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Artículos de revistas sobre el tema "Organisational change"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 25 de julio de 2025

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1

Hafis Ahmad, Mohd, Syuhaida Ismail, and Abd Latif Saleh. "Readiness of Organisation and Employees in the Malaysian Public Organisation Towards Change Management." International Journal of Engineering & Technology 7, no. 2.29 (2018): 607. http://dx.doi.org/10.14419/ijet.v7i2.29.13984.

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Organisational change refers to the transformation of an organisation from its present condition to some intended conditions in the future in minimising refusal from employees and expenditure of running the organisation while simultaneously boosting the productiveness of the change attempt. This paper aims to appraise the change administration of organisations in Malaysia since limited research have been done to examine whether the employees are ready to accept change in the organisation. This research is materialising its objectives of (1) identifying the attributes of change management in th

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2

ARAVOPOULOU, Eleni. "ORGANISATIONAL CHANGE: A CONCEPTUAL AND THEORETICAL REVIEW." Nowoczesne Systemy Zarządzania 10, no. 1 (2015): 19–32. http://dx.doi.org/10.37055/nsz/129349.

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The organisational change is a phenomenon which has gained attention from theoretists and practioners alike. The paper analyzes the notion of change, oragnizational change and types of change. The paper is of theoretical nature. Several authors have perceived organisational change as a “response” to an organisation’s internal and/or external environment. The paper investigates different perspectives of emergent change basing on Kanter et al., (1992) Kotter (1996) and Luecke (2003). The author highlights that these three models have some common features: a development of vision and leadership.

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Velykykh, K. "STRATEGIC PLANNING AS AN EFFECTIVE TOOL OF ORGANISATIONAL CHANGE." Series: Economic science 2, no. 183 (2024): 43–47. http://dx.doi.org/10.33042/2522-1809-2024-2-183-43-47.

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It is possible to understand strategic planning as a process consisting of defining a vision of the future, systematically analysing opportunities and threats in the external environment, as well as strengths and weaknesses of the organisation to develop strategies and actions that contribute to achieving this vision. Strategic management relies on strategic administration and planning, with some administrative aspects added during its implementation, such as organisational change, human resources management, control, performance, and organisational effectiveness. A factor of great importance

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A. D., Pearce, and Pons D. J. "Defining Lean Change—Framing Lean Implementation in Organizational Development." International Journal of Business and Management 12, no. 4 (2017): 10. http://dx.doi.org/10.5539/ijbm.v12n4p10.

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Problem – When lean is adopted in traditional organisations it requires a widespread organisational change and many businesses fail to sustain lean practices. Purpose – The purpose of this work was to define lean implementation based on the organisational development (OD) body of knowledge. Approach – The literature in lean and organisational change was reviewed and amalgamated to develop a novel conceptual framework. Findings – Lean implementation begins with a planned changed that is episodic. However, the ultimate goal is to develop a learning organisation where change is continuous and eme

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HM, Manda, and Andi Zainal Abidin. "The Role of Leadership in Managing Information Technology Change and its Impact on Organisational Human Resources." Technology and Society Perspectives (TACIT) 1, no. 3 (2023): 112–21. http://dx.doi.org/10.61100/tacit.v1i3.59.

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The development of information technology (IT) has significantly changed the way organisations operate and communicate. In the digital era, organisations that want to remain competitive and relevant must be able to manage information technology changes well. The purpose of this study is to examine the role of leadership in managing information technology change and its impact on organisational HR. This research is a literature review that utilises qualitative methods, which means that it will analyse and interpret data by utilising information and text derived from various sources. The results

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Juchniewicz, Mateusz, Dorota Luba, and Monika Mądel. "Implementing change in organisations: key challenges." Journal of Management and Financial Sciences, no. 44 (December 28, 2021): 9–23. http://dx.doi.org/10.33119/jmfs.2021.44.1.

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A VUCA world (described with four attributes: volatility, uncertainty, complexity, and ambiguity) and the resulting need to implement changes continuously in almost every area of organisational activity have enhanced the awareness of organisations with regard to searching for skilful managers/leaders of change and building up competencies in change management amongst their staff. At the same time, however, quite a large proportion of changes fail. The paper aims to identify major challenges faced when implementing significant changes in an organisation using two case studies as an example. The

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Mutebi, Henry, Joseph Mpeera Ntayi, Moses Muhwezi, and John C. Kigozi Munene. "Self-organisation, adaptability, organisational networks and inter-organisational coordination: empirical evidence from humanitarian organisations in Uganda." Journal of Humanitarian Logistics and Supply Chain Management 10, no. 4 (2020): 447–83. http://dx.doi.org/10.1108/jhlscm-10-2019-0074.

