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Journal articles on the topic 'Organizational change'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Badruddozza Mia, Mohammad, and Magnus Ramage. "ICT-mediated organizational change in microfinance organizations: a case study." Problems and Perspectives in Management 16, no. 3 (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 u

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2

Wananda, Adhi, and Puspitasari Puspitasari. "Organizational Environment, Organizational Change, And Polri Services." Management Technology and Security International Journal 1, no. 2 (2020): 153–64. http://dx.doi.org/10.47490/mtsij.v1.i2.153164.

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A changing and developing environment , indeed, affects the organizational development of Indonesian National Police , called Polri in Bahasa . These environmental changes will affect the management of Indonesian National Police organization. The e xternal environmental factors that most influence organizational activities of Indonesian National Police consist of micro external environmental factors , including the personnel of Indonesian National Police and the public, as well as the macro external e nvironmental factors covering political and legal conditions in Indonesia. Organizational cha

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3

Rocque, Ritika. "Organizational Change." International Journal of Advances in Nursing Management 5, no. 4 (2017): 375. http://dx.doi.org/10.5958/2454-2652.2017.00081.6.

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4

Gummer, Burton. "Organizational Change:." Administration in Social Work 16, no. 3-4 (1993): 205–14. http://dx.doi.org/10.1300/j147v16n03_12.

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5

Frantzve, Jerri L. "Organizational Change." Contemporary Psychology: A Journal of Reviews 35, no. 10 (1990): 987. http://dx.doi.org/10.1037/029134.

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6

Miller, A. "Organizational change." IEEE Software 18, no. 3 (2001): 18–20. http://dx.doi.org/10.1109/ms.2001.922720.

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7

Parikh, Indira J. "Organizational Change." NHRD Network Journal 1, no. 5_Special_Issue (2007): 5–9. http://dx.doi.org/10.1177/0974173920070502s.

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8

Lane, Gina. "Organizational change." Business Information Review 25, no. 4 (2008): 262–67. http://dx.doi.org/10.1177/0266382108098061.

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9

Goodman, Elisabeth, and Lucy Loh. "Organizational change." Business Information Review 28, no. 4 (2011): 242–50. http://dx.doi.org/10.1177/0266382111427087.

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Change is again in the spotlight. Much of the current debate about organizational change is focusing on large scale changes, e.g. public sector reshaping or the role of the third sector, for example, and many private sector organizations are working hard on internal efficiencies. All of these bring huge challenges. But what about the people and the teams within these organizations, who must continue to deliver today as well as achieve changes to their own roles and services for delivery tomorrow? This article describes some of the current drivers of change, and the challenges for teams. It hig

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10

Woodard, Dudley B., Jr., Patrick Love, and Susan R. Komives. "Organizational Change." New Directions for Student Services 2000, no. 92 (2000): 61–70. http://dx.doi.org/10.1002/ss.925.

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11

Singh, Jitendra V., Robert J. House, and David J. Tucker. "Organizational Change and Organizational Mortality." Administrative Science Quarterly 31, no. 4 (1986): 587. http://dx.doi.org/10.2307/2392965.

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12

Grandori, Anna, and Andrea Prencipe. "Organizational invariants and organizational change." European Management Review 5, no. 4 (2008): 232–44. http://dx.doi.org/10.1057/emr.2008.29.

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13

Egelhoff, William G. "Organizational equilibrium and organizational change." Journal of International Management 5, no. 1 (1999): 15–33. http://dx.doi.org/10.1016/s1075-4253(99)00006-x.

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14

Hage, J. T. "ORGANIZATIONAL INNOVATION AND ORGANIZATIONAL CHANGE." Annual Review of Sociology 25, no. 1 (1999): 597–622. http://dx.doi.org/10.1146/annurev.soc.25.1.597.

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15

Burnes, Bernard. "Organizational choice and organizational change." Management Decision 35, no. 10 (1997): 753–59. http://dx.doi.org/10.1108/00251749710192075.

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16

Janicijevic, Nebojsa. "Organizational learning in the theory of organizational change." Ekonomski anali 51, no. 171 (2006): 7–31. http://dx.doi.org/10.2298/eka0671007j.

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The concept of organizational learning has been presented and placed within the referential frame of the organizational change theory. It appears that organizational changes shows to be a wider concept than organizational learning, since every learning includes change, but every change does not necessarily include learning. Organizational learning presents a particular type of organizational change, one which comprises creation and utilization of knowledge, includes changes of both cognitive structures and behaviors of organizational members, and necessarily is normative by its nature. The ref

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17

Ololube, Nwachukwu Prince, and Dennis Ogutum Ololube. "Organizational Change Management." International Journal of Applied Management Sciences and Engineering 4, no. 1 (2017): 25–42. http://dx.doi.org/10.4018/ijamse.2017010103.

