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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.
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Walton, Paul. „Information Evolution and Organisations“. Information 10, Nr. 12 (12.12.2019): 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 them to derive principles about organisation design and organisation change. This analysis shows that information evolution can illuminate some of the seemingly intractable difficulties of organisations, including the effects of organisational silos and the difficulty of organisational change. The derived principles align with and connect different strands of current organisational thinking. In addition, they provide a framework for creating analytical tools to create more detailed organisational insights.
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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, Nr. 3 (01.07.2019): 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 backgrounds, has been conducted and the study found that certain leadership qualities and attributes are valued over others. Transactional and transformational leadership styles need to be integrated for the success of the organisation. Their association and relationship with factors such as organisational knowledge management, attitudinal and perceptual changes in employee perspectives, cultural changes, development in productivity and efficiency are also among the factors of organisational success. This paper looks at how the leadership styles are associated with each other, along with the reasons why each of these styles might be relevant in their way depending upon circumstances and organisational objectives concerning change and restructuring. The study showed that employees in the private sector prefer the transformational style rather than the transactional style.
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Kallio, Tomi J., Kirsi-Mari Kallio und Annika Johanna Blomberg. „Physical space, culture and organisational creativity – a longitudinal study“. Facilities 33, Nr. 5/6 (07.04.2015): 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 conducive to organisational creativity. It appears from the case analysis that there are three aspects of culture in particular, equality, openness and collectivity, that may be positively affected by the design of an organisation’s physical environment. Practical implications – The careful choice, planning and design of an organisation’s physical location, layout and style can advance the appearance of an organisational culture conducive to creativity. Originality/value – The paper describes a longitudinal study comparing a case organisation before and after a change in its physical environment. The longitudinal data illustrates how a change in the spatial environment contributes to the emergence of a culture conducive to organisational creativity.
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Blumberg, Malcolm, Aileen Cater-Steel, Mohammad Mehdi Rajaeian und Jeffrey Soar. „Effective organisational change to achieve successful ITIL implementation“. Journal of Enterprise Information Management 32, Nr. 3 (04.06.2019): 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 implementations in eight large Australian organisations is used. A socio-technical systems approach represented by Leavitt’s Diamond is adopted as a lens to shed light on the attributes of effective organisational change strategies for successful ITIL implementation. Findings This paper identifies organisational change strategies employed by organisations that have effected a successful ITIL implementation. The authors identified that the ITIL implementation required changes to the four components of the socio-technical work system (STS) identified in Leavitt’s Diamond. Changes to one STS component affected other STS components when implementing ITIL; and that effort applied to the STS components did not need to be equal, but appropriate to the requirements of the ITIL implementation and the organisation. Research limitations/implications The sample size of eight ITIL implementation cases studied may limit the generalisation of findings. Practical implications This research provides IT service management researchers and ITIL practitioners, for the first time, information about organisational change strategies as applied to successful ITIL implementations. Originality/value This research has developed novel insights into organisational change strategies and ITIL implementation that had not previously been explored.
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Sachdev, Anil, und Arjya Chakravarty. „Real-Time Strategic Change: Flashback to Whole Systems Change and Relating to Organisation Development Sponsors in India“. NHRD Network Journal 13, Nr. 3 (Juli 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 in a richer and more insightful way. The large-scale interaction process (LSIP) is illustrated and explained and its relationship to transformation and change in organisations is explored in a procedural view of this change paradigm. The authors outline the theoretical aspects of organisational change processes in Kathie Dannemiller’s whole systems thinking intellectual heritage. The article draws from experiences in many organisations that have benefited from this approach over the last 25 years with capability built among hundreds of facilitators to carry this approach forward.
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Musa, Shamsuddeen Alhassan, und Shukuraht M. Bello. „A Review of Organisational Change on Employee Performance in Public Sector Organisation in Nigeria“. Organization and Human Capital Development 2, Nr. 1 (17.04.2023): 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 implement changes to be consistent with the changing environment, be persuasive in addressing employee resistance to change, and leadership should be based on expertise.
