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Journal articles on the topic 'Theory of Organizational Change'

Author: Grafiati

Published: 29 June 2021

Last updated: 29 July 2025

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1

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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DONALDSON, L. "ORGANIZATIONAL PORTFOLIO THEORY: PERFORMANCE-DRIVEN ORGANIZATIONAL CHANGE." Contemporary Economic Policy 18, no. 4 (2000): 386–96. http://dx.doi.org/10.1111/j.1465-7287.2000.tb00035.x.

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Hage, Jerald, and Kurt Finsterbusch. "Three Strategies of Organizational Change: Organizational Development, Organizational Theory and Organizational Design." International Review of Administrative Sciences 55, no. 1 (1989): 29–57. http://dx.doi.org/10.1177/002085238905500105.

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J. Adriaenssen, Daniel, and Jon-Arild Johannessen. "Prospect theory as an explanation for resistance to organizational change: some management implications." Problems and Perspectives in Management 14, no. 2 (2016): 84–92. http://dx.doi.org/10.21511/ppm.14(2).2016.09.

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The problem in organizational change projects is that people often resist organizational change. Many change projects in organizations do not reach their goals. The question is why? This paper investigates how prospect theory can be used to explain people’s resistance to organizational change. Prospect theory is based on research from Kahneman and Tversky. If we know why people resist organizational change, we as leaders can do something to promote the change project. The objective of this article is to advise managers and leaders on ways of reducing resistance to organizational change. The au

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Sternberg, Robert J. "Effecting organizational change: A "mineralogical" theory of organizational modifiability." Consulting Psychology Journal: Practice and Research 54, no. 3 (2002): 147–56. http://dx.doi.org/10.1037/1061-4087.54.3.147.

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6

Frahm, Jennifer A., and Kerry A. Brown. "BUILDING AN ORGANIZATIONAL CHANGE COMMUNICATION THEORY." Academy of Management Proceedings 2005, no. 1 (2005): C1—C6. http://dx.doi.org/10.5465/ambpp.2005.18781296.

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Yong Sun Chang. "Organizational Change: Focusing on Congruence Theory." Korean Review of Organizational Studies 9, no. 3 (2012): 95–123. http://dx.doi.org/10.21484/kros.2012.9.3.95.

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Turner, John R., and Nigel Thurlow. "ORGANIZATIONAL CHANGE: THE SUBSTRATE-INDEPENDENCE THEORY." Performance Improvement Journal 62, no. 3 (2023): 94–101. http://dx.doi.org/10.56811/pfi-22-0010.

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This article provides a new perspective on organizational change by utilizing the substrate-independence theory. The substrate-independence theory utilizes constructor theory from the field of physics, concepts from information theory, and counterfactuals from science to identify, map, and address organizational change. The concepts presented in the current article highlight the initial steps in mapping one's landscape that include the environment and its constraints and barriers. These maps become information in real-time that aid organizational leaders and practitioners navigate ambiguity an

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van den Oord, Ad, Karen Elliott, Arjen van Witteloostuijn, Melody Barlage, Laszlo Polos, and Sofie Rogiest. "A cognitive organization theory (COT) of organizational change." Journal of Organizational Change Management 30, no. 6 (2017): 903–22. http://dx.doi.org/10.1108/jocm-08-2016-0164.

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Purpose In this paper, the authors develop a cognitive organization theory (COT) of organizational change. COT was developed in the 2000s, by taking insights from cognitive psychology and anthropology to rebuild the foundation of organizational ecology (OE), grounding macro processes of organizational legitimation, inertia and mortality in micro processes of appeal and engagement. COT also explored the micro-level process of organizational change, arguing that four features (i.e. asperity, intricacy, opacity, and viscosity) of an organization's texture impact the appeal of organizational chang

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Aslam, Usman, Farwa Muqadas, Muhammad Kashif Imran, and Abdul Saboor. "Emerging organizational parameters and their roles in implementation of organizational change." Journal of Organizational Change Management 31, no. 5 (2018): 1084–104. http://dx.doi.org/10.1108/jocm-08-2017-0300.