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Change management is a continuous method used in transitioning individual employee, groups, and organizations to an anticipated future change. It focuses on the change management processes that addresses individual employee, groups and organizational factors that acts as catalyst for possible changes in organization. The purpose of change management is ultimately to make use of initiatives and ensure that every employee in an organization is willing and ready to switchover to an anticipated new role in the proposed business environment. This current study evaluated the relationship between lea

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18

Ceci, Federica, Francesca Masciarelli, and Andrea Prencipe. "Changes in Organizational Architecture: Aspiration Levels, Performance Gaps and Organizational Change." International Journal of Innovation and Technology Management 13, no. 01 (2016): 1650002. http://dx.doi.org/10.1142/s0219877016500024.

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This paper illustrates how organizations change their architecture in response to environmental feedback, measured in relation to performance gaps. Based on a study of 762 organizations, we explore the modus operandi underpinning architectural change and argue that the interplay between social and historical aspiration levels: (i) constitutes a benchmark against which organizations measure current performance; and (ii) defines the scope of architectural change. While a small performance gap leads organizations to implement minor architectural changes (adaptation strategy), a large performance

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19

Takase, Takenori. "Organizational Change and Environmental Change :." Japanese Sociological Review 37, no. 1 (1986): 64–78. http://dx.doi.org/10.4057/jsr.37.64.

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20

Krysinski, Patricia R., and Donald B. Reed. "Organizational Change and Change Leadership." Journal of Leadership Studies 1, no. 2 (1994): 65–72. http://dx.doi.org/10.1177/107179199400100207.

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21

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 (2013): 188–212. http://dx.doi.org/10.1108/jkic-07-2013-0012.

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22

Tsoukas, Haridimos, and Robert Chia. "On Organizational Becoming: Rethinking Organizational Change." Organization Science 13, no. 5 (2002): 567–82. http://dx.doi.org/10.1287/orsc.13.5.567.7810.

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23

Makhmudova, Aziza Azamatovna. "ORGANIZATIONAL CHANGE MANAGEMENT." TECHNICAL SCIENCE RESEARCH IN UZBEKISTAN 2, no. 6 (2024): 146–49. https://doi.org/10.5281/zenodo.12570859.

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This article talks about the management of organizational change and is a guide for students of the direction of the establishment of cultural and art institutions and management. An organization is a systematized, conscious Association of people who mobilize to achieve certain goals in terms of socio-economic production, as well as provide for the achievement of managerial tasks. One of the peculiarities of the management process itself lies in the fact that various organizational changes are carried out when socio-political processes change, positive and negative effects on the requirements

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24

Corley, Kevin G., and Dennis A. Gioia. "Identity Ambiguity and Change in the Wake of a Corporate Spin-off." Administrative Science Quarterly 49, no. 2 (2004): 173–208. http://dx.doi.org/10.2307/4131471.

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We report on the findings of an inductive, interpretive case study of organizational identity change in the spin-off of a Fortune 100 company's top-performing organizational unit into an independent organization. We examined the processes by which the labels and meanings associated with the organization's identity underwent changes during and after the spin-off, as well as how the organization responded to these changes. The emergent model of identity change revolved around a collective state of identity ambiguity, the details of which provide insight into processes whereby organizational iden

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25

Gagliardi, Pasquale, Barbara Czarniawska, and Guje Sevon. "Translating Organizational Change." Administrative Science Quarterly 44, no. 1 (1999): 183. http://dx.doi.org/10.2307/2667039.

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26

Lukhmanova, N. A. "ORGANIZATIONAL CHANGE MANAGEMENT." ECONOMIC VECTOR 4, no. 19 (2019): 29–31. http://dx.doi.org/10.36807/2411-7269-4-19-29-31.

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27

Moran, John W., and Baird K. Brightman. "Leading organizational change." Journal of Workplace Learning 12, no. 2 (2000): 66–74. http://dx.doi.org/10.1108/13665620010316226.

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28

Andersson, Gunnar. "Resisting Organizational Change." International Journal of Advanced Corporate Learning (iJAC) 8, no. 1 (2015): 48. http://dx.doi.org/10.3991/ijac.v8i1.4432.

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29

Steele, Patricia. "Surviving Organizational Change." Nursing Management (Springhouse) 21, no. 12 (1990): 50. http://dx.doi.org/10.1097/00006247-199012000-00017.

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30

Nair, Leena, and Ankush Punj. "Driving Organizational Change." NHRD Network Journal 1, no. 5_Special_Issue (2007): 65–69. http://dx.doi.org/10.1177/0974173920070513s.

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31

Glaser, Edward M. "Planned Organizational Change." Knowledge 8, no. 2 (1986): 260–69. http://dx.doi.org/10.1177/107554708600800209.

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32

Clack, Mary Elizabeth. "Managing Organizational Change." Serials Librarian 25, no. 3-4 (1995): 149–61. http://dx.doi.org/10.1300/j123v25n03_17.

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33

Hannan, Michael T., László Pólos, and Glenn R. Carroll. "Cascading Organizational Change." Organization Science 14, no. 5 (2003): 463–82. http://dx.doi.org/10.1287/orsc.14.5.463.16763.

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34

Cameron, Kim, and Jon McNaughtan. "Positive Organizational Change." Journal of Applied Behavioral Science 50, no. 4 (2014): 445–62. http://dx.doi.org/10.1177/0021886314549922.