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Gurney, Robert. „Constructing professional and organisational fields“. Leadership in Health Services 29, Nr. 1 (01.02.2016): 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 and asked questions addressing what changed, why change and how change was implemented. Findings – The health sciences and medicine professions moving to specialised sports sciences and medicine disciplines and SMA, evolved through forces driving the need for change (legitimacy, resource dependency, positioning and core competencies). Practical implications – The knowledge developed from understanding activities of change that traditional professions conducted to become specialised Disciplines and parallel changes in a single Discipline organisation evolving to an umbrella organisation (SMA), comprised a membership of specialised Disciplines, can act as a catalyst for inquiry by other professional and organisational groups. Originality/value – The findings of this study contributes to the literature investigating change in professional and organisations fields. More specifically, this study promotes inquiry into leadership practices of sports sciences and medicine, as contributors to the field of health services.
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Almuqati, Jamilah, Mysara Alfaki und Ahmed Alkarani. „Health Care Providers’ Perceptions of the Ministry of Health’s Organizational Readiness for Change“. Nurse Media Journal of Nursing 13, Nr. 1 (26.04.2023): 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 was used for this study. Three public hospitals under the Ministry of Health were involved in recruiting 420 healthcare providers using a convenient quota sampling. A personal data sheet and the organisational readiness for implementing change (ORIC) scale were used for data collection. ANOVA and t-tests were used to analyze the data.Results: The total response rate was 70%. The participants in the study perceived their organisation to be highly ready to change (3.76±0.73). The organisational readiness to change perceived by nurses (3.86+0.98) was significantly greater than that perceived by physicians (3.56+0.90) and allied healthcare providers (3.61+0.92), with a p-value of 0.001. In addition, the organisational readiness to change was significantly related to the participants’ specialty, age, experience, and gender (p<0.05).Conclusion: The findings showed that participants believed that their organisation was highly ready to change. Participants’ specialty, age, experience, and gender were significantly related to organisational readiness to change. This study recommends that leaders need to be proactive in managing changes by assessing the change readiness in their organisation and setting out plans to prepare the organisation.
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Schulze, Jonas Hermann, und Felix Pinkow. „Leadership for Organisational Adaptability: How Enabling Leaders Create Adaptive Space“. Administrative Sciences 10, Nr. 3 (28.06.2020): 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. This model ascribes leaders the task of creating “adaptive spaces”, which are ways to engage in tension that arises when new ideas collide with an organisation’s operational system, in order to generate and scale innovation. This work employs a qualitative research design by conducting expert interviews with participants from the management consulting industry as an exemplary object of research, and it identifies ways by which leaders can create such adaptive spaces. Findings indicate that leaders predominantly achieve this by providing employees with head space and opportunities to connect with others and promote diversity within their organisations. However, they could engage more actively in activities that pressure the organisation to change, leverage network structures to scale innovation, and in developing employees. It further emerged that organisations have not fully internalised the notion of distributed leadership, which is deemed crucial for coping with complexity.
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Mladenova, Irena. „Configurations of Employee Assessments of Past Changes: Do Leadership and Learning Matter?“ European Conference on Knowledge Management 25, Nr. 1 (03.09.2024): 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 involved in decision-making, were consequences personally (organisationally) beneficial, and did change break the team cohesion. This paper argues that learning organisation and transformational leadership practices are related to how employees experience and interpret past changes. A configurational approach is employed. The research aims to reveal the relationship between learning organisation (LO) and transformational leadership (TL) with three variables associated with how employees evaluate past changes – history with change (HC), valence (VA), and cohesion (CO). The study is quantitative and uses a standardised questionnaire. The level of research is individual, the sample consists of 188 respondents – managers and employees in firms in Bulgaria. Five composite variables measured by scales adapted from previous research are used. HC, VA, and CO are applied in cluster analysis which reveals three distinct clusters. Cluster 1 consistently shows the highest scores on all three variables, and Cluster 3 – the lowest. The three clusters are profiled using demographic variables, TL and LO. Of all demographic variables, only job position has a statistically significant correlation to cluster membership, suggesting that management and employees experienced past changes differently. Respondents in Cluster 1 gave the highest scores on TL and LO at their workplace, while Cluster 3 had moderate scores. The main conclusions support the argument that transformational leadership and learning organisation are related to how employees interpret past changes. There are several theoretical and practical implications. The research provides empirical evidence on the five variables' relationships thus adding to organisational change studies’ advancement. The results highlight the importance of monitoring how employees internalise change consequences. Failing to do so might be detrimental to the organisational change capabilities.