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Purpose The purpose of this paper is to investigate new emerging organizational parameters and their roles in successful change implementation. These organizational parameters are rarely investigated especially in the context of organizational change (OC) in private and public sector organizations. Design/methodology/approach In cumulative, 403 valid responses have been obtained randomly from public sector workers by using self-administered questionnaires. Findings The results reveal that knowledge sharing regarding incremental and radical changes can helpful for effective OC implementation. F

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Abel, Charles F., and Arthur J. Sementelli. "Evolutionary critical theory, metaphor, and organizational change." Journal of Management Development 24, no. 5 (2005): 443–58. http://dx.doi.org/10.1108/02621710510598454.

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12

Cappellaro, Giulia. "Book Review: Institutional Theory and Organizational Change." Organization Studies 35, no. 12 (2014): 1893–96. http://dx.doi.org/10.1177/0170840614534386.

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Kondra, Alex Z., and C. R. Hinings. "Organizational Diversity and Change in Institutional Theory." Organization Studies 19, no. 5 (1998): 743–67. http://dx.doi.org/10.1177/017084069801900502.

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14

GRANT, DAVID, and ROBERT J. MARSHAK. "A DISCOURSE-BASED THEORY OF ORGANIZATIONAL CHANGE." Academy of Management Proceedings 2009, no. 1 (2009): 1–6. http://dx.doi.org/10.5465/ambpp.2009.44243469.

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15

Fugate, Mel, Spencer Harrison, and Angelo J. Kinicki. "Thoughts and Feelings About Organizational Change." Journal of Leadership & Organizational Studies 18, no. 4 (2011): 421–37. http://dx.doi.org/10.1177/1548051811416510.

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This longitudinal field study examines the relationships among the three focal constructs within appraisal theory—appraisal, emotion, and coping—at the beginning of change and their relationship with employee withdrawal at the end of an organizational restructuring. New theory is used to integrate past theory and research to propose and test a model containing synchronous reciprocal relationships between negative appraisal and negative emotions. Results confirmed a synchronous reciprocal relationship between negative appraisal and negative emotions, which suggests that appraisal is not a seque

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Gold, Barry Allen. "Punctuated Legitimacy: A Theory of Educational Change." Teachers College Record: The Voice of Scholarship in Education 101, no. 2 (1999): 192–219. http://dx.doi.org/10.1177/016146819910100201.

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This research presents a theory of educational change grounded in 23 years of qualitative data that document the history of a public elementary school. The pattern of change observed supports the punctuated equilibrium theory of organizational change in which short periods of revolutionary change—usually the result of failed innovation—are followed by long periods of equilibrium or incremental change. Attempts to legitimate organizational and individual behavior—the dynamics of construction, erosion, loss, reconstruction, and maintenance of organizational legitimacy—explain the sequence of sta

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Mitra, Aditi, Sanjaya Singh Gaur, and Elisa Giacosa. "Combining organizational change management and organizational ambidexterity using data transformation." Management Decision 57, no. 8 (2019): 2069–91. http://dx.doi.org/10.1108/md-07-2018-0841.

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Purpose The purpose of this paper is to propose a practicable data-driven theory for the implementation and management of organizational change by combining the organization ambidexterity research and the organization change management research. Design/methodology/approach This study is based on the qualitative approach and uses a single case (in-depth investigation approach) study to come up with a data-driven theory, which is usable in the context of organizational change management and organizational ambidexterity (OA). Besides, in-depth interviews of change management practitioners, this s

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Evans, Christina. "Diversity management and organizational change." Equality, Diversity and Inclusion: An International Journal 33, no. 6 (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 st

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Rahmawati, Nada, and Saodah Wok. "The Effects of Organizational Change on Students' Emotions." GATR Global Journal of Business and Social Science Review (GJBSSR) Vol.5(3) Jul-Sep 2017 5, no. 3 (2017): 100–105. http://dx.doi.org/10.35609/gjbssr.2017.5.3(13).

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Objective - This study aims to examine the effects of perception on technological change, leadership change and structural change towards students' emotions; and to analyze the mediating effect of experience on perception towards emotion resulting from organizational changes. Using the Theory of Emotional Contagion (Hatfield, Cacioppo & Rapson, 1993), organizational change can produce a number of positive and negative emotional responses that can be transferred to others. Methodology/Technique - The study employs the quantitative research design using the survey method with the self-admini

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Slack, Trevor, and Bob Hinings. "Understanding Change in National Sport Organizations: An Integration of Theoretical Perspectives." Journal of Sport Management 6, no. 2 (1992): 114–32. http://dx.doi.org/10.1123/jsm.6.2.114.

