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Journal articles on the topic 'Planned change organization'

Author: Grafiati

Published: 3 June 2025

Last updated: 31 July 2025

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1

Kumar, Kamalesh, and Mary S. Thibodeaux. "Organizational Politics and Planned Organization Change." Group & Organization Studies 15, no. 4 (1990): 357–65. http://dx.doi.org/10.1177/105960119001500402.

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2

Syamsuriadi, SYAMSURIADI. "LINGKUNGAN DAN MANAJEMEN PERUBAHAN DALAM ORGANISASI." Adaara: Jurnal Manajemen Pendidikan Islam 8, no. 1 (2019): 816–34. http://dx.doi.org/10.35673/ajmpi.v8i1.420.

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Abstract. Every organization in this modern era experiences challenges of change due to the uncertainty of the organization's environment. In the view of an open system, the organizational environment is described as everything that is around the organization that may influence and be influenced by the organization. Organizations cannot live without the environment, because both are inseparable entities. Thus changes in the environment must be followed by appropriate adjustment steps by the organization in order to maintain its effectiveness. One way to make adjustments appropriately is it req

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Sobri, Rachmad. "PERAN KEPEMIMPINAN PENDIDIKAN ISLAM DALAM MANAJEMEN PERUBAHAN ORGANISASI PENDIDIKAN." Transformasi : Jurnal Kepemimpinan & Pendidikan Islam 3, no. 1 (2019): 59–72. http://dx.doi.org/10.47945/transformasi.v3i1.347.

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This article discusses changes in Islamic education organizations, who raised the role of Islamic education leadership in the change management of mini research education organizations at MTs Al-Mujahirin Patuk Yogyakarta. Basically every organization will make changes in the body of the organization is logical and formal. Good organizational change is a systemic and planned change and requires a top leader to drive a change and be suported by elements within it.

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Theodore, John. "Organizational Development Interventions In Learning Organizations." International Journal of Management & Information Systems (IJMIS) 17, no. 1 (2012): 65. http://dx.doi.org/10.19030/ijmis.v17i1.7591.

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The purpose of this article was to demonstrate that organizational development interventions in key areas of learning organizations assist to further develop such organizations because they are open systems and accustomed to planned changes. Therefore, their resistance to planned developmental changes is limited in comparison to non-learning organizations that are not accustomed to this process. The ultimate goal of organization development is to make the organization more open and more adaptive through increases in capability and potential in order for it to continue making such planned chang

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Fedynets, Natalia. "CHANGE MANAGEMENT MECHANISM IN THE ORGANIZATION IN CRISIS CONDITIONS." Acta Scientiarum Polonorum. Oeconomia 21, no. 3 (2023): 15–24. http://dx.doi.org/10.22630/aspe.2022.21.3.10.

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Changes in the organization are inevitable. Changes can be planned or unplanned, the need for their implementation can arise spontaneously. The aim of making changes in the organization is dissatisfaction with the existing state of affairs, indicators of its activity. Most changes are planned by the organization, some changes are carried out urgently, and some can be delayed. A crisis is an important indicator that always determines the need for changes. Changes caused by the crisis conditions of business operation need to be implemented as soon as possible. Postponing the implementation of ch

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Sminia, Harry, and Antonie Van Nistelrooij. "Strategic management and organization development: Planned change in a public sector organization." Journal of Change Management 6, no. 1 (2006): 99–113. http://dx.doi.org/10.1080/14697010500523392.

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Paschal, Onugha, and Amah Edwinah. "Planned change and organizational effectiveness, the moderating role of organizational culture." Journal of Scientific Reports 1, no. 1 (2019): 28–43. https://doi.org/10.5281/zenodo.3381578.

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The study investigated the role of organizational culture in moderating the relationship between planned change and organizational effectiveness. We measured organizational effectiveness using resilience and corporate growth. The study adopted the cross sectional method which is a form of the quasi experiment research design. A population of 1651 was drawn from 33 selected indigenous maritime companies operating in Nigeria. The Krejcie and Morgan (1970) table was used to arrive at a sample size of 327. The questionnaire was used as the main instrument for collection of data and it was designed

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Furxhi, Gentisa, Sonela Stillo, and Marinela Teneqexhi. "Organizational Change: Employees Reaction Towards It." European Journal of Multidisciplinary Studies 1, no. 1 (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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Boone, Joyce B. "Improving Employee Engagement: Making the Case for Planned Organizational Change Using the Burke-Litwin Model of Organizational Performance and Change." Information Management and Business Review 4, no. 7 (2012): 402–8. http://dx.doi.org/10.22610/imbr.v4i7.994.