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Kieran, Sarah, Juliet MacMahon und Sarah MacCurtain. „Strategic change and sensemaking practice: enabling the role of the middle manager“. Baltic Journal of Management 15, Nr. 4 (02.04.2020): 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 weekly, online diary for 12 weeks. A qualitative analysis of the final 355 diaries isolated and explained the sensemaking practices in which middle managers engaged as they sought to achieve the shared understanding required to progress strategic change.FindingsThis study identifies the key practice underpinning middle manager sensemaking as formal and frequent discourse opportunities between leaders and middle managers. Through leader participation beyond the initiation stages of strategic change, and the organisation's positive positioning of time and metrics, these discourse opportunities enable a form of sensemaking associated with a number of positive organisational outcomes. These include middle manager sensegiving across the organisation, the successful enactment of strategic change, positive perceptions of change outcomes and organisational climate among middle managers and middle manager well-being.Research limitations/implicationsThis study advances our theoretical understanding of the practice of sensemaking in organisations through the isolation and identification of its key practices. However, given the difficulty in obtaining access for such a lengthy and intrusive methodology, the study is confined to three organisations. Additionally, the focus on the practice of sensemaking did not fully explore any contextual factors within these organisations. Also, middle manager perceptions of successful organisational outcomes are not very reliable performance indicators. While the self-reporting of perceptions is a worthwhile means of gathering data, a measure and comparison of actual business performance indicators would significantly strengthen the findings.Practical implicationsFrom a practitioner perspective, this study not only underlines the importance for organisations of developing critical sensemaking practices for middle managers but also provides a clear pathway to achieving this. In approaching the intangible process of sensemaking from a practice perspective, it provides key stakeholders such as leaders, change agents and the HR department with a guide as to the types and forms of discourse practices which can be enabled. Maybe more importantly, it also highlights the practices which disable middle manager sensemaking. The study also provides organisations with insights into the positive outcomes stemming from middle manager sensemaking that should strengthen their case towards the development of sensemaking practices.Originality/valueThis paper responds to the call for new approaches to the study of sensemaking as an ongoing practice within organisations. The qualitative diary analysis provides rich insights into the specific organisational practices that can enable middle manager sensemaking, while also highlighting those practices that can disable their role during strategic change. These findings provide organisations with clear approaches for developing sensemaking as a practice, thereby engaging and supporting the multiple actors and levels required to deliver successful strategic change.
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Karhapää, Sari-Johanna, Taina Savolainen und Kirsti Malkamäki. „Trust and performance: a contextual study of management change in private and public organisation“. Baltic Journal of Management 17, Nr. 6 (28.11.2022): 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 and public organisations.FindingsManagement change renewed decision-making in both organisations through role clarification. Through clearer roles, expectations were better managed in the collaborating units of a private organisation case and of the employees in a public organisation case impacting on organisational ability and predictability. Along with organisational communication, these develop trust which seems to be reflected in employee job performance at the organisational level.Originality/valueThis paper contributes to the gap in qualitative, empirical and contextual research by providing understanding about how intra-organisational trust is related to performance. Further, this paper sheds light on the vulnerability within an organisation during management change and adds to the somewhat scarce studies of relationships between trust and performance by juxtaposing the two contexts. Consequently, this enables one to reveal different approaches to trust and performance between the two sectors.
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Davis, Keith, und Mark Boulet. „Transformations? Skilled Change Agents Influencing Organisational Sustainability Culture“. Australian Journal of Environmental Education 32, Nr. 1 (22.01.2016): 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 transformative learning and Schein's organisational culture framework, this study considers the training program's impact on both participants and organisational sustainability culture. While transformative learning impacts for participants were identified, questions remain as to the overall impact of the program on the organisation's sustainability culture. Considering training participants as ‘seeds of influence’ as opposed to wholly responsible for organisational culture might provide new perspectives to these questions.
