analysis archives 7 (April 13, 1999): 14. http://dx.doi.org/10.14507/epaa.v7n14.1999.
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A study of a federally funded program to develop and implement community-oriented social studies curricula and curriculum-based assessments grounds cautions for educational change initiatives. In this case, despite the project director's stated intent to support teachers' desire for instruction regarding local culture and history, top-down support for classroom-level change evidenced insensitivity. Production and implementation of the planned curricula and assessments was obstructed by teacher's lack of cultural identification with the targeted community groups, workload, competing instructional priorities, inadequate communication, and organizational politics. Professional development was sometimes beneficial but more often ineffective—either perfunctory, unnecessary, or disregarded. The findings offer insight regarding educational change and a systemic analysis.
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Ahmadjian, Christina L., and James R. Lincoln. "Keiretsu, Governance, and Learning: Case Studies in Change from the Japanese Automotive Industry." Organization Science 12, no. 6 (December 2001): 683–701. http://dx.doi.org/10.1287/orsc.12.6.683.10086.
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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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Lørup, Jens Kristian, Jens Christian Refsgaard, and Dominic Mazvimavi. "Assessing the effect of land use change on catchment runoff by combined use of statistical tests and hydrological modelling: Case studies from Zimbabwe." Journal of Hydrology 205, no. 3-4 (March 1998): 147–63. http://dx.doi.org/10.1016/s0168-1176(97)00311-9.
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Frybourg, M. "The Impact of Technological Change." Environment and Planning C: Government and Policy 6, no. 2 (June 1988): 145–52. http://dx.doi.org/10.1068/c060145.
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How can technology be better utilized to meet socioeconomic needs? Technological change is closely related to societal change. At the level of the firm, technology is a tool to achieve and sustain competitive advantage but radical innovation is system oriented and involves infrastructure. The paramount role of information technology has to be emphasised. Two new concepts are emerging; Just in Time/Total Quality Control (JIT/TQC) and Electronic Data Interchange (EDI). So-called value-added-networks or VANs are catching on in Western countries. The bottlenecks are the costs, the externalities, the lack of standardization, and the system incoherence. Brief case-studies are developed: The new generation of metros, high speed trains, the motor industry, and intermodalism with utilization of High-Cube containers. The findings of these studies show that organizational innovation has to go along with technological innovation.