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This case analysis focuses on a community college program environment, which is challenged by low employee participation and engagement. The purpose of this writing is to describe an assessment and proposal for planned changed in this program based on the Burke-Litwin Model of Organizational Performance and Change (Burke, 2002). The outcome of the assessment and plan for change is a theoretically based strategy applicable to this organization and suggested for consideration by other organizations where the presenting problem (low engagement in this case) is a symptom of deeper and underlying i

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Adams, Rita Fuerst. "Community built on humility, curiosity and trust drives social change." Board & Administrator for Administrators Only 41, no. 4 (2024): 1–4. http://dx.doi.org/10.1002/ban.31746.

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What does it take for a social change organization to move from its strong, organic growth to an even more impactful planned, strategic growth? Social change organizations often begin with an innovative solution and they grow organically, maximizing growth with their own talents and resources. To make swing‐for‐the‐fences change, however, requires a community.

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Mutiara Khinaya and Nuri Aslami. "Peran Manajemen Perubahan Terhadap Kemajuan Organisasi." Manajemen Kreatif Jurnal 1, no. 3 (2023): 76–83. http://dx.doi.org/10.55606/makreju.v1i3.1643.

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Change is an unavoidable process in an organization. Organizational change is the process of moving from the present state to the future to improve the organization. An organization will always experience a change to anticipate and face challenges that will occur in the future. Organizational change can come from outside or from within the organization itself where the change is in the form of planned changes or structural changes that must be managed properly. Management in an organization is needed to help the change process so that the organization can improve its progress. The progress of

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Ms., Shubhashri Gopalkrishna Kamalapur. "Emergence of Human Resource Development in India: An Overview." 'Journal of Research & Development' 15, no. 16 (2023): 11–13. https://doi.org/10.5281/zenodo.8361913.

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<strong>Abstract:</strong> Human resource development is the integrated use of training of set of individuals of an organization, business sector or an economy, taking place within organization for the expansion of human capital through the development of both organization and individual to increase the effectiveness in performance and to initiate and manage the change. Human resource development is the integrated use of training, organization, and career development efforts to improve individual, group, and organizational effectiveness. HRD develops the key competencies that enable individual

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Covin, Teresa Joyce, Ralph H. Kilmann, and Ines Kilmann. "Using Organizational Stories for the Diagnostic Phase of Planned Change: Some Possibilities and Precautions." Psychological Reports 74, no. 2 (1994): 623–34. http://dx.doi.org/10.2466/pr0.1994.74.2.623.

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Storytelling has often been presented as one way of assessing the subjective, hard-to-measure variables that affect organizational success such as corporate culture and group norms. The content of organizational stories, however, can provide valuable information concerning both the informal and formal organization. As such, stories can be used much more broadly—and practically—than has been reported previously. In particular, during the diagnostic phase of planned change, stories can be gathered via individual interviews, group interviews, structured questionnaires, observation, unobtrusive me

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Onyeneke, Gechinti Bede, and Tomokazu Abe. "The effect of change leadership on employee attitudinal support for planned organizational change." Journal of Organizational Change Management 34, no. 2 (2021): 403–15. http://dx.doi.org/10.1108/jocm-08-2020-0244.

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Purpose The purpose of this paper is to examine how change leadership activities help bring about employee support for planned organizational change.Design/methodology/approachUsing a non-experimental quantitative research design, and a self-administered Likert-type questionnaire survey, the study sourced data from employees in an organization undergoing significant change. Data analysis was by structural equation modeling (SEM).FindingsChange leadership behaviors bearing on; visioning, communication, participation, support and concern for change participants' interests were found to be of sig

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Candy, Val. "Managing Planned Change: The Transition From A Nationalized Organization To A Fragmented Network." American Journal of Health Sciences (AJHS) 4, no. 2 (2013): 55–66. http://dx.doi.org/10.19030/ajhs.v4i2.7759.