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PurposeTo coordinate humanitarian organisations with different mandates that flock the scenes of disasters to save lives and respond to varied needs arising from the increased number of victims is not easy. Therefore, the level at which organisations self-organise, network and adapt to the dynamic operational environment may be related to inter-organisational coordination. The authors studied self-organisation, organisational networks and adaptability as important and often overlooked organisational factors hypothesised to be related to inter-organisational coordination in the context of human

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Khalid, Noor Khairin Nawwarah, Aini Maznina A. Manaf, and Rizalawati Ismail. "Managing Organizational Change: The role of Middle Managers’ Stories and Emotional Reflexivity." Sains Humanika 16, no. 1 (2023): 43–56. http://dx.doi.org/10.11113/sh.v16n1.2078.

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Previous studies have increasingly emphasised on the important roles of middle managers’ emotions in ensuring successful organisational change implementation. However, earlier research rarely focuses on middle managers’ emotional reflexivity during organisational change. The lack of awareness in practicing emotional reflexivity during change can affect middle managers’ work life quality where they can experience emotional vulnerability, workplace isolation and high sense of inadequacies. Using Communicative constitution of organisations the Montreal School (CCO TMS) as the theoretical underpin

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McDonald, Corent, and Clement Branche. "Caribbean Society and Organisation: Change and Transformation." Caribbean Journal of Education and Development 1, no. 3 (2024): 157–74. http://dx.doi.org/10.46425/cjed1101031822.

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Established and strongly embedded forms of inclusion and exclusion, tension and dynamic between the formal and the informal exists within Caribbean organisations. A study of organisational change was undertaken in two Jamaican organisations of 22 participants each, and questions raised about this transformational problematic of organisation/development and change. The study, set against the backdrop of structural-psycho-socio-cultural dynamics, investigated the way that employees cognitively appraised organisational change. A comparative multi-dimensional systems approach was employed and also

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Noor Khairin Nawwarah Khalid and Aini Maznina A.Manaf. "Managing Organisational Change: The Role of Polyphony and Emotional Reflexivity." Journal of Advanced Research in Business and Management Studies 34, no. 1 (2024): 42–60. http://dx.doi.org/10.37934/arbms.34.1.4260.

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Despite the profound impact of polyphonic practices in helping leaders and organisational members to achieve a successful organisational change effort, many organisations are still unable to engage in excellent change communication activities. As such, the organisations will face difficulties in achieving their short and long-term goals, create more misunderstandings among employees, and diminish both employees and customers’ trusts. Previous research studies have also progressively highlighted cultural factors has been one of the influential factors that affect the communication behaviours of

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Walton, Paul. "Information Evolution and Organisations." Information 10, no. 12 (2019): 393. http://dx.doi.org/10.3390/info10120393.

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In a changing digital world, organisations need to be effective information processing entities, in which people, processes, and technology together gather, process, and deliver the information that the organisation needs. However, like other information processing entities, organisations are subject to the limitations of information evolution. These limitations are caused by the combinatorial challenges associated with information processing, and by the trade-offs and shortcuts driven by selection pressures. This paper applies the principles of information evolution to organisations and uses

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Sari, Cut Dhea Permata. "Organisational Changes During Implementation Of An Information Systems Project." Journal of Business Management 1, no. 1 (2024): 19–24. https://doi.org/10.70963/jbusman.v1i1.101.

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Changes in the organisation are inevitable when implementing an information system project. The information system implementation process involves the introduction of new technology, changes to business processes, and user adaptation to these changes. These changes can affect various aspects of the organisation, including structure, culture and employee behaviour. This abstract aims to analyse the changes in organisations that occur during the implementation of information systems projects. Firstly, structural changes can occur as a result of the introduction of a new information system. The o

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Kallio, Tomi J., Kirsi-Mari Kallio, and Annika Johanna Blomberg. "Physical space, culture and organisational creativity – a longitudinal study." Facilities 33, no. 5/6 (2015): 389–411. http://dx.doi.org/10.1108/f-09-2013-0074.

