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Auswahl der wissenschaftlichen Literatur zum Thema „Organisational change“
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Zeitschriftenartikel zum Thema "Organisational change"
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ARAVOPOULOU, Eleni. „ORGANISATIONAL CHANGE: A CONCEPTUAL AND THEORETICAL REVIEW“. Nowoczesne Systemy Zarządzania 10, Nr. 1 (18.12.2015): 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. On the other hand Strobel (2015) refutes the argument that there is “one best way” that can be applied in all situations and organisations, when managing change, and promotes the idea of “one best way” for each situation and organisation individually. Moreover the drivers and types of organizational change are presented. Several forces driving organisational change have been identified and they basically involve factors with regards to both the internal and external environment of an organisation.
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Hafis Ahmad, Mohd, Syuhaida Ismail und Abd Latif Saleh. „Readiness of Organisation and Employees in the Malaysian Public Organisation Towards Change Management“. International Journal of Engineering & Technology 7, Nr. 2.29 (22.05.2018): 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 the Malaysian public organisation; (2) investigating the current practice of organisation and employees in the Malaysian public organisation towards change management and (3) assessing the factors influencing readiness of organisation and employees in the Malaysian public organisation towards change management. It is found that change management is an organised way to make sure that changes are completely implemented without any problems to make transitions from the aspects of individuals, groups, and organisations to an intended circumstances in the coming days by focusing on the wider impacts of change, particularly on people, where change takes place thoroughly in the entire organisation. Furthermore, it is found that current practice of organisation and employees in the organisation towards change management involved in three main factors, namely trust in management, communication and organisational commitment; with the positive vision for the future perceived by management team as the factor of trust in management, meanwhile for communication, it is found that there is good communication between supervisors and employees about the organisation’s policy toward the changes. The factor found in organisational commitment is employees enjoy discussing their organisation with outsiders. The findings of this paper provide a positive impact on change management planning, which ultimately help in ensuring more effective change programme implementation in the public organisation in Malaysia.
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Velykykh, K. „STRATEGIC PLANNING AS AN EFFECTIVE TOOL OF ORGANISATIONAL CHANGE“. Series: Economic science 2, Nr. 183 (05.04.2024): 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 for the success of strategic management is the strategy implementation process. However, the models of organisational change developed in recent years are designed to manage general changes in organisations and do not have a specific approach to managing and implementing strategic planning and the changes caused by it, i.e., they are not models with a direct emphasis on strategic management. The article aims to define the concepts of strategic planning and management, analyse strategic planning models, and determine strategic problems of developing a model of organisational change. In the course of the research, we defined the concepts of strategic planning and strategic management by analysing the theoretical approaches of various authors. As a result of the analysis, we concluded that strategic management, in which the structuring basis is strategic planning and strategic administration, in its implementation added some administrative aspects, such as system thinking, integrated control, change management, organisational learning, performance, and organisational effectiveness. The article proposes a model of organisational change for efficient implementation of an organisation’s strategic planning. Thus, the strategic planning process requires a model of organisational change that will ensure its successful implementation. The proposed strategic planning process and the associated model of organisational change should be subject to constant refinement and improvement, both in theory and their application, to a particular organisation. Keywords: strategic planning, plan, management, organisational change, strategic management.
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A. D., Pearce, und Pons D. J. „Defining Lean Change—Framing Lean Implementation in Organizational Development“. International Journal of Business and Management 12, Nr. 4 (26.03.2017): 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 emergent from all levels. Respect for people, everyone in the organisations contribution, is considered key to successful implementation of lean. Implications– Practitioners should not focus on isolated improvements, but foster change from within for a permeable transformation to become a lean learning organisation. Originality - This paper provides new insights into lean implementation and its transformative effect on the organisation. A novel conceptual model is presented that frames lean transformation within the organisational development literature.
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HM, Manda, und 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, Nr. 3 (01.11.2023): 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 of the study show that the role of leadership in managing information technology change is very important in the ever-evolving digital era. Leaders must have a deep understanding of technology, formulate a digital transformation strategy, and guide the organisation through the change. The impact of effective leadership is increased productivity, innovation, and organisational competitiveness. However, technological change also impacts the organisation's people, and leaders must ensure that people have the necessary skills and knowledge, and create a culture that supports innovation and continuous learning.
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Juchniewicz, Mateusz, Dorota Luba und Monika Mądel. „Implementing change in organisations: key challenges“. Journal of Management and Financial Sciences, Nr. 44 (28.12.2021): 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 first case study concerns a change to the Agile approach in an organisation’s operations, while the second one – the implementation of the Design Thinking concept in the work of project teams. The obtained results have become a starting point for more in-depth studies on change management focused in particular on factors contributing to organisational change success or failure and the role of individual stakeholders in the process.