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Organizational change literature has traditionally concentrated on how organizations realign internal resources in an effort to predict and match the needs of the external environment. This paper examines how managing the change process can influence organizational performance measures such as voluntary turnover. The underlying causes of resistance to change and person-organization fit are discussed as the National Health Service (NHS) in the United Kingdom continues to experience upheaval as it shifts from a nationalized institution to a fragmented network of trusts charged with visibly incre

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Konlechner, Stefan, Markus Latzke, Wolfgang H. Güttel, and Elisabeth Höfferer. "Prospective sensemaking, frames and planned change interventions: A comparison of change trajectories in two hospital units." Human Relations 72, no. 4 (2018): 706–32. http://dx.doi.org/10.1177/0018726718773157.

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Changing organizations is difficult. In this article, we analyze how sensemaking that follows the initiation of change projects relies on the interplay of prospective and retrospective aspects, and we elucidate how organization members’ frames develop over time based on this interplay. Our data, 38 in-depth interviews with nursing and medical staff held at four different points in time, reveal how expectations impact the dynamics of meaning construction in change processes. Our findings demonstrate that the frames through which actors make sense of change initiatives develop continuously, alth

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Akarsu, Ozgur, Mehmet Gencer, and Savaş Yıldırım. "Listening to the organization: change evaluation with discourse analysis." Journal of Organizational Change Management 31, no. 5 (2018): 1040–53. http://dx.doi.org/10.1108/jocm-05-2017-0198.

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Purpose Change is continuous and leaves many digital traces in contemporary organizations, while research on change usually lacks such continuity. The purpose of this paper is to test and explore the claim that change can be monitored through employee discourse. In doing so, the authors introduce basic text mining methods to detect prevailing keywords and their changes over time. Such monitoring of content and its change promises a continuous feedback and improvement for change management efforts. Design/methodology/approach The authors use a mixed research design, combining an ethnographic ap

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Ainsworth, Dale, and Ann E. Feyerherm. "Higher order change: a transorganizational system diagnostic model." Journal of Organizational Change Management 29, no. 5 (2016): 769–81. http://dx.doi.org/10.1108/jocm-11-2015-0209.

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Purpose Transorganizational systems (TSs) are a collection of organizations that have agreed to work interdependently to accomplish a task too large in scope for a single organization. TS are organizational structures capable of addressing large-scale problems, and are vitally important. However, relative to the stand-alone organization, TS theory is under-developed and currently no comprehensive diagnostic model exits for managing TS change. Theoretically constructed diagnostic models are essential ingredients of any planned change effort. The purpose of this paper is to propose a comprehensi

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Al-Ali, Abdulla Ahmed, Sanjay Kumar Singh, Moza Al-Nahyan, and Amrik Singh Sohal. "Change management through leadership: the mediating role of organizational culture." International Journal of Organizational Analysis 25, no. 4 (2017): 723–39. http://dx.doi.org/10.1108/ijoa-01-2017-1117.

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Purpose This paper aims to examine the influence of change leadership on organizational culture and change management practices in public-sector firms in the United Arab Emirates (UAE). It also examines the mediating role of organizational culture on the interactions between leadership and change management programmes in the organization. Design/methodology/approach An empirical test of the hypotheses using confirmatory factor analysis and structural equation modelling were applied to data collected from 210 middle-management respondents of public-sector organizations in the UAE. Findings The

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Zolper, Katja, Daniel Beimborn, and Tim Weitzel. "When the River Leaves Its Bed: Analyzing Deviations between Planned and Actual Interaction Structures in IT Change Processes." Journal of Information Technology 28, no. 4 (2013): 333–53. http://dx.doi.org/10.1057/jit.2013.23.

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There is ample evidence of deviations between the actual and planned interaction structures between a firm's IT department and business units. Such deviations can hinder senior managers from governing their IT organizations effectively because they do not know how work really gets done. This paper develops an explanation for why actual structures differ from planned structures. Understanding this phenomenon is indispensable for managers to govern the real organization, to uphold compliance with important standards (e.g., ITIL, COBIT), to decide whether the formal or the actual organization is

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Walden, Patrick R. "Business: Conceptualizations of Organizational Change Viewed Through the Lens of Power: A Tutorial for the Speech-Language Pathologist/Audiologist Administrator." Perspectives on Administration and Supervision 21, no. 1 (2011): 9–17. http://dx.doi.org/10.1044/aas21.1.9.

