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Durmaz, Vildan. „ORGANIZATIONAL CHANGE FOR THE ENVIRONMENTALLY SUSTAINABLE AIRPORT MANAGEMENT“. EMAJ: Emerging Markets Journal 1, Nr. 2 (18.11.2011): 13–20. http://dx.doi.org/10.5195/emaj.2011.9.
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Air transportation industry is a globally growing industry. As an inseparable part of this industry, airport management is also becoming more crucial issue to be dealt with. Airports offer economic and social benefits to the society, but also environmental impacts of airport operations are increasing due to high traffic growth. While airport capacity is increasing, airport operators are being responsible for mitigating environmental constraints. Today to implement airport environmental management system is seen as a critical way of solution. To ensure effective implementation of this system, an organizational change with definite roles, responsibilities and structure are needed. This study illustrates a way of organizational response to market forces and national regulations guiding the achievement of sustainable airports by determining the structure and the roles in an airport organization.
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Kirby, Deborah. „Changing the nature of organizational change“. Strategic HR Review 18, Nr. 4 (12.08.2019): 155–60. http://dx.doi.org/10.1108/shr-05-2019-0036.
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Purpose Although organizational change management has become a permanent practice, failure thrives at a rate of 50 per cent to 75 per cent and has done so for nearly 40 years. Executives and consultants continue to plow the same path of “change,” sowing the same seeds, yet somehow expecting a different crop to grow; it is not for a lack of good intention or sincere effort to improve the organization. This paper is meant to challenge and inspire researchers, consultants and particularly organizational leaders and members toward liberating themselves from fixed ways of thinking to reimagine change as natural and ongoing rather than episodic – essential in an era of constant flux. Design/methodology/approach A critical analysis of wide-ranging literature related to the genesis of the organization, organization theory, culture, metaphor and change revealed four unfavorable conditions, making attempts at sustainable change nearly impossible. Findings An organization’s unconscious and habitual thought-action patterns considerably contribute to creating four unfavorable conditions for change. Understanding this context is essential before initiating change efforts. Reorienting change from an analytical to a relational paradigm and disrupting linear, prescriptive thinking makes way for emergent, cooperative and inclusive efforts to induce sustainable, transformational change. Originality/value This research sheds a different light on what makes sustainable organizational change elusive and offers strategic human resource managers a new perspective on the nature of change.
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Schneider, Benjamin, Arthur P. Brief und Richard A. Guzzo. „Creating a climate and culture for sustainable organizational change“. Organizational Dynamics 24, Nr. 4 (März 1996): 7–19. http://dx.doi.org/10.1016/s0090-2616(96)90010-8.
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Posthuma, Anne Caroline. „ORGANIZATIONAL INNOVATION IN ZIMBABWE: THE VIABILITY OF SUSTAINABLE CHANGE“. IDS Bulletin 24, Nr. 2 (April 1993): 10–18. http://dx.doi.org/10.1111/j.1759-5436.1993.mp24002002.x.
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Miller, David. „Building sustainable change capability“. Industrial and Commercial Training 36, Nr. 1 (Januar 2004): 9–12. http://dx.doi.org/10.1108/00197850410516058.
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Patora-Wysocka, Zofia, und Łukasz Sułkowski. „Sustainable Incremental Organizational Change—A Case of the Textile and Apparel Industry“. Sustainability 11, Nr. 4 (20.02.2019): 1102. http://dx.doi.org/10.3390/su11041102.
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The article is aimed at working out a comprehensive perspective on sustainable incremental change in organizations from a practice-based approach. That perspective presents everyday routine organizational practices as loci of sustainable organizational change. The research conducted reveals sustainability aspects that influence incremental change in the product development cycle in textile and apparel enterprises. The short life cycle of textile and apparel products challenges the multiplicity of sustainability aspects in that industry. The sequential procedure of mixing quantitative and qualitative methods was applied. A quantitative study was followed by qualitative research that was aimed at gaining an idiographic perspective. The statistical procedure was applied to determine the associative relationships between sustainable dynamizing factors and practice variability in textile and apparel enterprises. The influence factors were further explored as part of in-depth qualitative research. The qualitative research referred to three main aspects of sustainable practices at the initial production stage (sustainable water use), the last stages of the textile and garment life cycle (disposal and recycling of unwanted materials), and value (co)creation in the apparel industry. The results put emphasis on spontaneous vs. purposive activities in sustainable practice.