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Mutebi, Henry, Joseph Mpeera Ntayi, Moses Muhwezi und 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, Nr. 4 (21.08.2020): 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 humanitarian organisations.Design/methodology/approachThe study’s sample consisted of 101 humanitarian organisations with 315 respondents. To decrease the problem of common method variance, the authors split the samples within each humanitarian organisation into two subsamples: one subsample was used for the measurement of self-organisation, organisational network and adaptability, while the other was for the measurement of inter-organisational coordination.FindingsThe partial least square structural equation modelling (PLS-SEM) analysis using SmartPLS 3.2.8 indicated that self-organisation is related to inter-organisational coordination. Organisational network and adaptability were found to be mediators for the relationship between self-organisation and inter-organisational coordination and all combined accounted for 57.8% variance in inter-organisational coordination.Research limitations/implicationsThe study was cross sectional, hence imposing a limitation on changes in perceptions over time. Perhaps, a longitudinal study in future is desirable. Data were collected only from humanitarian organisations that had delivered relief to refugees in the stated camps by 2018. Above all, this study considered self-organisation, adaptability and organisational networks in the explanation of inter-organisational coordination, although there are other factors that could still be explored.Practical implicationsA potential implication is that humanitarian organisations which need to coordinate with others in emergency situations may need to examine their ability to self-organise, network and adapt.Social implicationsSocial transformation is a function of active social entities that cannot work in isolation. Hence, for each to be able to make a contribution to meaningful social change, there is need to develop organisational networks with sister organisations so as to secure rare resources that facilitate change efforts coupled with the ability to reorganise themselves and adapt to changing environmental circumstances.Originality/valueThe paper examines (1) the extent to which self-organisation, adaptability and organisational networks influence inter-organisational coordination; (2) the mediating role of both adaptability and organisational networks between self-organisation and inter-organisational coordination in the context of humanitarian organisations against the backdrop of complex adaptive system (CAS) theory.
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Noor Khairin Nawwarah Khalid und Aini Maznina A.Manaf. „Managing Organisational Change: The Role of Polyphony and Emotional Reflexivity“. Journal of Advanced Research in Business and Management Studies 34, Nr. 1 (21.02.2024): 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 organisational members and leaders during change. Since research that focuses on middle managers’ polyphony practices especially those in a collectivistic society has been minimal, this research was conducted to examine how polyphonism is practiced by the studied organisation during organisational change. Using middle managers’ conversations on emotional reflexivity during change, this research was conducted to obtain a rich understanding on the studied phenomenon. Communicative Constitution of Organisations the Montreal School (CCO TMS) theory was used to guide the present research and semi-structured in-depth interviews with thirty middle managers of a Malaysian (aerospace component manufacturing) organisation were carried out. The data was analysed using thematic analysis. The data revealed polyphony are strongly enforced by the respondents and their leaders through five steps of practice: mutual recognition, mutual trust, dialogic sessions, mutual understanding, and mutual agreement. The respondents also acted as polyphonous leaders: leader and decision maker of subordinates’ interactions, and leader for ideas’ diversity. The themes also reflected the emotional reflexivity practiced by the respondents which are self-consciousness, empathy, self-control, motivation and social skills. This research helped to contribute new traits to the unique face of Malaysians’ identities. It also shows the importance in attending to middle managers’ conversations on change since middle managers’ acceptance towards change are being influenced from their emotional reflexivity and organisation’s polyphony practice.
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Khalid, Noor Khairin Nawwarah, Aini Maznina A. Manaf und Rizalawati Ismail. „Managing Organizational Change: The role of Middle Managers’ Stories and Emotional Reflexivity“. Sains Humanika 16, Nr. 1 (31.12.2023): 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 underpinning, this research was conducted to study the emotional reflexivity of middle managers in a Malaysian organisation during organisational change. A qualitative methodology using semi-structured in-depth interviews was being carried to study about the targeted phenomenon and thirty middle managers from different departments in a Malaysian manufacturing aerospace component organisation has participated in this study. The analysis of the data generated seven emotional organisational change stories which were anxious, fear, anger, grief, hope, happy and gratitude. Those stories also generated the respondents’ emotional reflexivity dimensions which were self-consciousness, self-control and motivation. This research highlights the importance of listening to middle managers’ stories because it exposes the reasons for their acceptance and resistance towards change initiatives. It also highlights the importance for middle managers to instil emotional reflexivity skills in their work life as it helps them to understand and adapt to their organisation’s change programmes effectively. Lastly, this research also contributes to the enrichment of literature in the areas of CCO TMS theory, emotional reflexivity, organisational stories, as well as organisational change.
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McDonald, Corent, und Clement Branche. „Caribbean Society and Organisation: Change and Transformation“. Caribbean Journal of Education and Development 1, Nr. 3 (01.10.2024): 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 an examination and discussion of different levels of organisational embeddedness, with intersecting levels involving interstitial margins. The findings confirmed the importance of focused leadership, communication and high levels of disruption, uncertainty and expectancy associated with prolonged change efforts and the role of status and power. The study is the first of its kind, however, further research is needed to better understand the interactions of structural and psycho-socio-cultural demands on organisational change in diverse organisational settings.
Dissertationen zum Thema "Organisational change"
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Apelt, Christina L. „Organisational change in public organisations“. Thesis, Queensland University of Technology, 2014. https://eprints.qut.edu.au/73086/2/Christina_Apelt_Thesis.pdf.
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This research applies a multidimensional model of publicness to the analysis of organisational change and in so doing enriches understanding of the public nature of organisations and how public characteristics facilitate change. Much of the prior literature describes public organisations as bureaucratic, with characteristics that are resistant to change, hierarchical structures that impede information flow, goals that are imposed and scrutinised by political authority and red tape that constrains decision-making. This dissertation instead reports a more complex picture and explains how public characteristics can also work in ways that enable organisational change.
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Kingswood, Martha. „Being organisationally changed : exploring with NHS professional staff the impact of organisational change“. Thesis, University of Essex, 2014. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.617078.