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Both educational and health care organizations are in a constant state of change, whether triggered by national, regional, local, or organization-level policy. The speech-language pathologist/audiologist-administrator who aids in the planning and implementation of these changes, however, may not be familiar with the expansive literature on change in organizations. Further, how organizational change is planned and implemented is likely affected by leaders' and administrators' personal conceptualizations of social power, which may affect how front line clinicians experience organizational change

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Islam, Rafaqat, Khalid Mahmood Shafi, and Sarfraz Hussain Ansari. "Grid organization development – A route to organizational excellence." Social Sciences Spectrum 4, no. 1 (2025): 401–15. https://doi.org/10.71085/sss.04.01.227.

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The pursuit of organizational excellence has been a central concern since the rise of industrialization, gaining prominence during and after World War II. Grid Organization Development (Grid OD), developed by Blake and Mouton, is a theory-centered approach that aims to maximize organizational effectiveness through structured interventions. This article explores the principles of Grid OD, contrasting it with technique-centered and process-centered OD approaches. Grid OD is grounded in the Managerial Grid model, which categorizes leadership styles based on concerns for production and people. Thr

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Dunphy, Dexter C., and Doug A. Stace. "Transformational and Coercive Strategies for Planned Organizational Change: Beyond the O.D. Model." Organization Studies 9, no. 3 (1988): 317–34. http://dx.doi.org/10.1177/017084068800900302.

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This paper challenges the universality of O.D. theory, arguing that it presents an incomplete model of organizational change. Two contrasting 'theories' of organization al change are compared and evaluated (the incremental and transformational theses) and also two contrasting methods of change: participation and coercion. All four approaches are seen as legitimate components of a differentiated contingency model of change. The model has implications for the choice of strategies for managing organizational change in differing circumstances and for the training of change agents.

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BLACKLER, FRANK. "Information systems design and planned organization change: applying Unger's theory of social reconstruction." Behaviour & Information Technology 11, no. 3 (1992): 175–83. http://dx.doi.org/10.1080/01449299208924334.

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Momčilović, Oliver, Slađana Vujičić, and Dragan Doljanica. "Analysis and influence of the level of innovation & leadership on the level of organizational changes." Journal of Process Management and New Technologies 10, no. 3-4 (2022): 131–40. http://dx.doi.org/10.5937/jouproman2203131m.

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In order to improve both the internal and external functionality of the organization, organizational changes are increasingly sought. Changes are of great importance and without a doubt they are of crucial importance for strengthening and improving organizational efficiency. Organizational changes were always complemented by planned strategies and aligned with the organizational goal. The process of change is very challenging and important for organizations because it represents its path to success. Also, through organizational changes, organizations can be made capable of meeting future consu

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Momčilović, Oliver, Slađana Vujičić, and Dragan Doljanica. "ANALYSIS AND INFLUENCE OF THE LEVEL OF INNOVATION & LEADERSHIP ON THE LEVEL OF ORGANIZATIONAL CHANGES." Journal of process management and new technologies 10, no. 3-4 (2022): 131–40. http://dx.doi.org/10.5937/jpmnt10-41566.

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In order to improve both the internal and external functionality of the organization, organizational changes are increasingly sought. Changes are of great importance and without a doubt they are of crucial importance for strengthening and improving organizational efficiency. Organizational changes were always complemented by planned strategies and aligned with the organizational goal. The process of change is very challenging and important for organizations because it represents its path to success. Also, through organizational changes, organizations can be made capable of meeting future consu

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Jansson, Noora. "Permanent tensions in organization." Journal of Health Organization and Management 29, no. 6 (2015): 654–69. http://dx.doi.org/10.1108/jhom-11-2013-0257.