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JANISZEWSKI, Adam. „Organizational responses to sustainable development challenges – conditions & consequences“. Scientific Papers of Silesian University of Technology. Organization and Management Series 2021, Nr. 150 (2021): 29–46. http://dx.doi.org/10.29119/1641-3466.2021.150.3.
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Purpose: The aim of the paper is to discuss assumptions that stand behind the idea that, in order to analyze a way in which organizations are willing to respond to environmental challenges, it is necessary to consider how the diffusion of knowledge related to sustainable management practices can impact on decision making dependent on managers’ cognitive frames. The analysis is focused on the sensemaking process initiated by a necessity to make a decision on whether to engage in a sustainability project involving steps to be made to protect natural environment. The attention is paid to its possible realization dependent on cognitive frames used by decision makers. This way of analysis allows for better understanding of factors which may hinder enterprises from implementing sustainability idea. In the paper current literature related to the topic is reviewed and next selected issues considered as critical for understanding the matter are described and discussed. Design/methodology/approach: Theoretical analysis is conducted and the key assumptions of critical realism related to ontological and epistemological dimensions are implemented. The importance of abductive way of thinking is outlined. Findings: In general, it is argued that managers who are more likely to accept paradoxical nature of challenges related to the implementation of sustainability tools should find it more useful to follow multidimensional paths through which they may reach stakeholders. It is also presented that in order to show how decisions as to implement the sustainability idea can be made, it is necessary to take into account consequences that are to arise from the fact that attitudes towards sustainability management are influenced by historical conditions. Because of the wide array of actors who may contribute to the successful implementation of the sustainability idea, it is predicted that different cognitive approaches should be used. The arguments that are provided appear to also prove that it is useful to consider deeply relations among sensemaking process and cognitive frames used by managers. Originality/value: The paper includes an authorial analysis in which conclusions are inferred based on hitherto conducted research and formulated research propositions related to sensemaking process, cognitive aspects of making decisions as well as to issues of building legitimacy in the light of environmental challenges which modern enterprises need to deal with. The analysis can provide decision makers with some new insights as to why they make decisions as they used to, which next should allow them to change their habits
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Stokes, Peter, und Phil Harris. „Micro‐moments, choice and responsibility in sustainable organizational change and transformation“. Journal of Organizational Change Management 25, Nr. 4 (29.06.2012): 595–611. http://dx.doi.org/10.1108/09534811211239245.
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Bravo, Jesus, Mark Manfredo, Philllip Manno und Rafael Canero Leon. „Water Markets and Sustainable Water Use: Assessing Readiness for Organizational Change“. Academy of Management Proceedings 2012, Nr. 1 (Juli 2012): 12497. http://dx.doi.org/10.5465/ambpp.2012.163.
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Brown, Rebekah R. „Local Institutional Development and Organizational Change for Advancing Sustainable Urban Water Futures“. Environmental Management 41, Nr. 2 (20.11.2007): 221–33. http://dx.doi.org/10.1007/s00267-007-9046-6.
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Fineout-Overholt, Ellen, Kathleen M. Williamson, Bridie Kent und Alison M. Hutchinson. „Teaching EBP: Strategies for Achieving Sustainable Organizational Change Toward Evidence-Based Practice“. Worldviews on Evidence-Based Nursing 7, Nr. 1 (März 2010): 51–53. http://dx.doi.org/10.1111/j.1741-6787.2010.00185.x.
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Dervitsiotis, Kostas. „The pursuit of sustainable business excellence: Guiding transformation for effective organizational change“. Total Quality Management & Business Excellence 14, Nr. 3 (Mai 2003): 251–67. http://dx.doi.org/10.1080/1478336032000046599.
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Et al., Yuni Pratikno. „THE QUALITY MODEL ORGANIZATIONAL CULTURE ASSESSMENT INSTRUMENT (OCAI)“. INFORMATION TECHNOLOGY IN INDUSTRY 9, Nr. 1 (02.03.2021): 423–35. http://dx.doi.org/10.17762/itii.v9i1.148.
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Organisational culture is a system of shared beliefs and values in the organisation and directs its members' behaviour. There are various factors of change that influence organisational culture; various things are done to anticipate changes in the shift from the present situation to the desired conditions in a sustainable change. On the one hand, change occurs because of external factors that encourage change; on the other hand, change is an internal need. Change can be interpreted as absolute and unavoidable because of the strong external impulse and internal needs.