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Increased interest in organizational change (i.e., shifts in an organization's structure, strategy, and processes) has led to considerable diversity in the theoretical approaches used to explain the phenomenon. This theoretical diversity has caused some scholars to suggest that a more complete understanding of organizational phenomena such as change is obtained when different theoretical perspectives are used in conjunction with one another. This paper examines a process of change that has been occurring in Canadian national sport organizations. Utilizing the theoretical approaches found in wo

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Trevisan, Paola. "Accounting in organizational change: a practice theory approach." puntOorg International Journal 2, no. 1 (2017): 58–62. http://dx.doi.org/10.19245/25.05.wpn.2.1.5.

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Lestari, Mira. "Taxes and Organizational Change: A Management Theory Review." Golden Ratio of Taxation Studies 3, no. 2 (2023): 56–66. http://dx.doi.org/10.52970/grts.v3i2.634.

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This study investigates the intricate relationship between taxation policies and organizational dynamics, focusing on the influence of taxes on strategic decision-making, resource allocation, and corporate governance. Employing a qualitative research methodology, the study conducts a systematic review of relevant literature from management, accounting, economics, and taxation domains. Thematic and content analyses are employed to synthesize key insights and patterns from the literature, revealing significant findings regarding the impact of taxation on organizational behavior. The results high

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Alolabi, Yousef Ahmad, Kartinah Ayupp, and Muneer Al Dwaikat. "Issues and Implications of Readiness to Change." Administrative Sciences 11, no. 4 (2021): 140. http://dx.doi.org/10.3390/admsci11040140.

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In light of readiness to change, organizational readiness has received little attention with the extensive assessment of individual readiness to change. (1) Background: Therefore, this conceptual paper aims to address the need for change at the organizational level through the lenses of Lewin theory, organizational change theory, and social exchange theory. It will identify issues and implications in readiness to change at the organizational level; (2) Methods: The primary method used in the study was mainly a literature review to add neglected factors driving change such as contextual factors

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Battilana, Julie, and Tiziana Casciaro. "Change Agents, Networks, and Institutions: A Contingency Theory of Organizational Change." Academy of Management Journal 55, no. 2 (2012): 381–98. http://dx.doi.org/10.5465/amj.2009.0891.

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Andrews, Jane, Helen Cameron, and Margaret Harris. "All change? Managers' experience of organizational change in theory and practice." Journal of Organizational Change Management 21, no. 3 (2008): 300–314. http://dx.doi.org/10.1108/09534810810874796.

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26

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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Kharitonovich, Alexander. "A Model of Organizational Change Process." Organizacija 55, no. 4 (2022): 288–304. http://dx.doi.org/10.2478/orga-2022-0019.

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Abstract Purpose/Goal: The article focuses on organization development process based on functioning of change motors; therefore, the author focuses on accomplishing three objectives. The first objective involves adding to the four change motors described by A. H. Van de Ven & M. S. Poole the fifth one, actually the balancing development motor. The second objective deals with devising a five change motor model based on motor interaction during the life cycle of an organization. The model represents the stages of change motor functioning, description of their interaction and combination of d

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Lee, Yu-Chin, and Pei-Chuan Mao. "Survivors of Organizational Change: A Resource Perspective." Business and Management Studies 1, no. 2 (2015): 1. http://dx.doi.org/10.11114/bms.v1i2.692.

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The failure rate of organizational change and studies regarding personal turmoil resulting from organizational change indicate that even employees survive layoff, merger, or any forms of changes, they still develop symptoms of distress, cynicism, and work withdrawal. In this paper, we propose a conceptual model based on the conservation of resources theory to examine the effect of organizational change on survivors’ organizational identification and well-being. Moreover, we suggest that organizational change may not be as harmful for employees who possess positive attitude toward the process.

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Yazıcıoğlu, Firuze. "Shaping Organizational Change: The Impact of Organizational Support and Job Crafting." AYBU Business Journal 5, no. 1 (2025): 14–28. https://doi.org/10.61725/abj.1721385.