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Purpose – The purpose of this paper is to investigate the relationship between permanent tensions and organizational change. Design/methodology/approach – This study used paradox theory and a case study. The case organization is a public university hospital in Finland involving several stakeholders. Findings – The analysis suggests that the relationship between permanent tensions and organizational change is a paradox that is part of organizational reality. As an organization learns to live with its permanent tensions, the renewal paradox settles into equilibrium. When tensions are provoked, t

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Goceva, Marieta, and Vance Bojkov. "DEVELOPMENT AND MANAGEMENT OF CHANGES IN ORGANIZATIONS." KNOWLEDGE - International Journal 47, no. 1 (2021): 51–57. http://dx.doi.org/10.35120/kij4701051g.

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In today's fierce competition and rapidly changing external environment, the organization must focus not only on its internal state, but also to develop an appropriate long-term strategy of behavior that will allow it to successfully adapt to changes in the environment and to fully realize its mission and goals. Working with change is not an exceptional cataclysm between longer periods of peace and quiet. This is the everyday reality. For change management, strategic planning promises to enable organizations to be more active in control, to achieve the change they want, according to a planned

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Wałek, Anna. "MANAGEMENT IN ACADEMIC LIBRARIES – BUILDING SMART ORGANIZATIONS BASED ON CORPORATE CULTURE." Przegląd Biblioteczny 89, no. 4 (2022): 495–520. http://dx.doi.org/10.36702/pb.875.

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Thesis – Changes in academic libraries are now an indispensable part of the process of their development and professionalization. A number of additional tasks that are set for libraries, ranging from participation in the digitization and sharing of digital collections, Open Access resources and Open Research Data, to participation in the evaluation process of universities and scientific disciplines, determine the initiation of the process of change in many units and in entire organizations. This article aims to introduce the principles that accompanythe process of change in a contemporary acad

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Makovoz, Oksana, and Mykhailo Buriak. "CONCEPTUAL FOUNDATIONS OF CHANGE MANAGEMENT THEORY." Bulletin of the National Technical University "Kharkiv Polytechnic Institute" (economic sciences), no. 1 (January 23, 2024): 36–40. https://doi.org/10.20998/2519-4461.2024.1.36.

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The article provides a brief overview of the history of change management. It is noted that the first mentions of the term change are made during antic times by greek philosphers and systematic studies of change management began in the 1950s. Since then, a number of different approaches to change management have been developed. This article discusses the theoretical foundations of change management in organizations. The authors define change, organizational change, and identify their main types. They also consider two main approaches to change management: spontaneous and controlled. Supporters

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Andreasson, Jörgen, Linda Ahlstrom, Andrea Eriksson, and Lotta Dellve. "The importance of healthcare managers’ organizational preconditions and support resources for their appraisal of planned change and its outcomes." Journal of Hospital Administration 6, no. 1 (2016): 25. http://dx.doi.org/10.5430/jha.v6n1p25.

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Background: Healthcare managers are expected to lead and manage planned organizational change intended to improve healthcare process quality. However, their complex working conditions offer limited decision control, and healthcare managers often feel ill prepared and inadequately supported to perform their duties. Healthcare managers have previously described their need for organizational support, but we lack knowledge of the preconditions and resources that help managers implement planned change.Methods: This prospective cohort study examined healthcare managers at three Swedish hospitals imp

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Smollan, Roy K., and Rachel L. Morrison. "Office design and organizational change." Journal of Organizational Change Management 32, no. 4 (2019): 426–40. http://dx.doi.org/10.1108/jocm-03-2018-0076.

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PurposeThe purpose of this paper is to compare different employee perceptions of the success of one change: a move to new offices and an open-plan design.Design/methodology/approachIn sum, 25 interviews were carried out in a New Zealand law firm that six months earlier had moved to new premises.FindingsContrary to academic and practitioner reports that open-plan offices are disliked, participants appreciated the new office space. A well-planned and highly participative program of change management led to positive perceptions of aesthetic design, open communication, collegiality, egalitarianism

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Dr., Nimmi Maria Oommen. "Envisioning Organizational Change as Inevitable Mechanism for Excellence." International Journal of Trend in Scientific Research and Development 2, no. 4 (2018): 1630–32. https://doi.org/10.31142/ijtsrd14273.