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Organisational change within the NHS is a familiar event. This study explored the impact it has on staff in a clinical setting , and focuses on how staff experience such change. The study took place in two Child and Adolescent Mental Health Services, in two separate NHS Trusts in England. The exploration is qualitative, using grounded theory, and data collection is through semi-structured individual interviews completed at two points in time: the initial principal interview, and a follow up interview. Sampling is purposive and focused on staff within multi-disciplinary teams providing front-line clinical services. The study took place across two NHS Trusts to enhance reflexivity of the researcher, and methodological rigour. The interviews were audiorecorded and transcribed verbatim. The transcripts were analysed using grounded theory, underpinned by a social constructionist epistemology. A sample of 11 professional clinical staff members across two NHS Trusts volunteered to participate in the study, each completing two interviews. The findings are derived from 22 extended interview transcripts. Analysis of the data generated led to the conceptualisation of a process of being organisationally changed impacting on individuals' work identity and sense of self. There was a perceived mismatch between clinical and organisational values leading to incongruence, and re-valuing . Through the processes of deprofessionalisation and deskilling , participants experienced loss and diminishment of identity, and a process of becoming indistinct, culminating in a grieving of identity. Emergence from this was conceptualised as a process of reconciliation, which took the form of either accepting a sub-identity, or finding a way of preserving aspects of professional identity within organisational constraints. The process of being organisationally changed is developed and discussed, with use of illustrative data extracts. The findings illustrate the ways organisational change can impact on the "human dimension", as experienced by participants. This study contributes to an in depth exploration and understanding of organisational change impact on NHS clinical staff.
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Siddieg, T. E. S. I. „Culture and organisational change in a major Sudanese organisation“. Thesis, Lancaster University, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.304295.
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Mia, Mohammad Badruddozza. „ICT-based information systems and organisational change in microfinance organisations“. Thesis, Open University, 2013. http://oro.open.ac.uk/54684/.
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Microfinance has been used as a means of alleviating poverty for many years. A large number of organisations implement microfinance, covering a significant proportion of the world population. This study looks into the information systems (IS) of microfinance following an interpretive epistemological philosophy, drawing on research approaches within the fields of IS and organisational studies. It is based on an in-depth comparative case study in six micro finance organisations with different features and characteristics, combined with a questionnaire survey covering fifty-eight microfinance organisations of Bangladesh. Drawing on phenomena observed in microfinance this study analyses how lCT plays a role in shrinking organisational structure, enhancing the span of supervision and operational performance, and centralisation of delegation of authority. It identifies how key aspects of the context including financial, human resources, technological, regulatory, and national culture impact upon the IS of microfinance in Bangladesh, and block implementation of ICT -based IS . The findings on different positive and negative implications of the use of ICT on the personal, social and gender perspectives and job satisfaction of the human resources inform and add value to the existing body of knowledge. With an aim to contribute to the field of ICT4D, this study examines the use of ICT in combating corruption in microfinance and argues that along with the use of ICT, an ethical ambiance and administrative reforms are required to prevent corruption more effectively. It also argues that the adoption of emerging mobile phone-based microfinance will radically change the conventional operational model and its IS, with profound implications for the material aspects, but that it can also be detrimental to the social performance of this development programme.
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Kyriakidou, Olympia. „Organisational identity and change : the dynamics of organisational transformation“. Thesis, University of Surrey, 2001. http://epubs.surrey.ac.uk/723/.
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Bin, Ali K. „Planned incrementialism in organisational change“. Thesis, Swansea University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.636096.
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This thesis has presented an insight on the application of power coercive approach to organisation change. It has been concerned with the organisational change in the restructuring of health care, a case in point is the pathology service in a restructured hospital. The study has shown the process of change and the behaviour of people at work. The restructuring process per se has been a success, but the social system seems not to have progressed in parallel. This might arise from the fact that the planners for change were more focused on the health care economics and development, leaving the social system to fall in place on its own. The thesis has shown that the process of deliberate planned change is brought about by incremental strategy. In implementing change, power-coercive strategy is one possible option, but it must be adequately supported by a normative re-educative process. This is evident from the results of the survey. The study has shown that the omission of the normative re-educative process has led to a problem of a split and divided culture. The finds in this research provides information on the role of a power-coercive incremental strategy in planned organisational change, and the need for a normative re-educative process to adapt the social system in parallel. A theory of deliberate and planned incrementalism is posited in the conclusion.
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Chetty, Trevlyn Albert. „Leadership sacrifice for organisational change“. Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/29454.
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As organisations strive to become more competitive and leaner, leadership and leading change have become key ingredients in the recipe for success. However leaders in times of difficult organisational change may not be effective in leading the change for themselves and their people. The leader’s ability to see and work beyond his or her personal needs is becoming more prevalent - leaders like Nelson Mandela and Mahatma Ghandi showed a special kind of behaviour that was fulfilling to a greater purpose.This has prompted the need to gain a deeper understanding into self-sacrificial leadership that will bring about a crucial benefit to organisational sustainability by increasing the ability to lead change and shape leaders into ‘Level 5’ leadership. This qualitative research was accomplished by collecting primary data through 15 semi-structured in-depth interviews from South African business leaders.The findings in terms of the factors that encourage a leader to self-sacrifice their needs for the organisation reveal that it is not about self, but what is best for the organisation as well as the people. Self-motivation, managing own emotions, and internalisation were the findings of the process which the leader goes through in processing loss to lead others on the journey of change. Lastly, the personality traits of leaders who have the strength to lead change and are prepared to sacrifice themselves were found to be an advocate for the value of their people; have humility at their core; and are bold, outspoken and strong minded with a gentle exterior. Recommendations were centered on the crucial role of organisations in shaping an authentic leadership environment and ingredients for leaders of the 22nd century.As a result, this research demonstrates leadership is about self-sacrifice, managing change and leading people.Dissertation (MBA)--University of Pretoria, 2012.