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This study investigates the mediating role of job crafting in the relationship between perceived organizational support (POS) and resistance to change (RTC) among employees in the Turkish private sector. Drawing upon Social Exchange Theory and Self-Regulation Theory, the research proposes that when employees perceive high levels of organizational support, they are more likely to engage in job crafting behaviors—specifically task, relational, and cognitive crafting—which in turn reduce their resistance to organizational change. Data were collected from 202 employees through validated survey ins

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Ray, Victor. "A Theory of Racialized Organizations." American Sociological Review 84, no. 1 (2019): 26–53. http://dx.doi.org/10.1177/0003122418822335.

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Organizational theory scholars typically see organizations as race-neutral bureaucratic structures, while race and ethnicity scholars have largely neglected the role of organizations in the social construction of race. The theory developed in this article bridges these subfields, arguing that organizations are racial structures—cognitive schemas connecting organizational rules to social and material resources. I begin with the proposition that race is constitutive of organizational foundations, hierarchies, and processes. Next, I develop four tenets: (1) racialized organizations enhance or dim

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Rawat, Dr Neha. "NAVIGATING CHANGE: THE ROLE OF ORGANIZATIONAL TRUST IN ENHANCING JOB SATISFACTION." International Journal of Economics Finance & Management Science 06, no. 01 (2021): 01–05. http://dx.doi.org/10.55640/ijefms-9140.

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This study delves into the intricate dynamics of organizational change and its impact on job satisfaction while focusing on the mediating role of organizational trust. Organizational change is a constant in today's dynamic business environment, and its effects on employee well-being are of paramount importance. Through a comprehensive analysis of empirical data and organizational behavior theory, this research uncovers how trust within an organization acts as a mediating factor in shaping job satisfaction during periods of transition. The findings offer valuable insights for both leaders and e

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Talat, Usman, Kirk Chang, and Bang Nguyen. "Decision and intuition during organizational change." Bottom Line 30, no. 3 (2017): 236–54. http://dx.doi.org/10.1108/bl-08-2017-0016.

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Purpose The purpose of this paper is to review intuition in the context of organizational change. The authors argue that intuition as a concept requires attention and its formulation is necessary prior to its application in organizations. The paper provides a critique of dual process theory and highlights shortcomings in organization theorizing of intuition. Design/methodology/approach The paper is conceptual and provides in-depth theoretical discussions by drawing from the literature on decision and intuition in the context of organizational change. Findings Investigating whether dual process

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Nadim, Abbas, and Parbudyal Singh. "Leading change for success: embracing resistance." European Business Review 31, no. 4 (2019): 512–23. http://dx.doi.org/10.1108/ebr-06-2018-0119.

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Purpose Organizational change is one of the most researched issues in management and leadership. Change is generally viewed as necessary, with positive outcomes for all stakeholders. Resistance is consequently seen as a surprising outcome. However, much of the management literature focuses on change as organizational dynamics-driven, especially by those at the top, in the interests of those at the top, often with scant attention to the role of employees. The purpose of this paper is to take a different perspective, grounded in the systems theory. Design/methodology/approach This is a conceptua

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Krogh, Simon. "Anticipation of organizational change." Journal of Organizational Change Management 31, no. 6 (2018): 1271–82. http://dx.doi.org/10.1108/jocm-03-2017-0085.

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Purpose Existing research on the organizational implications of the introduction of new information technology (IT) has neglected to focus on the anticipation of organizational change. In this paper, the author examines the extended pre-implementation phase prior to the introduction of the largest-ever health IT (HIT) implementation in Denmark. The purpose of this paper is to expand the conceptualization of organizational change to include the neglected pre-implementation phase preceding large-scale organizational change projects. Design/methodology/approach The research is based on qualitativ

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HAVLOVSKA, Nataliia, Vitaliy SEMENCHENKO, Taras YABLONSKY, and Emma HYMENNA. "THEORETICAL BASIS OF CHANGE MANAGEMENT IN THE ORGANIZATION." Herald of Khmelnytskyi National University. Economic sciences 316, no. 2 (2023): 161–66. http://dx.doi.org/10.31891/2307-5740-2023-316-2-25.