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Purpose – The purpose of this study is to explore the potential positive effects of the design of a physical organisational environment on the emergence of an organisational culture conducive to organisational creativity. Design/methodology/approach – The study is based on an in-depth, longitudinal case study, the aim being to enhance understanding of how a change in physical space, including location, spatial organisation and architectonic details, supports cultural change. Findings – It is suggested that physical space plays an implicit yet significant role in the emergence of a culture cond

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Kitana, Abdelkarim Fuad. "Transformational and Transactional Leadership Styles on Organisational Change in the United Arab Emirates." Indian-Pacific Journal of Accounting and Finance 3, no. 3 (2019): 27–37. http://dx.doi.org/10.52962/ipjaf.2019.3.3.78.

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Leaders play essential roles in developing an organisation. The underlying factors of the organisational mechanism, such as process-oriented systems, motivation, and vision, are provided by the leader. Therefore, the study aims to identify and examine the role of transactional and transformational leadership styles in the organisational change process. The researcher believes that those styles of leadership are essential in achieving a positive change in organisations. A focus group session of 120 participants, consisting of subordinates and employees from varying and diverse organisational ba

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Blumberg, Malcolm, Aileen Cater-Steel, Mohammad Mehdi Rajaeian, and Jeffrey Soar. "Effective organisational change to achieve successful ITIL implementation." Journal of Enterprise Information Management 32, no. 3 (2019): 496–516. http://dx.doi.org/10.1108/jeim-06-2018-0117.

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Purpose Although an increasing number of organisations implement the Information Technology Infrastructure Library® (ITIL®) with the aim to improve provision of information technology services to their customers, a significant number of ITIL implementations do not achieve the expected outcomes. The organisational change strategies of organisations during ITIL implementation initiatives may have an effect on success, but empirical research on this topic is scarce. The paper aims to discuss these issues. Design/methodology/approach A multiple case study methodology comprising successful ITIL imp

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Musa, Shamsuddeen Alhassan, and Shukuraht M. Bello. "A Review of Organisational Change on Employee Performance in Public Sector Organisation in Nigeria." Organization and Human Capital Development 2, no. 1 (2023): 92–102. http://dx.doi.org/10.31098/orcadev.v2i1.1342.

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This study aimed to examine the impact of organisational change on employee performance in public sector organisations in Nigeria. A review research approach was used in this study. The method was based on secondary data and was tested using the content analysis approach. After reviewing relevant and related literature on the studied topic, it was noted that organisational change practices facilitate employee performance. Also, when implementing change, it should be based on the mission an organisation is built on. This study recommended that public sector organisations in Nigeria should imple

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Sachdev, Anil, and Arjya Chakravarty. "Real-Time Strategic Change: Flashback to Whole Systems Change and Relating to Organisation Development Sponsors in India." NHRD Network Journal 13, no. 3 (2020): 370–82. http://dx.doi.org/10.1177/2631454120953036.

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This article intends to introduce and explore the process and execution of change in complex dynamic organisation systems. Transformations are purposeful system-wide journey of organisational change. The emphasis is on the interaction between system elements more than on the analysis of each component. ‘Whole System transformation’ is involved in creating renewed organisations from within itself by enabling or allowing the system to transform itself. Real-time strategic change is presented as a framework in this context of evolutionary open systems. This article explores organisational change

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Gurney, Robert. "Constructing professional and organisational fields." Leadership in Health Services 29, no. 1 (2016): 111–14. http://dx.doi.org/10.1108/lhs-11-2015-0037.

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Purpose – The purpose of this paper is to fill an apparent gap in the literature addressing issues of leadership and change – the development and activities of constructing and leading sports sciences and medicine professions, and similarly, the construction and leadership of multidisciplinary/inter-disciplinary organisations that practice sports sciences and medicine. Design/methodology/approach – This study incorporated explorations through conducting both interviews and survey questionnaires with members of Sports Medicine Australia (SMA). The interviews (qualitative) were semi-structured a

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Almuqati, Jamilah, Mysara Alfaki, and Ahmed Alkarani. "Health Care Providers’ Perceptions of the Ministry of Health’s Organizational Readiness for Change." Nurse Media Journal of Nursing 13, no. 1 (2023): 132–40. http://dx.doi.org/10.14710/nmjn.v13i1.47311.