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Organizational change is the movement of an organization from one state of affairs to another. Organizational change can take many forms. It may involve a change in a company's structure, strategy, policies, procedures, technology, or culture. The change may be planned years in advance or may be forced upon an organization because of a shift in the environment. Organizational change can be radical and alter the way an organization operates, or it may be incremental and slowly change the way things are done. In any case, regardless of the type, change involves letting go of the old ways in

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Sumirah, Idarianty, and Ely Surayya. "MADRASAH TRANSFORMATION MODEL OF INFORMATION TECHNOLOGY ERA." International Journal of Research -GRANTHAALAYAH 8, no. 3 (2020): 65–73. http://dx.doi.org/10.29121/granthaalayah.v8.i3.2020.128.

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Madrasah organizational transformation in the information technology era is not always successful, there are important things that must be considered by organizations, namely: the possibility of rejection of the transformation. Organizational transformation done by reengineering, for example, has a risk of failure caused by resistance to changes in the status quo. That is, if the organization can reduce the risk of resistance to organizational transformation, the organizational transformation will be successful. In addition, to succeed in organizational transformation, support and involv

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Sumirah, Idarianty, and Surayya Ely. "MADRASAH TRANSFORMATION MODEL OF INFORMATION TECHNOLOGY ERA." International Journal of Research - Granthaalayah 8, no. 3 (2020): 65–73. https://doi.org/10.5281/zenodo.3732983.

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Madrasah organizational transformation in the information technology era is not always successful, there are important things that must be considered by organizations, namely: the possibility of rejection of the transformation. Organizational transformation done by reengineering, for example, has a risk of failure caused by resistance to changes in the status quo. That is, if the organization can reduce the risk of resistance to organizational transformation, the organizational transformation will be successful. In addition, to succeed in organizational transformation, support and involvement

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Divya J. "Impact of Change Communication on Readiness of the Employees - A Study on Post Covid19 WFH Scenario in the Indian Service Sector." International Research Journal of Multidisciplinary Scope 05, no. 02 (2024): 501–15. http://dx.doi.org/10.47857/irjms.2024.v05i02.0557.

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The study focuses upon analysing and examining the impact of change communication on readiness of the employees under the perspective of post-Covid19 WFH scenario. A closed-end and structure questionnaire was designed and adopted for data acquisition. The targets were determined as service sector-based organizations and the sample size 301 was determined for this study. Hypothesis was formulated and AMOS software was utilized for analysis. Through the proposed research, results were gathered, and it was found that the readiness to change by employees is highly impacted by effective communicati

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Edi Arsawan, I. Wayan, and Ni Putu Santi Suryantini. "PENGEMBANGAN ORGANISASI; IMPLEMENTASI DARI NILAI UNTUK KEBERLANJUTAN ORGANISASI." Forum Manajemen 14, no. 1 (2017): 58–67. http://dx.doi.org/10.61938/fm.v14i1.125.

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Organization development is a response to change, a complexeducational strategy intended to change the beliefs, attitudes, values, and structure of organizations so that they can better adapt to new technologies, markets, and challenges, and the dizzying rate of changeitself. Organizational development is the name that is being attached to total system, planned-change efforts for coping with the above-mentionedconditions.â€ (These conditions include four assertions about â€œtodayâ€™schanging world,â€ five about â€œtodayâ€™s business environment,â€ and six about â€œto dayâ€™s changing values

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Dewi, Indah Prastika, Bagus Rachmad Saputra, Lia Sajidah Rusydayana, Meilani Ingrid Diakonesty, and Nurul Mustabsyiroh. "Peran Manajemen Perubahan Terhadap Kemajuan Organisasi." Improvement: Jurnal Ilmiah untuk Peningkatan Mutu Manajemen Pendidikan 8, no. 1 (2021): 18–28. http://dx.doi.org/10.21009/improvement.v8i1.18326.

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Abstract  Change is a process that cannot be avoided in an organization. Organizational change is the process of moving from the present to the future to improve organization. An organization will always experience a change to anticipate and face challenges that will occur in the future. Organizational change can come from outside or within the organization itself where the change is in the from of planned changes of structural changes that must be managed properly. Management in an organization is needed to help the process of change so that the organization can improve its progre

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Warsi, Jamila Khatoon, Jahanzeb Shah ., and Shoaib Bin Naeem . "Integration and Transformation for Viability Jamila Khato." Journal of Economics and Behavioral Studies 3, no. 6 (2011): 370–80. http://dx.doi.org/10.22610/jebs.v3i6.293.