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The article examines the existing models of change management, in particular: the model of business transformations by K. Levin, the ADKAR model by D. Hiatt, the McKinsey model, the 8 forces model by J. Kotter, theory E and theory O, the iceberg model of change management by V. Kruger, the transition model of V. Bridges. K. Levin’s business transformation model is one of the most popular and successful change management models and includes 3 stages of the change process, namely: 1) (unfreezing, 2) changes, 3) freezing. ADKAR model – author D. Hayatt, includes 5 stages, in particular: 1) awaren

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Yordanov, Yassen, Jean-louis Denis, François Champagne, Pierre Lombrail, and André-Pierre Contandriopoulos. "Toward a Dynamic Theory of Organizational Development and Change." Academy of Management Proceedings 2015, no. 1 (2015): 18088. http://dx.doi.org/10.5465/ambpp.2015.18088abstract.

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Carnall, C. A. "Toward a Theory for the Evaluation of Organizational Change." Human Relations 39, no. 8 (1986): 745–66. http://dx.doi.org/10.1177/001872678603900803.

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Hempel, Paul S., and Maris G. Martinsons. "Developing international organizational change theory using cases from China." Human Relations 62, no. 4 (2009): 459–99. http://dx.doi.org/10.1177/0018726708101980.

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Lowell, Kevin R. "An application of complexity theory for guiding organizational change." Psychologist-Manager Journal 19, no. 3-4 (2016): 148–81. http://dx.doi.org/10.1037/mgr0000044.

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Hendry, Chris. "Understanding and Creating Whole Organizational Change Through Learning Theory." Human Relations 49, no. 5 (1996): 621–41. http://dx.doi.org/10.1177/001872679604900505.

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DiBella, Anthony J. "Implementing Organizational Change: Theory and Practice/Strategic Organizational Change: Building Change Capabilities in Your OrganizationImplementing Organizational Change: Theory and Practice/Strategic Organizational Change: Building Change Capabilities in Your Organization ByAusterEllen R., WylieKrista K., and ValenteMichael S.New York: Palgrave Macmillan, 2005. 192 pages, hardcover, $49.95." Academy of Management Perspectives 21, no. 2 (2007): 85–86. http://dx.doi.org/10.5465/amp.2007.25356520.

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Martin, Kelly D., Jean L. Johnson, and John B. Cullen. "Organizational Change, Normative Control Deinstitutionalization, and Corruption." Business Ethics Quarterly 19, no. 1 (2009): 105–30. http://dx.doi.org/10.5840/beq20091915.

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ABSTRACT:Despite widespread attention to corruption and organizational change in the literature, to our knowledge, no research has attempted to understand the linkages between these two powerful organizational phenomena. Accordingly, we draw on major theories in ethics, sociology, and management to develop a theoretical framework for understanding how organizational change can sometimes generate corruption. We extend anomie theory and ethical climate theory to articulate the deinstitutionalization of the normative control system and argue that, through this deinstitutionalization, organization

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Aithal, P. S., and Kumar P. M. Suresh. "Comparative Analysis of Theory X, Theory Y, Theory Z, and Theory A for Managing People and Performance." International Journal of Scientific Research and Modern Education (IJSRME), ISSN (Online): 2455 – 5630 1, no. 1 (2016): 803–12. https://doi.org/10.5281/zenodo.154600.

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Organizational Behaviour in the context of people management consists of several theories in which Theory X, Theory Y,Theory Z are the newly introduced.Theory X and Y were created and developed by Douglas McGregor in the 1960s. Theory X says that the average human being is lazy and self-centred, lacks ambition, dislikes change, and longs to be told what to do. Theory Y maintains that human beings are active rather than passive shapers of themselves and of their environment. They long to grow and assume responsibility. The best way to manage them is to manage as little as possible. Theory Z of

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Saldivar, John Mark N. "MISSION-DRIVEN LEADERSHIP: AN EMERGENT THEORY." Ignatian International Journal for Multidisciplinary Research 2, no. 9 (2024): 328–42. https://doi.org/10.5281/zenodo.13733732.