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Background: Whenever an organisational change is mentioned in any research context, the uncertainty concept is usually mentioned as it is or as synonymous with lack of information, ineffective communication, and/or weak feedback. Since no previous studies have investigated the organisation’s readiness to change in Saudi Arabia, this study will provide empirical evidence regarding these critical components.Purpose: The study aimed to explore how healthcare providers in the Ministry of Health perceive the ministry’s readiness to change.Methods: A descriptive cross-sectional correlational design

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Mladenova, Irena. "Configurations of Employee Assessments of Past Changes: Do Leadership and Learning Matter?" European Conference on Knowledge Management 25, no. 1 (2024): 521–30. http://dx.doi.org/10.34190/eckm.25.1.2355.

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Organisational change studies increasingly interpret the phenomenon as multiple change, and not a one-time occurrence. Even successful changes may have detrimental longer-term effects - change fatigue, resistance, and undermined cohesion. These might hamper the organisational capabilities needed to navigate current and future changes. Previous research highlights the importance of transformational leadership and learning culture for maintaining organisational capabilities to change sustainably. Employees’ interpretations of past changes largely shape their (future) attitudes – were they involv

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Schulze, Jonas Hermann, and Felix Pinkow. "Leadership for Organisational Adaptability: How Enabling Leaders Create Adaptive Space." Administrative Sciences 10, no. 3 (2020): 37. http://dx.doi.org/10.3390/admsci10030037.

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Organisational adaptability is the ability of an organisation to recognise the need to change and seize opportunities in dynamic environments. In an increasingly complex world, leadership must pay attention to dynamic, distributed, and contextual aspects in order to position their organisations for adaptability. The theory of dynamic capabilities constitutes a central concept for the requirements that enable organisational adaptability. Recent research suggested a model of “leadership for organisational adaptability” embedded in the theory of dynamic capabilities and ambidextrous leadership. T

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Karhapää, Sari-Johanna, Taina Savolainen, and Kirsti Malkamäki. "Trust and performance: a contextual study of management change in private and public organisation." Baltic Journal of Management 17, no. 6 (2022): 35–51. http://dx.doi.org/10.1108/bjm-06-2022-0212.

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PurposeAlthough previous studies have addressed the positive relationship between trust and performance, existing research has paid limited attention to management that shapes valued organisation behaviours important for effectiveness and wellbeing. This paper examines how organisational trust and performance unfold in the context of one private and one public sector case organisation in management change.Design/methodology/approachA multiple case study design using qualitative methods is applied to analyse textual data gathered from management and employee perspectives, juxtaposing private an

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Agustina, Putri. "The Effect Of Change Management On Organisations From An Islamic Perspective." Journal of Business Management 1, no. 1 (2024): 31–36. https://doi.org/10.70963/jbusman.v1i1.103.

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In an organisation, change is a process that cannot be avoided. The process of moving an organisation from where it is now to where it wants to be in the future is known as organisational change. To anticipate and answer future challenges, an organisation will always undergo changes. Changes in an organisation can come from outside or from within, in the form of planned or structural changes that need to be managed properly. For an organisation to progress, management is needed to facilitate the change process. Whether or not an organisation progresses has a significant impact on its success o

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Davis, Keith, and Mark Boulet. "Transformations? Skilled Change Agents Influencing Organisational Sustainability Culture." Australian Journal of Environmental Education 32, no. 1 (2016): 109–23. http://dx.doi.org/10.1017/aee.2015.51.

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AbstractTraining employees in sustainability knowledge and skills is considered a vital element in creating a sustainability culture within an organisation. Yet, the particular types of training programs that are effective for this task are still relatively unknown. This case study describes an innovative workplace training program using a ‘head, hands, heart and feet’ learning framework to create skilled change agents among employees, in order to influence organisational sustainability culture. Utilising a dialogic inquiry methodology (Most Significant Change), as well as Mezirow's phases of

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Zahari, Afzal Izzaz, Norhayati Mohamed, Jamaliah Said, and Fauziah Yusof. "Assessing the mediating effect of leadership capabilities on the relationship between organisational resilience and organisational performance." International Journal of Social Economics 49, no. 2 (2021): 280–95. http://dx.doi.org/10.1108/ijse-06-2021-0358.