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Zahari, Afzal Izzaz, Norhayati Mohamed, Jamaliah Said und Fauziah Yusof. „Assessing the mediating effect of leadership capabilities on the relationship between organisational resilience and organisational performance“. International Journal of Social Economics 49, Nr. 2 (15.11.2021): 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 in Malaysia.Design/methodology/approachAccording to the dynamic capabilities theory, organisational resilience and leadership capabilities are among the highest order of indicators for organisational success. Subsequently, this study examines the mediating role of leadership capabilities on the relationship between organisational resilience on organisational performance. The dynamic capabilities-based framework was tested using the structural equation modelling technique with the use of partial least squares approach. Data were analysed using 120 responses.FindingsBased on the 120-questionnaire survey received, this study found that organisational resilience and leadership capabilities contribute significantly to the performance of private higher learning institutions. In addition, this study found strong support for the mediating role of leadership capabilities to promote performance. The findings have both theoretical and practical implications for post-disaster organisation resilience development.Research limitations/implicationsThe work focuses on values that would have an impact towards organisational performance, which is an important factor of survival in an unpredictable environment. The findings are limited by the indicated constraints used in this study.Practical implicationsOrganisational survival techniques would provide managers, owners and leaders effective techniques that can be implemented to extend and improve the organisation's life cycle. The focus on organisational resilience and leadership factors would greatly improve the overall sustainability and performance of the organisation.Originality/valueThe study contributed by showing the importance, use and interaction needed from organisational resilience and leadership capabilities for them to survive when there is a sudden change in the environment. The timing and uniqueness of the data during the pandemic illustrates how organisations can survive with high levels of weightage towards resilience and leadership. This research is different from other studies as it had examined the impact of values and resilience and leadership in organisations.
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Ahsan, Md Ali, Surena Sabil und 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, Nr. 1 (30.04.2018): 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 period of more than nine months. This paper reveals several significant factors that have influence on organisational learning in public sector organisation in an emerging country (socio-economic) like Bangladesh by collecting empirical evidence from the study location.
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Kamal, Nur Nabilah Muhammad, Guek Nee Ke, Zuhrah Beevi und 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, Nr. 3 (01.10.2024): 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 organisation in the energy industry in Malaysia. Participants completed measures on attitude towards organisational change, psychological well-being, organisational citizenship behaviour, perceived organisational support, and psychological resilience. The results from our study showed significant relationships between employee resistance to organisational change, psychological well-being, and organisational citizenshipbehaviour. The findings also indicated significant mediating effect of perceived organisational support in the relationship between organisational change and psychological well-being. Further, the results also showed that psychological resilience was a significant mediator between organisational change, psychological well-being, and organisational citizenship behaviour. The implications from the study include increase in transparency in organisation, leaders as change agent, and brief coaching for employees to increase organisational resilience.
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Laing, Rachael, Sandra C. Thompson, Shandell Elmer und 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, Nr. 8 (16.04.2020): 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 analysis of data in two phases: (1) Pre- and post-survey data and; (2) seven semi-structured interviews. Survey results showed that participants’ confidence in core health literacy concepts improved from baseline following the intervention. Analysis of the interview data revealed participants’ initial understanding of health literacy was limited, and this impeded organisational responsiveness to health literacy needs. Participants reported the workshop and tool content were relevant to their organisation; they valued involving members from all parts of the organisation and having an external facilitator to ensure the impartiality of the process. External barriers to improving their internal organisational health literacy responsiveness were identified, with participants acknowledging the management style and culture of open communication within the organisation as enablers of change. Participants identified actionable changes to improve their organisational health literacy responsiveness using the process of organisational assessment and change.
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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 different parts of the organisation to enrich their experience
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Amit, Patel Prinjal. „Employee Perception towards Organisational Change“. International Academic Journal of Organizational Behavior and Human Resource Management 05, Nr. 01 (06.06.2018): 1–25. http://dx.doi.org/10.9756/iajobhrm/v5i1/1810001.