Gordon Institute of Business Science (GIBS)
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Cao, Guangming. „Systems thinking and managing organisational change“. Thesis, University of Bedfordshire, 2001. http://hdl.handle.net/10547/293966.
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This thesis is about how systems thinking might contribute to the successful management of change (MOC). The motivation is the increasing importance of MOC in an environment where competition and internationalisation of markets are ever intensifying: organisations either "change or die", yet MOC suffers adversely with unacceptably high failure rates. A critique of MOC literature shows that current MOe methodology is characterised by reductionist approaches with a diversity of confusing and contradictory suggestions and recipes. This is seen to be impoverished where different types of organisational change are interacting. All these suggest that MOC methodology itself needs to be improved and a systemic approach is more appropriate. In search of methodological underpinnings for proposing a systemic approach to MOC, literature on systems thinking is reviewed, indicating that systems approaches, especially critical systems thinking, are potentially powerful to inform the development of MOC. Nevertheless, important questions are raised about applying systems ideas to MOC. Further research is needed. And this has been done by triangulating data, theory and method to develop a fuller understanding of systems perspectives and their relevance to MOC. By combining MOC and systems thinking together in a theoretically informed way, a systemic MOC framework is suggested and revised. This framework is seen to provide a characterisation of MOC by identifying the conceptual components, a coherent theoretical structure by specifying and ordering the relationships between these components, and a way of helping understand and manage the diversity in organisational change systemically. This framework is theoretically underpinned and applied to a case study where different types of organisational change and their interactions are surfaced. The outcomes firmly support the view that MOe is characterised by different types of organisational change and their interactions, for which systemic approaches are more appropriate; thus the systemic MOC framework developed is seen to be useful in helping understand and manage organisational change more effectively. The findings are critiqued within the study, and from this come out the conclusions, and recommendations for future research.
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Cilliers, Barbara. „Coping with uncertainty during organisational change /“. St. Lucia, Qld, 2003. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe17364.pdf.
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Kaniadakis, Antonios. „The Agora of Techno-Organisational Change“. Thesis, University of Edinburgh, 2007. http://hdl.handle.net/1842/24754.
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This thesis seeks to enhance our understanding of the Technology-Organisation (T-O) relationship by developing a novel theorisation, based on the concept of the Agora of Techno-Organisational Change (ATOC). This concept is developed and examined in relation to detailed studies around a Greek Bank (GB) and a systems supplier (SIF). The thesis starts by exploring various approaches to analyzing the T-O relationship articulated from different disciplines. It identifies a number of shortcomings – linked to key theoretical distinctions/debates in social sciences (action-structure, micro-macro, global-local, T-O) and around specific issues relevant to analysing the shaping of T-O in relation to undertaking an interdisciplinary study of the T-O relationship. These include inconsistencies, partial perspectives and lack of conceptual integration. Building on the Social Shaping of Technology perspective, an alternative analytical focus is suggested to capture and theorize the shaping of the T-O relationship in a more complete manner, integrating different analytical levels and perspectives of actors in differing positions and roles. Specifically, a focus on “instances of T-O change” is proposed capturing the social choices during their initiation, design and implementation, within the space between local change environments and wider socio-economic relations amongst actors (firms) within a global knowledge economy. The ATOC is approached methodologically by paralleling the analyst’s view with the actors’ views addressing the diverse ways that different actors conceive, interpret and act on options for T-O change, through social choices. Two detailed longitudinal studies – one of a large restructuring program in GB as a particular T-O change instance and one of the involvement of SIF in the initiation, design and implementation of various T-O change instances – help explore these concepts empirically. The case examines how instances are initiated, designed and implemented, their links to the wider ATOC environment and how they become a terrain for the emergence of social changes and viewpoints.
Bücher zum Thema "Organisational change"
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Hodgson, Martin. Organisational change. Kingston upon Thames: Croner Publications, 2001.
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Close, C. Derek. Managing organisational change. [S.l.]: Phab, 1993.
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S, Ramnarayan, Hrsg. Managing organisational change. Thousand Oaks, Calif: Sage Publications, 1998.
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Jones, C. Stuart. Accounting and organisational change. Norwich: School of Information Systems, University of East Anglia, 1988.
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Coyle, Angela. Women and organisational change. Manchester: Equal Opportunities Commission, 1995.
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Coyle, Angela. Women and organisational change. Manchester: Equal Opportunities Commission, 1995.
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Tonder, C. L. Van. Organisational change: Theory and practice. Pretoria: Van Schaik, 2004.
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Egan, Aidan. Organisational change in Aer Rianta. Dublin: University College Dublin, 1989.
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van Nistelrooij, Antonie. Embracing Organisational Development and Change. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-51256-9.
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Grabot, Bernard, Anne Mayère und Isabelle Bazet, Hrsg. ERP Systems and Organisational Change. London: Springer London, 2008. http://dx.doi.org/10.1007/978-1-84800-183-1.
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Cordell, Andrea, und Ian Thompson. „Organisational Change“. In The Procurement Models Handbook, 177–79. Third edition. | Abingdon, Oxon ; New York, NY : Routledge, 2019. | Earlier editions published as: Purchasing models handbook: a guide to the most popular business models used in purchasing / Andrea Reynolds and Ian Thompson.: Routledge, 2019. http://dx.doi.org/10.4324/9781351239509-54.