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PurposeThe COVID-19 pandemic had brought drastic economic, social and technological changes in society. The drastic changes and uncertainty in the environment had forced various industries to evolve effectively to cope with the unexpected change and subsequently bounce back to regain business success. For instance, private higher learning institutions face steep challenges due to the shortfall of organisational capabilities. The study aims to examine the role of leadership capabilities and organisational resilience in regaining organisational success among higher private learning institutions

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Kamal, Nur Nabilah Muhammad, Guek Nee Ke, Zuhrah Beevi, and Kenneth Leow. "Resisting organisational change? Psychological resilience and perceived organisational support as mediators in promoting psychological well-being and organisational citizenship behaviours." International Journal of Wellbeing 14, no. 3 (2024): 1–19. http://dx.doi.org/10.5502/ijw.v14i3.3501.

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The increasing prevalence of global transformations has led to a surge in organisational changes worldwide. Consequently, the anticipation of employee resistance and its impact on organisational development has become a vital concern in the field of organisational psychology. This study aims to comprehensively explore employee resistance to organisational change within the energy industry, considering several critical factors, including psychological well-being, organisational citizenship behaviour, organisational support, and psychological resilience. A total of 313 employees from an organisa

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Kieran, Sarah, Juliet MacMahon, and Sarah MacCurtain. "Strategic change and sensemaking practice: enabling the role of the middle manager." Baltic Journal of Management 15, no. 4 (2020): 493–514. http://dx.doi.org/10.1108/bjm-11-2018-0395.

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PurposeThe critical input of middle managers as they make sense of the organisation's plans is paramount during the process of strategic change. Through the lens of middle manager sensemaking literature, this explorative research identifies key organisational practices that underpin sensemaking. An understanding of these practices will allow organisations better develop and support them, thereby enabling middle managers' contribution to strategic change.Design/methodology/approachThis study employed an innovative diary methodology. 42 middle managers, across three organisations, completed a we

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Ahsan, Md Ali, Surena Sabil, and Abang Ekhsan Abang Othman. "Learn, Change or Perish: A Paradigm Shift about Organisational Structure in the Public Sector Organisation of Bangladesh." ABC Research Alert 6, no. 1 (2018): Malaysia. http://dx.doi.org/10.18034/ra.v6i1.321.

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Reform is an ongoing process for the organisations to cope with the changing atmosphere. Public sector organisations are ideologically different from its private counterpart, as public sector organisations are more service oriented rather profit orientation. This paper aims to understand the significant structural factors of organisation that has influence on organisational learning in public sector organisation from the context of developing country. This is purely a qualitative study based on inductive approach; it collected the primary data by deploying semi-structured interviews for over a

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Laing, Rachael, Sandra C. Thompson, Shandell Elmer, and Rohan L. Rasiah. "Fostering Health Literacy Responsiveness in a Remote Primary Health Care Setting: A Pilot Study." International Journal of Environmental Research and Public Health 17, no. 8 (2020): 2730. http://dx.doi.org/10.3390/ijerph17082730.

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Primary healthcare organisations have an important role in addressing health literacy as this is a barrier to accessing and utilising health care. Until recently, no organisational development tool operationalising health literacy in an Australian context existed. This research evaluated the efficacy of the Organisational Health Literacy Responsiveness (Org-HLR) tool and associated assessment process in a primary healthcare organisation in the Pilbara region of Western Australia. This study utilised a sequential explanatory mixed methods research design incorporating the collection and analysi

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IFEDAYO, Akinwalere. "TRANSFORMATION IN ORGANISATIONAL COMMUNICATION." Journal of Public Administration, Finance and Law 29 (2023): 238–49. http://dx.doi.org/10.47743/jopafl-2023-29-21.

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The chapter focuses on communication in corporate organisations as it manages change. It recognises the need of communication during times of organizational transition. The tactics for educating and understanding the need for change are also discussed. It also examined some organisational communication change models that can be adopted by recognising the numerous aspects that influence the communication process and lead to successful organisational communication transformation. This information is becoming increasingly relevant as people become more versatile and move between work jobs in diff

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K., Jnaneswar, and Gayathri Rajendrababu. "Testing the Effect of Psychological Ownership and Organisational Justice on Employees’ Readiness to Change: Empirical Evidence from Indian IT Industry." IIMS Journal of Management Science 14, no. 1 (2023): 107–22. http://dx.doi.org/10.1177/0976030x221119568.