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Bienkowska, Agnieszka, Katarzyna Tworek, Anna Zablocka-Kluczka und Joanna Zimmer. „The role of crisis management in organisations functioning in COVID-19 pandemic conditions“. E+M Ekonomie a Management 26, Nr. 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 of the pandemic in 2021. The obtained results allow to confirm that crisis management significantly positively influences the job performance of employees in organisations operating under the dynamic and turbulent COVID-19 pandemic conditions. Moreover, such influence was proven to be mediated by organisational trust, organisational communication, knowledge sharing, job security and finally – openness to change. The performed analysis fills in the existing research gap and constitutes and important contribution to the field of crisis management. The results show that in order for crisis management to bring benefits to the entire organisation, employees need to go beyond the routines of their behavior and efficiently adapt to the changed conditions of the organisation. The openness to change becomes a de facto enabler of that. The obtained results also have practical implications, showing the mechanism through which crisis management impacts individual employees, allowing organisations to stimulate each factor and contributing to the possibility of ensuring more benefits coming from implementing crisis management.
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K., Jnaneswar, und 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, Nr. 1 (31.01.2023): 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 employees from different organisations in the Indian IT industry. Findings revealed that both organisational justice and psychological ownership has a positive relationship with employee readiness to change. The results of multiple linear regression also established that organisational justice and psychological ownership jointly predict employee readiness to change. The present study, grounded on the psychological theory of social exchange and social exchange theories, enriches the existing literature about employee readiness to change and offers important implications for practitioners.
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Norani, Nordin, Baba Md Deros, Dzuraidah Abd Wahab und 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-depth interviews on Malaysia automotive companies. The results revealed that company which emphasized on leadership and management, change agent system, effective communication, worker’s empowerment through training and team development, and also lean review system experienced smooth transition to lean manufacturing system. Failure to recognize the required organisational changes to adapt lean manufacturing system will hinder the long-term benefits of the organisation.
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Petkovic, Mirjana. „Redizajn organizacije preduzeca u javnom sektoru“. Ekonomski anali 44, Nr. 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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Alibabić, Šefika. „Obrazovanje i učenje odraslih - Jezgro menadžmenta promene“. Obrazovanje odraslih/Adult Education 10, Nr. 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 important strategy of managing changes; change management is institutionalised by learning organisation in whose organisational culture, educational and learnig values are firmly positioned; successful change management is the area of professional activity of andragogist, because the andragogist is the change manager.
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Stephens, Alan J., und Jane M. Dwyer. „Culture Barriers to Customer Relationship Management: An Assessment of the Impact of Customers Experience in Organisations“. Journal of Management World 2021, Nr. 4 (01.10.2021): 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 innovation. Inadequate measurement is identified as a problem associated with CRM system implementations. The impression that an organisation is a growing and dynamic system, and the perception from outsiders, especially from customers, that the organisation is high potential, will encourage customers to participate in the CRM program. Our results indicate that more than 40% of the sampled organisations lack the organisational cultural that the extant literature would indicate is conducive for achieving CRM implementation success.
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Manhaes, Mauricio. „To Fit or Not to Fit? Service designers' double-edged dilemma“. Touchpoint 14, Nr. 1 (18.08.2023): 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 fit into it.
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Bulling, Tulio Barrios. „Implementing Organisational Change“. East African Scholars Journal of Economics, Business and Management 5, Nr. 7 (06.08.2022): 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 changed, establishing affordable goals, identifying change agents, creating trust, and developing commitment and a positive attitude towards change.
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Gungadeen, Sanjiv, Megan Paull und David Holloway. „Partisanship and organisational change in Mauritius“. Journal of Organizational Change Management 31, Nr. 3 (14.05.2018): 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-dimensional, multi-directional and evolutionary process strongly influenced by the contextual and historical aspects of the country. The emerging key elements of change identified in the data confirmed a range of dimensions evident in the extant literature, but also identified a largely unacknowledged factor, considered to be central to the change process in Mauritian organisations. This emerging factor was identified as partisanship. Originality/value This study served to confirm six dimensions evident in the extant literature on organisational change: organisational structure, organisational culture, leadership processes, individuals, knowledge management and resistance to change. A seventh dimension, and heretofore largely unacknowledged factor, considered to be central to the change process in Mauritian organisations was also identified: partisanship. The study identified this emerging key dimension as having a pervasive influence. History, culture and context have served to embed this dimension in Mauritian organisations. Evidence is presented to illustrate how the process of organisational change is undertaken in Mauritius, and identify the role of partisanship. This has the potential to be applied to other small island economies with similar historical, cultural or contextual features.