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Viability is a challenge that all the organizations face these days. As a result of this they need to introduce changes at various levels, through a change process. The halfhearted decisions regarding change result in confusion at all the levels. Services of experts as external consultants are hired for such an organizational development need. These consultants are responsible to communicate openly and discuss the reasons and consequences of the planned actions. Changing environment should be kept in view while implementing the change. Similarly, the capacity of the team should be improved and

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Tandogan, Mustafa. "Corporation culture in businesses and innovation management." Global Journal of Business, Economics and Management: Current Issues 8, no. 2 (2018): 49–60. http://dx.doi.org/10.18844/gjbem.v8i2.3528.

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“Change”, typically speaking, whether planned or not, is transformation of a system (humans or organizations), progress or environment from a circumstance to another in certain conditions . Change also represents the qualities that organizations and humans have changing dimensions. Change is a fundamental characteristic of every human society. Heraclius said “Nothing is permanent except change.” To change, in a way, is life itself. Whether we want it or not, change is always on our footstep. Change, as it can on a personal basis, can be on a corporation, social, national or universal basis as

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Talaja, Anita, and Vicenco Dumanić. "ORGANIZATIONAL LEARNING CAPACITY AS A MEDIATOR IN CHANGE READINESS – CHANGE SUCCESS RELATIONSHIP." Ekonomska misao i praksa 32, no. 2 (2023): 312–30. http://dx.doi.org/10.17818/emip/2023/2.1.

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Organizational change becomes important when companies fail to accomplish planned goals in a turbulent business environment. However, successful change implementation becomes impossible without organizational members' change readiness. Resistance to change is a factor that can jeopardize change efforts the most, and change readiness reduces potential change resistance. Also, continuous learning of all organization members is an essential prerequisite for successful change implementation. The aim of this research is to analyze the impact of change readiness on change success and investigate the

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Osodlo, Vasyl, Oleh Rybchuk, and Viktoriia Krykun. "Organizational Culture as a Basis for Efficient Development of Organization." Management and Business Research Quarterly 17 (February 2021): 18–30. http://dx.doi.org/10.32038/mbrq.2021.17.02.

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The article is devoted to the study of non-material assets of an organization development, particularly of organizational culture as a basis of effective development of an organization. The hypothesis lies in the fact that specific features study of organizational culture of a company provides possibility of objective evaluation of a degree of stability of organization, its ability for competition, allows to predict the important directions of management decisions, and a possibility of achievement of planned results. The tendencies concerning the transformations of contemporary management of o

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Osodlo, Vasyl, Oleh Rybchuk, and Viktoriia Krykun. "Organizational Culture as a Basis for Efficient Development of Organization." European Journal of Studies in Management and Business 17, no. 2 (2020): 18–30. https://doi.org/10.32038/mbrq.2021.17.02.

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The article is devoted to the study of non-material assets of an organization development, particularly of organizational culture as a basis of effective development of an organization. The hypothesis lies in the fact that specific features study of organizational culture of a company provides possibility of objective evaluation of a degree of stability of organization, its ability for competition, allows to predict the important directions of management decisions, and a possibility of achievement of planned results. The tendencies concerning the transformations of contemporary management of o

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Sofijanova, Elenica, Darko Andronikov, and Gjorgjina Kimova. "INTERNAL CHANGES IN ORGANIZATIONS AND DEVELOPMENT BY CREATIVITY AND INNOVATION." KNOWLEDGE INTERNATIONAL JOURNAL 30, no. 1 (2019): 59–63. http://dx.doi.org/10.35120/kij300159s.

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The turbulent times in which organizations exist, create the need for rapid and dynamic changes. The knowledge economy through improved efficiency, cost savings is being replaced-transformed into a creativity economy, in particular creating an economic value of creativity, imagination and innovation. This increases the need for changes initiated by the management team. It involves accepting and implementing new products and technologies, as well as changing organizational behavior through diversified values and organizational culture. Hyper competitive environment implies production changes, t

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ЗАХАРЧУК, Наталія, Наталія ГАВЛОВСЬКА та Євгеній РУДНІЧЕНКО. "УПРАВЛІННЯ ЗМІНАМИ: СТРАТЕГІЧНИЙ ВИМІР". Herald of Khmelnytskyi National University. Economic sciences 334, № 5 (2024): 452–56. http://dx.doi.org/10.31891/2307-5740-2024-334-68.