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To survive in a volatile and uncertain business environment, organisations need to adjust, evolve and progress. The ability to quickly adapt to change gives a competitive advantage to the organisation. Therefore organisations should understand and improve various factors which predict employee readiness to change. The primary objective of this study was to assess the impact of organisational justice and psychological ownership on employee readiness to change in the Indian IT industry. A cross-sectional research design was adopted for the study, and the respondents include 211 full-time employe

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Petkovic, Mirjana. "Redizajn organizacije preduzeca u javnom sektoru." Ekonomski anali 44, no. 158 (2003): 45–79. http://dx.doi.org/10.2298/eka0358045p.

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This paper addresses factors, parameters and organisational structure model of public companies. The premise is that public companies have massive, inefficient and expensive organisation due to conditions (contingent factors) influencing operations; with changes in conditions their organizational structure will unavoidably change. As a possible solution for organisational redesign of public companies network forms are suggested. Two possible forms of big companies restructuring and four levels of thinning of public companies organisations are described.

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Bienkowska, Agnieszka, Katarzyna Tworek, Anna Zablocka-Kluczka, and Joanna Zimmer. "The role of crisis management in organisations functioning in COVID-19 pandemic conditions." E+M Ekonomie a Management 26, no. 4 (2023): 66–85. http://dx.doi.org/10.15240/tul/001/2023-4-005.

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The purpose of the paper is to analyse the influence of crisis management on job performance as well as indicate a mechanism, which supports such influence. The theoretical model was proposed based on a literature review, showing the role of organisational trust, organisational communication, knowledge sharing, job security and openness to change in shaping job performance by crisis management among organisations operating under COVID-19 pandemic conditions. The model was empirically verified based on a sample of 1,160 organisations operating in Poland, Italy and the USA during an active wave

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Alibabić, Šefika. "Obrazovanje i učenje odraslih - Jezgro menadžmenta promene." Obrazovanje odraslih/Adult Education 10, no. 1 2010 (2010): 103–18. http://dx.doi.org/10.53617/issn2744-2047.2010.10.1.103.

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Intention of this work is to elaborate and to demonstrate on a theoretical level that adult education and learning is the basis of successful change management. For this purpose we have selected four variables - strategic changes, organisational culture, concept of learning organisation and competence basis of successful management. The analysis of these variables enabled te following conclusions: strategic change is based on organisational learning; the core of change management in organisation is the education and learning management of employees, since education and learning is the most imp

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Norani, Nordin, Baba Md Deros, Dzuraidah Abd Wahab, and Mohd Nizam Ab Rahman. "Managing Change in Lean Manufacturing Implementation." Advanced Materials Research 314-316 (August 2011): 2105–11. http://dx.doi.org/10.4028/www.scientific.net/amr.314-316.2105.

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Lean manufacturing is a proven approach for success in manufacturing industry. However, several organisations failed in their attempt to implement lean manufacturing system. The transition to lean manufacturing requires radical change which involves a total reshaping of purpose, system and culture of the organisation. This paper presents an investigation on the influence of organisational change to the transition of lean manufacturing. This study used an explanatory mixed method approach, which began with survey distribution, and then the general picture was further refined by conducting in-de

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Manhaes, Mauricio. "To Fit or Not to Fit? Service designers' double-edged dilemma." Touchpoint 14, no. 1 (2023): 40–46. http://dx.doi.org/10.30819/touchpoint.14-1.08.

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In recent years, service design has become increasingly important in driving organisational change. One contributing reason is the growing recognition that employee experience significantly impacts both customer satisfaction and the organisation’s bottom line. Service designers are at the forefront of this change, responsible for designing service offerings and implementing and embedding change within organisations. However, this evolution towards becoming catalysts for change comes with challenges, particularly for service designers tasked with changing organisational culture while trying to

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Igbedion, Sira Badey (PhD), Albert Baridule Igbedion, and Barnabas S. (PhD) Stanfast. "Navigating Change: A Critical Evaluation of How Change Management Can Improve Organisational Performance." African Journal of Business and Economic Development 5, no. 1 (2025): 1–13. https://doi.org/10.5281/zenodo.14724564.