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Elmer, Shandell, und Sue Kilpatrick. „Another look at the culture-quality-performance link“. Australian Journal of Primary Health 14, Nr. 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 nature of social interactions within the organisation. In this way, quality improvement programs can impact on organisational culture, particularly in relation to organisational learning. Thus, this paper argues that successful engagement with a quality improvement program can enhance organisational learning, and, in turn, build organisational capacity.
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Iza Adnan, Nurul, Bidayatul Akmal Mustafa Kamil und Norlena Hasnan. „Mindfulness at Workplace: A Conceptual Model of Its Effect on Readiness for Organisational Change“. 14th GCBSS Proceeding 2022 14, Nr. 2 (28.12.2022): 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 repositories was reviewed based on criteria that emphasise mindfulness in the organisation context. This exclusion is necessary as the construct is highly associated with clinical psychology studies. The proposed framework and propositions showed the relationship between mindfulness and readiness for change with employee engagement as a mediator. Based on the conservation of resources and social exchange theory, mindful employees are flexible and positive about work, leading to greater engagement and openness towards change efforts. Keywords: Mindfulness, Readiness, Organisational Change
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Ekowati, Dian. „Organizational Change in Public Service“. International Research Journal of Business Studies 14, Nr. 2 (15.11.2021): 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 logics underlying the adoption of changes and innovation in the organisations. It ranged from the most common reason of improving performance gaps up to the needs to clean the organisation’s name and build a better image. The study contributes to the idea that organisation’s previous experiences as well as perceived institutional character affect the needs to conduct changes.
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Deshwal, Vivek, und Mohd Ashraf Ali. „Applicability of Various Dimensions of Transformational Leadership in Organisational Change and Organisational Transformation“. Shanlax International Journal of Management 10, Nr. 3 (01.01.2023): 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 behaviour of employees. The present study reflects the applicability of transformational leadership and its multiple dimensions on organisational change and organisational transformation. It is concluded that for a successful transition in organisations, the dimensions of transformational leadership play a vital role. Thus, it is impact ful in reducing the reluctant behaviour of employees towards transition.
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Nanayakkara, Kusal, Sara Wilkinson und Dulani Halvitigala. „Influence of dynamic changes of workplace on organisational culture“. Journal of Management & Organization 27, Nr. 6 (November 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 perspective of the management of large corporate organisations. A mixed-method research that included a qualitative approach followed by a quantitative approach was adopted. The first stage included semistructured interviews with 19 large organisations who had introduced flexible layouts. The second stage involved a questionnaire survey of 32 organisations which had experienced office layout changes. Findings identify that the nature of workplace designs has a considerable impact on the corporate culture of an organisation and can be used to leverage and change its culture. Workplace designs directly influence culture by supporting the systems, symbols, engagement/motivation and behaviours of the organisation and employees. However, some differences between the perceptions of public and private organisations were identified. In conclusion, office layouts are artefacts that can either support, or change, the existing organisational culture. Therefore, the critical achievement of workspace design is to integrate the cultures, values and behaviours of organisations to meet their ultimate goals.
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Karácsony, Peter, Zdenko Metzker, Tihana Vasic und Judit Petra Koltai. „EMPLOYEE ATTITUDE TO ORGANISATIONAL CHANGE IN SMALL AND MEDIUM-SIZED ENTERPRISES“. E+M Ekonomie a Management 26, Nr. 1 (März 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 impact their organisation. To answer the research questions, a comprehensive questionnaire survey of small and medium-sized enterprises in Hungary was conducted in autumn 2021. The suitability of the application of factor analysis evaluating the dependence of selected areas of the questionnaire was supported by Barlett test a Cronbach’s alfa coefficient. For individual hypotheses two-sample t-test, contingency table analysis, and Pearson’s Chi-squared test, were applied. The evaluation of the 215 questionnaires shows that the behaviour of employees toward organisational changes is different. The difference in attitudes to the benefit of organizational change for employees were identified, but not for enterprise. Furthermore, the difference in attitudes between employees who have undergone organizational change in the enterprise and those who have not undergone organizational change, were identified too. It is interesting that contingency between the extent to which managers play a role in change and the well-executed nature of change were detected. The practical usage of the research can be helpful for SME management, especially in the HR field. The management can consider that employees may be afraid of the changes if they are ahead of them, but if the change is handled well, people will think positively of it.