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Shepherd, Andrew. „Organisational Change“. In Sustainable Rural Development, 239–57. London: Macmillan Education UK, 1998. http://dx.doi.org/10.1007/978-1-349-26211-3_9.
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Mishra, Paritosh, Balvinder Shukla und R. Sujatha. „Organisational Change“. In Human Resource Management for Organisational Change, 32–42. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003191346-3.
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Maughan, Mike. „Managing Change“. In Organisational Behaviour, 311–39. London: Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-31243-3_10.
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Kelly, Gráinne. „Managing organisational change“. In Organisational Behaviour, 309–32. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1057/978-1-137-42945-2_13.
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Leach, Steve, John Stewart und Kieron Walsh. „Organisational Continuity and Organisational Change“. In The Changing Organisation and Management of Local Government, 15–44. London: Macmillan Education UK, 1994. http://dx.doi.org/10.1007/978-1-349-23589-6_2.
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Mishra, Paritosh, Balvinder Shukla und R. Sujatha. „Organisational Culture and Organisational Change“. In Human Resource Management for Organisational Change, 62–65. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003191346-6.
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Pettinger, Richard. „Change“. In Introduction to Organisational Behaviour, 468–504. London: Macmillan Education UK, 1996. http://dx.doi.org/10.1007/978-1-349-24683-0_17.
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Stark, John. „Manage Organisational Change“. In Digital Transformation of Industry, 153–58. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-41001-8_25.
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Boyer, Robert, und Jean-Pierre Durand. „Towards Organisational Change?“ In After Fordism, 79–94. London: Palgrave Macmillan UK, 1993. http://dx.doi.org/10.1007/978-1-349-14027-5_8.
Der volle Inhalt der QuelleKonferenzberichte zum Thema "Organisational change"
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Razmerita, Liana, Armin Peroznejad, Niki Pantelli und Dan Kärreman. „Adapting to the Enforced Remote Work in the Covid 19 Pandemic“. In Digital Support from Crisis to Progressive Change. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-485-9.44.
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Remote work provides an alternative method of working for organisations, which in turn became a norm during the Covid-19 pandemic. In this, paper, we study adaptation practices introduced by both individuals and organisations as a way for managing the enforced remote work. The study draws upon 33 interviews collected over a year during different phases of the Covid 19 pandemic. We apply adaptation theory lenses to examine the adaptation process over time and new digital working practices. In our study, we extend technological practices by including organisational and behavioral practices. We approach adaptation as a way of coping with a radical change or dynamic situation and building resilience. Based on the data analysis, we expend the adaptation theory in relation to different forms of adaptation to new remote work practices (e.g. at technological, organisational, and behavioural level).
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Sun, Qian. „Service design in organisational change“. In DRS2022: Bilbao. Design Research Society, 2022. http://dx.doi.org/10.21606/drs.2022.416.
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Shahu, S. R., A. Iyer und A. G. Tawalare. „‘Plan of action’ for organisational change: a case study of Indian public sector construction organisation“. In World Construction Symposium - 2024, 827–38. Department of Building Economics, 2024. http://dx.doi.org/10.31705/wcs.2024.66.
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Recently, one of the Indian public sector construction organisations has adopted app-based work measurement and its billing system to reduce the cycle time in the “Procure to Pay” process. Though it could be a small technological change in the working process that has re-engineered the “As-is” processes, it changes the entire organisational dynamics thereby eliminating gaps in the system. Therefore, this paper provides insights into these change management practices in the public sector construction organisation in the context of implementing technological change in the work process. To develop the "Plan of Action," this study utilised a case study methodology. This ‘Plan of Action’ consists of the following strategies change initiative, formation of change management team, leadership support and involvement, research and benchmarking, stakeholder involvement and engagement, change resistance and persuasion, mandatory training integration, operational efficiency analysis and stabilisation phase. It is revealed that the organisation required commendable efforts in conceptualising, planning, and executing the change process along with special attention to enhancing leadership participation, increasing stakeholder engagement, and providing extensive instruction, training and support to all employees and stakeholders.
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Ali, Irena, Leoni Warne, Derek Bopping, Dennis Hart und Celina Pascoe. „Organisational Paradigms and Network Centric Organisations“. In InSITE 2004: Informing Science + IT Education Conference. Informing Science Institute, 2004. http://dx.doi.org/10.28945/2842.
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Many organizations grapple with uncertainty and vagaries of economic and political climate. A number of companies attained dramatic competitive advantages in their fields by creating comprehensive, complex communication and information networks. These companies, facilitated by the increasing efficiencies and speed of information technology, remained flexible and adaptable to change by working in a network centric way. Much of the network centric (NC) related work done to date has been mainly in the technological domain. This paper focuses on the human and organizational factors that need to be considered to make the most of the future network centric warfare (NCW) and enable future warfighters to deal with war, peace, terrorism and overall uncertainty. Particular focus is placed on the issues that individuals and groups face in the NC environment. Such issues include: organizational culture, cognitive demands, and knowledge mobilization and learning.
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Thorneycroft, Sarah. „Maybe It's Us: Imagining Organisational Learning Design“. In ASCILITE 2020: ASCILITE’s First Virtual Conference. University of New England, Armidale, 2020. http://dx.doi.org/10.14742/ascilite2020.0123.