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<em>Businesses are continually facing change due to evolving trends such as shifts in market, challenges in competition and advancement in technology which constantly impact on their performance. Organisations therefore need to continuously reshape how they operate to meet their goals, by adopting robust and sustainable change management strategies.  The study aims to investigate how organisational performance is enhanced through effective change management practices, incorporating reviewed literature thereby providing a theoretical framework for the research. The research reveals factors

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Stephens, Alan J., and Jane M. Dwyer. "Culture Barriers to Customer Relationship Management: An Assessment of the Impact of Customers Experience in Organisations." Journal of Management World 2021, no. 4 (2021): 214–21. http://dx.doi.org/10.53935/jomw.v2021i4.174.

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Customer Relationship Management (CRM) has become widely accepted as an important management discipline in recent years. Successful CRM performance has been linked to an organisation's ability to identify and respond to potential barriers within organisational culture. In this study, we measure the culture of organisations implementing CRM. We identified four types of culture: customer-focused behaviours, information sharing, cross-functional teams, performance-based rewards, supportive relationships, adaptive and responsive attitudes to change, and a higher degree of risk-taking and innovatio

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Amit, Patel Prinjal. "Employee Perception towards Organisational Change." International Academic Journal of Organizational Behavior and Human Resource Management 05, no. 01 (2018): 1–25. http://dx.doi.org/10.9756/iajobhrm/v5i1/1810001.

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Iza Adnan, Nurul, Bidayatul Akmal Mustafa Kamil, and Norlena Hasnan. "Mindfulness at Workplace: A Conceptual Model of Its Effect on Readiness for Organisational Change." 14th GCBSS Proceeding 2022 14, no. 2 (2022): 1. http://dx.doi.org/10.35609/gcbssproceeding.2022.2(66).

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Although organisations manage to sustain their global competitiveness by responding well to the dynamic business environment, a dark side implicates employees throughout the process. The frequent changes generate a stressful work environment and exhaustion that are likely to affect employees' well-being and work outcomes. Researchers have pointed out that adequate resources are essential for employees to manage organisational change effectively. Therefore, this conceptual paper explores the link between mindfulness and employee readiness for organisational change. The literature from various r

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Elmer, Shandell, and Sue Kilpatrick. "Another look at the culture-quality-performance link." Australian Journal of Primary Health 14, no. 2 (2008): 35. http://dx.doi.org/10.1071/py08020.

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Quality improvement is usually driven by quality, safety and risk agendas leading to a focus on measurements of the outputs of care; outputs such as fewer complaints, fewer accidents and adverse events. An oft-neglected theme is the impact of the quality improvement initiative within the organisation itself. This paper presents the findings of the first stage of an evaluation that has examined the changes which have occurred within organisations since participating in a quality improvement initiative. These findings indicate that engaging with a quality improvement program can change the natur

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Korsakienė, Renata. "Organizational Change Management: Theoretical and Practical Aspects." Business: Theory and Practice 7, no. (4) (2006): 237–42. https://doi.org/10.3846/btp.2006.29.

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The processes of globalization, new technologies, intense competition and the internal environment of organisations predetermine organisational changes which have the main purpose to adapt to the changing environment. Therefore organisational change management has become the topical issue of today's business companies. The paper analyses the aspects of organisational change management. The results of a survey of organisational change management are analysed. At the end of the paper the results of the survey are summarized and the conclusions are presented.

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Bulling, Tulio Barrios. "Implementing Organisational Change." East African Scholars Journal of Economics, Business and Management 5, no. 7 (2022): 156–61. http://dx.doi.org/10.36349/easjebm.2022.v05i07.001.

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The present monograph aims to describe comprehensibly the difficulties organisations have to face when trying to introduce changes. One of them is internal resistance to change. The sources of resistance are complex and varied. Among them, one may find uncertainty, need to feel secure, fear of losing power, unwillingness to change habits, and economic factors. Through a selective literature review, this paper seeks to offer some recommendations that may prove useful when designing and implementing change initiatives within an organisation. Some steps to follow are identifying what can be chang

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Gungadeen, Sanjiv, Megan Paull, and David Holloway. "Partisanship and organisational change in Mauritius." Journal of Organizational Change Management 31, no. 3 (2018): 656–75. http://dx.doi.org/10.1108/jocm-06-2016-0117.