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(Tony) Dunne, A. „Organisational learning in an Australian food industry chain“. Journal on Chain and Network Science 7, Nr. 1 (01.06.2007): 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 partners. The results of this study confirm that the process of organisational change is difficult to achieve, takes time, requires dedicated resources and occurs at a differential rate throughout an organisation. The results also demonstrated that the change process had a positive impact on the organisation's ability to build and sustain relationships with its main supply chain partners. The fact that the majority of these relationships remained focused on improving operational alignment and cost reduction indicated that collaborative chain relationships are difficult to establish.
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Skogland, Mari Anna Chatarina, und Geir Karsten Hansen. „Change your space, change your culture: exploring spatial change management strategies“. Journal of Corporate Real Estate 19, Nr. 2 (08.05.2017): 95–110. http://dx.doi.org/10.1108/jcre-07-2016-0024.
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Purpose The purpose of the paper is to explore the use of, and challenges associated with, spatial change management strategies. This is done through a discussion on how spatial environments may be utilised to effect organisational change. The intention is to provoke new thinking on physical change initiatives and to challenge the often highly deterministic view on the effects of contemporary workspace concepts. Design/methodology/approach The paper is structured as a case study-based literature review, drawing on literature from the fields of environmental psychology, organisational branding, corporate real estate and facility management, as well as organisational change management. Findings The study indicates that space management strategies may fail because of the lack of understanding of how organisational events and other contextually specific aspects correlate with the physical change initiative. Succeeding with the spatial strategy requires a strong focus on socio-material relationships and the employee meaning-making process during the spatial change process. Originality/value Contrary to the traditional and rational focus on functional space management strategies, the paper takes a socio-material approach suggesting that there is a need for more empirically based research into the employee meaning-making process and the role of human and organisational practices in the development of new workplace concepts. Focusing on how organisational members understand and “make use of” spatial environments may substantially improve organisations and building consultants’ abilities to strategically manage the physical change initiative and achieve the intended ends.
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Smith, Ian. „Organisational quality and organisational change“. Library Management 32, Nr. 1/2 (04.01.2011): 111–28. http://dx.doi.org/10.1108/01435121111102629.
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Marks, Ruby. „Organisational Change“. Agenda, Nr. 38 (1998): 93. http://dx.doi.org/10.2307/4066068.
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Struwig, F. W., E. E. Smith und D. J. Venter. „The learning organisation: A means of facilitating training for change in South African organisations“. South African Journal of Economic and Management Sciences 4, Nr. 2 (30.06.2001): 380–97. http://dx.doi.org/10.4102/sajems.v4i2.2649.
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This article considers the nature and role of the learning organisation as a means of implementing change through training in South African organisations. The paper is based on theoretical study and empirical research, including 365 training and organisational development specialists in South Africa. Five null hypotheses were empirically tested in order to establish relationships between the learning organisation and certain independent variables (classification data and training). Advanced statistical methods, such as analysis of variance and correlation coefficients were used to test these hypotheses. The learning organisation facilitates learning by all its members and has the capacity to adapt and change continuously. If learning is an organisational priority, training programmes should be designed to promote initiatives to change the organisation. Emphasis should be placed on both learning (acquiring knowledge and skills) and doing (practical application).
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Infante Mora, Eva, Marina Markot, Stephen Capobianco, Melina Ivanchikova, Richard Kiely, Richard Feldman und Amy Cheatle. „Part 5: Organisational changes required by the reform of the CASA-Sevilla study abroad programme“. Learning and Teaching 12, Nr. 3 (01.12.2019): 88–103. http://dx.doi.org/10.3167/latiss.2019.120306.
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The action research process initiated in 2015 to make a thorough reform of the CASA-Sevilla study-abroad programme not only produced significant pedagogical developments but also brought about a profound change in the way of working and relating within the programme work organisation itself and with Cornell University colleagues. This section focuses on organisational changes in each of the units involved, and reflects a path full of transitions, diplomacy, exchange of perspectives and inter-institutional as well as intercultural learning. To make these pedagogical reforms work in practice required significant organisational change and support efforts on the part of both CASA-Sevilla and the supporting organisations at Cornell University.