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Private education significantly contributes to achieving the fourth Sustainable Development Goal (SDG), with instructional leaders playing a pivotal role in shaping the vision and direction of schools. This study aimed to generate a theory on the leadership style among young private school heads. Using a deductive axiomatic approach in theory generation, the following axioms are generated: (1) Mission-driven leaders are aligned with the organization's core values; (2) Mission-driven leaders inspire and motivate; (3) Mission-driven leaders are strategically focused; and (4) Mission-driven leade

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Vrcelj, Nikolina. "TOWARDS SUCCESSFUL ORGANIZATIONAL CHANGE MANAGEMENT - NEW PROCESS MODEL IDENTIFICATION." Journal of process management and new technologies 11, no. 3-4 (2023): 1–15. http://dx.doi.org/10.5937/jpmnt11-45953.

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The ever-evolving corporate landscape, catalyzed by the COVID-19 pandemic and rapid advancements in information technologies, has given rise to a new organizational philosophy. As novel sectors emerge and new forms of work and business processes unfold, change becomes a necessity integrated into companies' survival strategies. The dynamic, diverse, and discontinuous nature of the contemporary business environment demands a deeper understanding of organizational changes. Despite the prevalence of change, a significant number of initiated change programs fail, emphasizing the need for effective

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Marshall, Stewart, and Shirley Gregor. "Organizational Change and Networked Learning." Proceedings of the International Conference on Networked Learning 2 (April 17, 2000): 205–11. https://doi.org/10.54337/nlc.v2.9807.

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What structure and processes are needed to allow a university to exist and prosper in an age of globalization and rapid changes in the information technology underlying networked learning? This paper presents a model based on the structurational theory of information technology (Orlikowski and Robey, 1991). This model posits four relationships: (I) information technology is a product of human action; (2) information technology is an influence on human action; (3) organizational properties are an influence on human interactions with information technology; and, (4) information technology is an

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Whalen, Thomas B. "Utilizing The Social Transaction Theory Of Social Ontology To Understand Organizational Culture Change." Journal of Business & Economics Research (JBER) 12, no. 1 (2013): 37. http://dx.doi.org/10.19030/jber.v12i1.8375.

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Recent popular literature has spawned an ever increasing amount of leadership and management advice on how to manage, lead, and institute organizational change. While some of this advice may be effective, the literature has shown that the majority of organizational change initiatives fail. Most current leadership and management practices prescribe organizational treatment without understanding the nature and underlying cause of organizational illness. In the case of organizational culture, failure to properly institute change can have long-term repercussions. This paper proposes that the socia

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Michael Hughes, James, Robert A. Henning, and Michelle M. Robertson. "Organizational Sensemaking Systems as a Determinant of Successful Organizational Change: A Grounded Theory Approach." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 66, no. 1 (2022): 90–94. http://dx.doi.org/10.1177/1071181322661249.

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Organizational Sensemaking has been in the literature for nearly three decades – however, classical theories of organizational sensemaking have studied it as an individual or team-level phenomenon rather than at an organizational level. As a result, the multi-level implications of organizational sensemaking and its relationship to organizational change have yet to receive significant empirical attention. A greater understanding of organizational sensemaking may yield insights on how the effectiveness of organizational change interventions can be improved. A grounded theory approach is being us

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Cojocaru, Natalia, and Olga Guţu. "Social representations, professional practices and organizational changes." Univers Pedagogic, no. 4(76) (December 2022): 86–90. http://dx.doi.org/10.52387/1811-5470.2022.4.15.

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Abstract:

In this article, we will analyse how the theory of social representations can be used in the successful implementation of strategic changes at the institutional level. Just as social representations guide human actions and behaviours, investigating the representations that individuals have with reference to the issue of change allows us to identify possible attitudinal and behavioural responses to planned organizational change.

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Hanif, Sadia. "Developing Organizational Change Capabilities using ADKAR model of Change: The Efficacy of Context Sensitive Training." Journal of Workplace Behavior 4, no. 1 (2023): 81–93. http://dx.doi.org/10.70580/jwb.04.01.0176.

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Abstract:

Organizational change and development are a challenge for stagnant culture of public sector Organizations in Developing Countries. Training plays a vital role in organizational change and development. However, it is not clear how training modules, methods and approaches should be designed and implemented that direct the organizational change and development towards desired outcomes. The present study considers the case of Pakistan Public Sector Organizations and studies the training dilemmas in three dimensions. Using the grounded theory approach, qualitative data collection tools were adopted

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