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Higher education is in crisis mode, and as organisations we need to find new ways to exist. The traditional entities tasked with change in the sector have had limited impact, however, and it may be time to explore new catalysts for organisational change. This short narrative paper describes one such potential catalyst, the concept of organisational learning design – a new practice domain that harnesses the capabilities and affordances of learning design and evolves them beyond technology into organisational learning and organisational culture practices to create a high-leverage change agent.
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Korsakienė, Renata, Rūta Juodeikė und Monika Bužavaitė. „Factors Impacting and Restricting Success of Organisational Changes“. In Contemporary Issues in Business, Management and Education. Vilnius Gediminas Technical University, 2017. http://dx.doi.org/10.3846/cbme.2017.096.
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Social, economic and technological changes constantly change business landscape and raise an array of challenges to organisations. Organizations have to adapt to the environmental changes and maintain competitiveness and flexibility. Thus, changes aim to transform current state of organisations, to increase productivity and competitive advantage in the market. On the other hand, a number of investigations confirm that majority of organisational changes fail and do not produce an expected performance. Scientific literature suggests various management methods and links these methods to the desirable outcomes. Considering the fact that organisations are unique systems, some change management models do not capture such aspects as exceptional experience, culture, intuition of managers, etc. These issues lead to the restricted application of majority of models or methods. The opinions of scholars about definition and measurement of success diverge. The paper aims to investigate the factors impacting and restricting organisational changes. Particular emphasis is put on the success as the desirable outcome of all initiatives. The investigation is based on analysis and synthesis of scientific literature. A case of service providing company is presented. The paper integrates the main researches in the field and provides insights and recommendations into future investigations.
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Brier, John, Lucia Rapanotti und Jon G. Hall. „Problem-based analysis of organisational change“. In the 2006 international workshop. New York, New York, USA: ACM Press, 2006. http://dx.doi.org/10.1145/1138670.1138674.
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Hodges, Emma, und Sue Read. „P-252 Movement wide change and organisational institutionalism“. In Dying for change: evolution and revolution in palliative care, Hospice UK 2019 National Conference, 20–22 November 2019, Liverpool. British Medical Journal Publishing Group, 2019. http://dx.doi.org/10.1136/bmjspcare-2019-huknc.274.
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Edwards, Phil, und Matt Francey. „Organisational Change in Urban Stormwater Quality Management Programs“. In International Low Impact Development Conference 2008. Reston, VA: American Society of Civil Engineers, 2008. http://dx.doi.org/10.1061/41009(333)52.
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Ludviga, Iveta, und Irina Sennikova. „Organisational change: generational differences in reaction and commitment“. In Business and Management 2016. VGTU Technika, 2016. http://dx.doi.org/10.3846/bm.2016.10.
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Organizational acceptance of change and the willingness to embrace it is largely dependent on employees and their experiences – generations respond to change differently, especially when change is related to information technologies. The paper aims to explore how three major generations of employees – Baby Boomers, Xers and Millennials, react to change and how their commitment to change affect satisfaction and engagement. Data (N = 202) is collected through structured questionnaire and structural equation modelling technique is used for analysis. The results reveal what major differences between generations are in place. Recommendations for managing organisational change across the three generations are provided.
Berichte der Organisationen zum Thema "Organisational change"
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Gurung, J. D., und V. Groverman. Gender and Organisational Change: Training Manual. Kathmandu, Nepal: International Centre for Integrated Mountain Development (ICIMOD), 2001. http://dx.doi.org/10.53055/icimod.370.
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Gurung, J. D., und V. Groverman. Gender and Organisational Change: Training Manual. Kathmandu, Nepal: International Centre for Integrated Mountain Development (ICIMOD), 2001. http://dx.doi.org/10.53055/icimod.370.
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Georgalakis, James, Saira Ahmed, Vaqar Ahmed, Marjorie Alain, Karine Gatellier, Ricardo Fort, Abid Suleri et al. Stories of Change: Covid-19 Responses for Equity. Institute of Development Studies, Dezember 2023. http://dx.doi.org/10.19088/core.2023.018.
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Covid-19 Responses for Equity (CORE) was a three-year, CA$25m rapid research initiative that brought together 20 research projects to understand the socioeconomic impacts of the pandemic, improve existing responses, and generate better policy options for recovery. The research, funded by the Canadian International Development Research Centre (IDRC), took place across 42 countries in Africa, Asia, Latin America and the Middle East. The Institute of Development Studies (IDS) supported CORE to maximise the learning generated across the research portfolio and deepen engagement with governments, civil society, and the scientific community. This publication celebrates the impact of that research, and highlights Stories of Change from seven of the CORE projects that successfully influenced policy, practice, and understandings of the crisis. Collectively, these individual case studies provide a narrative about the nature of research impact in emergencies and the implications for the design and delivery of future rapid response research initiatives. There are clear lessons around the importance of organisational reputation, and the value of co-designing research with decision makers whilst simultaneously taking a critical position. Every story here emphasises the need to understand political context and to explore the trade-offs between research rigour and the timeliness of evidence. Above all, they illustrate the value of flexible funding arrangements that enable local teams to respond to fast-moving crises. These stories demonstrate unequivocally the value of locally led research responses to emergencies with the right international flow of resources and support. CORE’s research teams were well-placed to bring together communities, civil society organisations, and governments to create a space for vulnerable and marginalised groups to discuss their lived experiences of the pandemic and bring these perspectives into policy conversations. Their success hinged on their hyper-local knowledge and their unswerving focus on providing real-time evidence to advocate for the wellbeing of affected communities.