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35

Lorenzi, N. "Organizational ISSUES=change." International Journal of Medical Informatics 69, no. 2-3 (2003): 197–203. http://dx.doi.org/10.1016/s1386-5056(02)00105-3.

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36

BEERS, LEE SAVIO. "Spearheading Organizational Change." Pediatric News 44, no. 2 (2010): 57. http://dx.doi.org/10.1016/s0031-398x(10)70090-4.

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37

Gupta, Parvinder. "Managing Organizational Change." Management and Labour Studies 28, no. 3 (2003): 257–63. http://dx.doi.org/10.1177/0258042x0302800305.

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38

SIECK, KATE, and STEVEN GARCIA. "Decoding Organizational Change." Ethnographic Praxis in Industry Conference Proceedings 2016, no. 1 (2016): 562–64. http://dx.doi.org/10.1111/1559-8918.2016.01131.

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39

Brunsson, Karin. "Translating organizational change." Scandinavian Journal of Management 13, no. 3 (1997): 323–24. http://dx.doi.org/10.1016/s0956-5221(97)84646-5.

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40

Grant, David, Nick Wailes, Grant Michelson, Ann Brewer, and Richard Hall. "Rethinking organizational change." Strategic Change 11, no. 5 (2002): 237–42. http://dx.doi.org/10.1002/jsc.599.

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41

Austin, Michael J., Frederick L. Ahearn, and Richard A. English. "Guiding Organizational Change." New Directions for Higher Education 1997, no. 98 (1997): 31–56. http://dx.doi.org/10.1002/he.9803.

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42

Chernyavs'ka, Iryna, and Rostyslav Kovtun. "MANAGEMENT OF ORGANIZATIONAL CHANGES AS A DIRECTION OF IMPROVING THE ORGANIZATION'S ACTIVITIES." ECONOMIC BULLETIN OF THE DNIPROVSK STATE TECHNICAL UNIVERSITY, no. 2(5) (January 2, 2023): 42–51. http://dx.doi.org/10.31319/2709-2879.2022iss2(5).270793pp42-51.

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Today, in the management of organizations, the issue of resistance to changes in the environment and management of changes in the organization's activities remains relevant. The article aims to clarify and generalize theoretical provisions regarding the management of organizational changes in the context of increasing the effectiveness of the organization's activities. The theoretical and methodological basis of the work is a set of principles and methods of scientific research: the principle of systematization and theoretical generalization and methods of structural and functional analy

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43

Rahman, Z., and H. Kholidi Hadi. "Does Organizational Culture Matters in Organizational Change? Transformational Leadership and Cynicism About Organizational Change." KnE Social Sciences 3, no. 11 (2019): 353. http://dx.doi.org/10.18502/kss.v3i11.4019.

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44

Espedal, Bjarne. "Do Organizational Routines Change as Experience Changes?" Journal of Applied Behavioral Science 42, no. 4 (2006): 468–90. http://dx.doi.org/10.1177/0021886306291601.

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45

Weber, Paula S., and James E. Weber. "Changes in employee perceptions during organizational change." Leadership & Organization Development Journal 22, no. 6 (2001): 291–300. http://dx.doi.org/10.1108/01437730110403222.

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46

Banutu-Gomez, Michael Ba, and Shandra MT Banutu-Gomez. "Organizational Change And Development." European Scientific Journal, ESJ 12, no. 22 (2016): 56. http://dx.doi.org/10.19044/esj.2016.v12n22p56.

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This paper discusses the importance of organizational change and development. Passed literature suggests how companies have used adaptation to promote their companies. The research supports the ideas of workers personal desire for changes in the workplace. Without willingness to adapt to changes in technology, society, and worker needs an organization will miss major opportunities. Individual’s acceptance of workplace changes were also shown to changes based on comfort at present time. Our research revealed that successful organizations and those that accept and adapt to the change process.

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47

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

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The organizations, in the present days,are facing a dynamic environment which makes that no organization is immune towards change. Technological changes, innovations in communication, movements in the job market, globalization, make the organization face continuous challenges regarding competition, general non-stability of the macro-environment, merging and re-engineering of the work processes. To face these challenges, the organization reassesses the strategies, structure, policies, actions, processes and their culture. So the organizational change (OC) is inevitable in the environment where

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48

Hyung-Deok Shin, Ji-Eun Lee, and Ju-Yeon Park. "Impacts of organizational change on organizational creativity." Journal of Eurasian Studies 15, no. 2 (2018): 145–61. http://dx.doi.org/10.31203/aepa.2018.15.2.007.

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49

Austin, Michael J., and Jennette Ciaassen. "Impact of Organizational Change on Organizational Culture." Journal of Evidence-Based Social Work 5, no. 1-2 (2008): 321–59. http://dx.doi.org/10.1300/j394v05n01_12.

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50

Day, Mark T. "Performance-Driven Organizational Change: The Organizational Portfolio." Journal of Academic Librarianship 26, no. 2 (2000): 143. http://dx.doi.org/10.1016/s0099-1333(00)00090-2.

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