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The article examines the influence of the external environment on change strategies. The factors causing the need for changes in modern organizations are characterized, in particular technological, economic and socio-cultural transformations. Differences between external and internal causes of changes are highlighted. External factors include factors that arise in the external environment, including changes in the market, technologies, legislation, and others. Internal causes are related to the implementation of the strategy, the culture of the organization and the actions of its personnel. Ch

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Samah, Safuwan. "Acceptance of Change Behaviour among Middle Managers: The Importance of Subjective Norms and Social Influence as Environmental Predictors." Asian Social Science 14, no. 2 (2018): 155. http://dx.doi.org/10.5539/ass.v14n2p155.

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The study seeks to examine the influence of environmental-related factors among middle managers in Malaysian government organization. Specifically, this study seeks to determine the influence of subjective norms and social influence in public organizations on acceptance of change. Present study employed cross-sectional survey involving a sample of 400 Administrative and Diplomatic Officers (ADO) in Malaysian Public Service organizations. The findings highlighted that middle managers’ subjective norms in this study were significant in influencing acceptance of change but are not affected by the

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Haqq, Zulkifli Nurul, and Muhammad Natsir. "Three Components of Readiness to Change: Communication of Change and Change-Efficacy as Antecendents." Perisai : Islamic Banking and Finance Journal 3, no. 1 (2019): 33. http://dx.doi.org/10.21070/perisai.v3i1.2011.

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In order to fulfill the planned change, an organization should seriously take the role of individual perception into consideration, in which the individual plays a pivotal role in the change implementation stage through their act. This study aims to investigate the attitude of readiness to change based on the multidimensional concept, with communication of change and change-efficacy as antecedents. This study involved shariah rural bank, located in East Java, as a research object. Furthermore, a quantitative approach was employed in this study, in which survey as a procedure for collecting dat

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Rooney, Donna, Marie Manidis, Oriana M. Price, and Hermine Scheeres. "An enterprising phoenix: materiality, affect and learning." Journal of Workplace Learning 30, no. 4 (2018): 262–73. http://dx.doi.org/10.1108/jwl-10-2016-0090.

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PurposeThe purpose of this paper is to explore how workers experience planned and unplanned change(s), how the effects of change endure in organizations and the entanglement (Gherardi, 2015) of materiality, affect and learning.Design/methodology/approachResearch design is ethnographic in nature and draws from 30 semi-structured interviews of workers in an Australian organization. Interviews were designed to elicit narrative accounts (stories) of challenges and change faced by the workers. Desktop research of organizational documents and material artefacts complemented interview data. Analysis

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Seputro, William Hadi, and Mary Philia Elisabeth. "Peningkatan Pengetahuan Remaja Mengenai Narkoba, Seks Bebas, dan HIV Menggunakan Kerangka Kerja Theory Of Planned Behavior." Journal An-Nafs: Kajian Penelitian Psikologi 5, no. 2 (2020): 200–216. http://dx.doi.org/10.33367/psi.v5i2.1190.

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The level of drug use and free sex behavior in Indonesia is still very high, as much as 28% and 32%, including in one area in a big city, after referred to as the BU area. Based on initial interviews with BU residents, adolescents in BU areas are predominantly drug users and perpetrators of free sex when they knew residents try to cover up and keep quiet. Starting from the desire of BU citizen to change, researchers conducted research using the Theory of Planned Behavior (TPB) framework to provide behavior change interventions for changes in BU residents. Research participants were members of

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Philip, Leena. "Corporate Blogging: The New Age PR Tool." European Journal of Interdisciplinary Studies 3, no. 3 (2017): 65. http://dx.doi.org/10.26417/ejis.v3i3.p65-75.

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Effective public relations can create and build up the image of an individual or an organisation or a nation. At the time of adverse publicity or when the organisation is under crisis an effective Public Relations can remove the "misunderstanding" and can create mutual understanding between the organisation and the public. Public relations, in the internal environment area, are directed to both the entire organization and to its individual departments and units. Internal communication and good internal communication channels are of paramount importance. From an internal perspective, organizati

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