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Howard, Jo, Evert-jan Quak und Jim Woodhill. Lessons Learned From K4D Learning Journeys: A Practical Approach for Supporting Learning in Development Organisations. Institute of Development Studies, November 2022. http://dx.doi.org/10.19088/k4d.2022.166.
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The Knowledge, Evidence and Learning for Development (K4D) Programme, which started in 2016, came to an end in September 2022. This K4D working paper reflects on the learning processes and approaches facilitated by this programme, through ‘learning journeys’ conducted in collaboration with staff of the Foreign Commonwealth and Development Office (FCDO) in the United Kingdom. A total of 45 learning journeys took place, of which 33 have been assessed for this working paper. Through this assessment, we test our proposed Theory of Change for organisational learning (OL) in the context of international development agencies.
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Gordon, Eleanor, und Briony Jones. Building Success in Development and Peacebuilding by Caring for Carers: A Guide to Research, Policy and Practice to Ensure Effective, Inclusive and Responsive Interventions. University of Warwick Press, April 2021. http://dx.doi.org/10.31273/978-1-911675-00-6.
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The experiences and marginalisation of international organisation employees with caring responsibilities has a direct negative impact on the type of security and justice being built in conflict-affected environments. This is in large part because international organisations fail to respond to the needs of those with caring responsibilities, which leads to their early departure from the field, and negatively affects their work while in post. In this toolkit we describe this problem, the exacerbating factors, and challenges to overcoming it. We offer a theory of change demonstrating how caring for carers can both improve the working conditions of employees of international organisations as well as the effectiveness, inclusivity and responsiveness of peace and justice interventions. This is important because it raises awareness among employers in the sector of the severity of the problem and its consequences. We also offer a guide for employers for how to take the caring responsibilities of their employees into account when developing human resource policies and practices, designing working conditions and planning interventions. Finally, we underscore the importance of conducting research on the gendered impacts of the marginalisation of employees with caring responsibilities, not least because of the breadth and depth of resultant individual, organisational and sectoral harms. In this regard, we also draw attention to the way in which gender stereotypes and gender biases not only inform and undermine peacebuilding efforts, but also permeate research in this field. Our toolkit is aimed at international organisation employees, employers and human resources personnel, as well as students and scholars of peacebuilding and international development. We see these communities of knowledge and action as overlapping, with insights to be brought to bear as well as challenges to be overcome in this area. The content of the toolkit is equally relevant across these knowledge communities as well as between different specialisms and disciplines. Peacebuilding and development draw in experts from economics, politics, anthropology, sociology and law, to name but a few. The authors of this toolkit have come together from gender studies, political science, and development studies to develop a theory of change informed by interdisciplinary insights. We hope, therefore, that this toolkit will be useful to an inclusive and interdisciplinary set of knowledge communities. Our core argument - that caring for carers benefits the individual, the sectors, and the intended beneficiaries of interventions - is relevant for students, researchers, policy makers and practitioners alike.
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Giacometti, Alberto, Mari Wøien Meijer und Hilma Salonen. Who drives green innovation in the Nordic Region? A change agency and systems perspective. Nordregio, März 2024. http://dx.doi.org/10.6027/r2024:101403-2503.
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In addressing the critical challenge of systemic sustainability, this report explores the need for more than a one-size-fits-all approach in the Nordic Region. It investigates the role of change agency processes and the impact of policies and framework conditions on green transition changes in business sectors. Our two case studies reveal some of the bottlenecks and drivers of innovation and explore them from a systemic perspective and in different geographic scales, both from a place-based and place-less perspective. The methodology adopted in the report is comprehensive, including a deep dive into the evolution of innovation theory and policy, following by an in-depth analysis of green innovation in two sectoral developments, including multi-storey wood construction and the so-called ‘protein shift’. It examines the roles of different stakeholders, including governments, businesses, and communities, in fostering an environment conducive to systemic change. The report relies on the academic and policy evolution of innovation theory and practice, identifying, what is argued to be, an emerging generation of innovation policies focused not only on economic but also on societal and environmental goals, which has generated a heated debate. To add nuance to this debate, our report utilised sector-based case studies relying on expert interviews to shed light on the roles of different agents in producing, not only technological but systems innovation. Against the background of systems innovations theory, this study provides some insights into the relevance of place, and proximity – not just geographic, but cognitive, institutional, organisational and social proximity. regional innovation landscape. Key findings reveal that systemic green innovations in the Nordic region happen as a result of the sum of multiple actors intentionally and unintentionally driving change in place-based and place-less settings. Several obstacles hinder setting a clear direction to innovation and path creation as these barriers are deeply entrenched in governance complexities, social institutions, and place-based industrial and structural path dependencies. Disrupting technological and systems ‘lock-ins’, is therefore, not the role of single agents but the result of multiple ones acting on a place-based or technology-based setting, and requires enhanced policy frameworks, and entrepreneurial public institutions moving beyond setting the ‘rules-of-the-game’ to actively orchestrating action, mobilising stakeholders and facilitating co-operation. The report emphasizes the significance of knowledge exchange and the creation of trust-based networks to accelerate the adoption of green innovations. It concludes by demonstrating that different green innovations develop under very different conditions and processes.
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Baur, Daniela. Social Protection in Nigeria: Analysing Capacities. Institute of Development Studies, Mai 2024. http://dx.doi.org/10.19088/basic.2024.005.