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Purpose The purpose of this paper is to report on a study of change management practices in private sector organisations in the small island economy of Mauritius. Design/methodology/approach Interviews were conducted with key decision makers and individuals who had experienced the organisational change process in three private organisations from different sectors in Mauritius: a bank, a hotel and a privatised state-owned enterprise. A grounded theory approach was employed to establish the key dimensions of organisational change in this setting. Findings Organisational change is a multi-dimensi

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Karácsony, Peter, Zdenko Metzker, Tihana Vasic, and Judit Petra Koltai. "EMPLOYEE ATTITUDE TO ORGANISATIONAL CHANGE IN SMALL AND MEDIUM-SIZED ENTERPRISES." E+M Ekonomie a Management 26, no. 1 (2023): 94–110. http://dx.doi.org/10.15240/tul/001/2023-1-006.

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The crisis caused by the coronavirus pandemic affects the daily operation of organisations, which also brings changes in the life of their workforce. Managing organisational change has been a significant challenge for organisations for several decades. The aim of the research is to assess the behaviour of affected employees toward organisational change. It is examined how different groups of employee’s experience change in general and what they think about organisational change. Furthermore, it is explored whether employees understand the motivation behind the change and how does the change im

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Nanayakkara, Kusal, Sara Wilkinson, and Dulani Halvitigala. "Influence of dynamic changes of workplace on organisational culture." Journal of Management & Organization 27, no. 6 (2021): 1003–20. http://dx.doi.org/10.1017/jmo.2021.69.

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AbstractChallenged by the effects of organisational flexibility and high corporate real estate costs, organisations are increasingly seeking flexibility and operational efficiency in their office spaces. To date, the literature relating to flexible office spaces has focused mainly on their physical characteristics. The full effects of such spaces on human reactions and the corporate culture of organisations are less understood. The objective of this paper is to examine the influence of introducing activity-based working (ABW) on existing organisational culture. It was addressed from the perspe

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Ekowati, Dian. "Organizational Change in Public Service." International Research Journal of Business Studies 14, no. 2 (2021): 159–70. http://dx.doi.org/10.21632/irjbs.14.2.159-170.

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This study aims to investigate institutional logics underlying the initiation of change management process in public sector organisations. Organisational Institutionalism is used to frame the analysis. The study took place in three different public organisations in the Province of East Java, including one-stop-service for licencing as well as that of vehicle registration, taxing and insurance and also from local health authority. Qualitative method was employed to analyse information gathered through semi-structured interviews with 35 respondents. The study unveiled various institutional logic

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Woodcock, Andree, Ann Marie Nienaber, Hayley Morris, and Sheena Laursen. "Creating Organisational Changes to Support Gender-Responsive Innovation: Implementing GILL Tools for Organisational Change." International Conference on Gender Research 8, no. 1 (2025): 438–45. https://doi.org/10.34190/icgr.8.1.3391.

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Gender inequality in entrepreneurship and innovation (E&I) persists as a significant barrier to harnessing the fullpotential of diverse talent across Europe. The Gendered Innovation Living Labs (GILL) project seeks to tackle these barriersby providing over 40 practical tools and methods aimed at fostering gender-sensitive changes throughout the organisationaland E&I lifecycle. These tools, which have been tested in 15 case studies across Europe, focus on addressing systemic biasesthat often go unnoticed but significantly impact gender equality, particularly in key decision-making space

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(Tony) Dunne, A. "Organisational learning in an Australian food industry chain." Journal on Chain and Network Science 7, no. 1 (2007): 55–69. http://dx.doi.org/10.3920/jcns2007.x077.

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This paper reports on a longitudinal study that focused on examining the transformational change process undertaken within a major Australian food manufacturing company. Organisational learning is an essential prerequisite for any successful change process and an organisation's ability to learn is dependent on the existence of an environment within the organisation that nurtures learning and the presence of key enablers that facilitate the learning process. An organisation's capacity to learn can be enhanced through its ability to form and sustain collaborative relationships with its chain par

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Deshwal, Vivek, and Mohd Ashraf Ali. "Applicability of Various Dimensions of Transformational Leadership in Organisational Change and Organisational Transformation." Shanlax International Journal of Management 10, no. 3 (2023): 18–24. http://dx.doi.org/10.34293/management.v10i3.5827.

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Transformation is indispensable and there is no escape from it in today’s insecure and complex corporate world. It is the only way to save the organisation from wiping out of the race of survival. The uncontrollable factors are ever-changing and directly affect the earning capacity of the business. These adjustments bring opportunities and threats simultaneously and those organisations which can adjust themselves as per the situation lead towards the verge of success. Transformational leadership plays a vital role in this transformation phase. Its various dimensions have a direct impact on the

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