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This report describes findings of an analysis of capacities to deliver social protection in Nigeria. It focuses specifically on generating findings that will be useful to situations of protracted crisis, such as displacement due to conflict or climate shocks. The report draws on a three-dimensional Capacity Cube that differentiates between levels of capacity (individual, organisational, institutional), phases of capacity strengthening (building, applying, maintaining) and types of capacity (competency, capability, performance). Analysis of government and international actors’ statements about social protection and capacity strengthening suggest that the majority of investments in capacity are focused on building individual and organisational competencies. Other elements, such as maintaining capabilities and performance, are given far less attention. This leads to an imbalanced social protection system in which activities for building technical capacities are projectised while whole-of-government, cross-sectoral functional capabilities are neglected. Overall, the paper demonstrates that using the Capacity Cube renders visible the imbalances and the gaps in investments in social protection in Nigeria. The analysis is only a first step towards changing the way that we think about capacity in situations of protracted crisis. Investigating these gaps and missing elements will require more detailed research into actual implementation that goes beyond looking at project documents. It will be important, going forward, to understand more about how these capacities shift and change – as conflicts bubble up and become protracted, and create new challenges for the staff who deliver social assistance. Understanding which capacities become increasingly important in situations of protracted crisis, and how these can be protected, could provide pathways to a more effective and efficient social protection system in Nigeria, and beyond.
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Harrison, Reema, Maha Pervaz-Iqbal, Laurel Mimmo, Steve Mears und Elizabeth Manias. Measuring clinician experience of providing care. The Sax Institute, August 2019. http://dx.doi.org/10.57022/avvb8536.
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This Evidence Check examines how clinicians’ experience of providing healthcare has been defined and measured. The review was conducted within the context of substantial change and innovation within NSW Health, focusing on the clinical and supportive care aspects of the clinician role. The research found was limited and mainly qualitative. Clinician experience was either defined inconsistently or not defined at all. However, the research did show that clinician experience was complex, involving both individual psychology and organisational outcomes. Few survey questionnaires had been developed to measure clinician experience, and those that had were either focused on the situation in a particular time and place rather than being suitable for use across a wide variety of contexts in healthcare, or focused only on a narrow aspect of clinician experience. Overall, the review shows a relatively underdeveloped area of research, in need of more focus to enable policy-makers to better understand clinician experience.
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Price, Roz. Climate Adaptation: Lessons and Insights for Governance, Budgeting, and Accountability. Institute of Development Studies (IDS), Dezember 2020. http://dx.doi.org/10.19088/k4d.2022.008.
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This rapid review draws on literature from academic, policy and non-governmental organisation sources. There is a huge literature on climate governance issues in general, but less is known about effective support and the political-economy of adaptation. A large literature base and case studies on climate finance accountability and budgeting in governments is nascent and growing. Section 2 of this report briefly discusses governance of climate change issues, with a focus on the complexity and cross-cutting nature of climate change compared to the often static organisational landscape of government structured along sectoral lines. Section 3 explores green public financial management (PFM). Section 4 then brings together several principles and lessons learned on green PFM highlighted in the guidance notes. Transparency and accountability lessons are then highlighted in Section 5. The Key findings are: 1) Engaging with the governance context and the political economy of climate governance and financing is crucial to climate objectives being realised. 2) More attention is needed on whether and how governments are prioritising adaptation and resilience in their own operations. 3) Countries in Africa further along in the green PFM agenda give accounts of reform approaches that are gradual, iterative and context-specific, building on existing PFM systems and their functionality. 4) A well-functioning “accountability ecosystem” is needed in which state and non-state accountability actors engage with one another. 5) Climate change finance accountability systems and ecosystems in countries are at best emerging. 6) Although case studies from Nepal, the Philippines and Bangladesh are commonly cited in the literature and are seen as some of the most advanced developing country examples of green PFM, none of the countries have had significant examples of collaboration and engagement between actors. 7) Lessons and guiding principles for green PFM reform include: use the existing budget cycle and legal frameworks; ensure that the basic elements of a functional PFM system are in place; strong leadership of the Ministry of Finance (MoF) and clear linkages with the overall PFM reform agenda are needed; smart sequencing of reforms; real political ownership and clearly defined roles and responsibilities; and good communication to stakeholders).
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Nosova, Olga. Structural Changes and the Ukrainian Labour Market Organisation. Publishing House - Vilnius Business College, Juni 2023. http://dx.doi.org/10.57005/ab.2023.1.1.
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The article aims to analyze the structural changes and the Ukrainian labor market organization in the condition of military aggression against Ukraine. The Ukrainian economy encounters the devastating destructions and losses of economic entities, enormous capital, and labor under the effect of military aggression. Structural changes include a change in the industrial structure of production, the destruction of large enterprises, and supply chains, the loss of part of the labor force, and fluctuations between skilled and unskilled jobs. Thus, SMEs in the service sector suffer due to the reduction of the population in cities, which causes both a reduction in demand for certain types of services (hotel and restaurant business, beauty salons, providers of extracurricular educational services, etc.) and a reduction in the supply of highly qualified specialists (IT sector, experts in financial, design and consulting services). Small business because of the war feels caught between the minimum possible sale of their products and reduced demand. The basic research questions are identifying and estimating the urgent needs of the labor market and capital. It will be directed to define sectors that can speed up the process of rebuilding the economy. Diversifying the economy, increasing product/service sophistication, using comparative advantages and transfer of resources (both labor and capital) leads to more productive activities and a rise in well-being.