This research carried out at PT Briscor Horizon in 2020. This research was qualitative, namely research that intends to understand the phenomenon of what is experienced by the research subject holistic, and by way of description in the form of words and language, in a particular natural context and by utilising various natural methods. Data collection techniques used by researchers are interviews, documentation, and field observations.
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Whitten, Pamela, Bree Holtz und Lianh Nguyen. „Keys to a successful and sustainable telemedicine program“. International Journal of Technology Assessment in Health Care 26, Nr. 2 (April 2010): 211–16. http://dx.doi.org/10.1017/s026646231000005x.
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Objectives: The aim of this study was to determine organizational characteristics evident in successful telemedicine programs. The study proposed four research questions to identify the key organizational characteristics for successful telemedicine programs.Methods: Data were collected through an online survey using modified unified theory of acceptance and use of technology (UTAUT) and organizational change readiness (ORC) validated assessments.Results: Using the UTAUT instrument and the ORC assessment, themes of successful telemedicine programs emerged. Overarching themes of successful programs included being formally structured, forward thinking, seeking to improve the quality of patient care, and being financially stable.Conclusions: This research provides a data-driven understanding of organizational issues that serve to maximize a telemedicine program's ability to achieve the overall goals and mission of a healthcare organization.
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Wood, Phil. „Overcoming the problem of embedding change in educational organizations“. Management in Education 31, Nr. 1 (Januar 2017): 33–38. http://dx.doi.org/10.1177/0892020616685286.
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In this article, I begin by outlining some of the barriers which constrain sustainable organizational change in schools and universities. I then go on to introduce a theory which has already started to help explain complex change and innovation processes in health and care contexts, Normalization Process Theory. Finally, I consider what this theory might offer in practical terms to aid organizations and leaders in bringing about more sustainable and positive change in educational contexts.
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Hong, Paul C., Tomy K. Kallarakal, Mariam Moina und Margaret Hopkins. „Managing change, growth and transformation“. Journal of Management Development 38, Nr. 4 (13.05.2019): 298–311. http://dx.doi.org/10.1108/jmd-01-2018-0011.
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Purpose In view of dynamic and widespread economic transformation in emerging economies, managing organizational change and growth in this context deserves more research attention. The purpose of this paper is to examine how three organizations in different industries manage change, growth and transformation in their organizational ecosystem. Design/methodology/approach The authors conducted in-depth interviews with the leadership of three organizations in different economic sectors in India, a country representing an emerging economy. The authors also reviewed historical data from these organizations. Three case studies illustrating the evolution of these organizations were developed from the data collected. Findings Lessons and implications from the three case studies suggest the following key elements of effective organizational change mechanisms in an emerging economy: visionary entrepreneurial leadership; program quality excellence; scale growth and scope expansion; network capabilities; and sustainable stakeholders’ engagement. At the same time, this study also shows how these organizations manage change, growth and transformation in the context of a society with strong traditions and cultural norms. Research limitations/implications Results and conclusions may be limited by the fact that the study is based on three case studies. Additional studies from a variety of industries with large numbers of participants will be helpful in more fully understanding the ways in which change, growth and transformation can best be developed and deployed in different organizational settings. Practical implications The proposed model of organizational change in an emerging economy may assist organizational leadership in designing and sustaining their change efforts. Social implications This study highlights the role of visionary entrepreneurial leadership and the impact of organizational growth mechanisms on organizational value delivery capabilities and organizational reputation. Originality/value Lessons and implications of five growth steps of outstanding organizations in an emerging economy context provide valuable insight for organizational change, growth and transformation in other emerging contexts.
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Zappalà, Salvatore, Ferdinando Toscano und Simone Licciardello. „Towards Sustainable Organizations: Supervisor Support, Commitment to Change and the Mediating Role of Organizational Identification“. Sustainability 11, Nr. 3 (03.02.2019): 805. http://dx.doi.org/10.3390/su11030805.
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According to psychology of sustainability, healthy organizations conduct successful businesses, regenerate employees’ belongingness, and promote organizational and individual growth and change. In line with this assumption, this study investigates: a) The relation between perceived supervisor support and the affective, normative, and continuance components of commitment to change (CtC), and b) the mediating role of organizational identification on the relation between perceived supervisor support and components of CtC. Participants were 243 employees of a company that, in order to introduce a new organizational vision, was implementing multiple change initiatives. Results show the direct effect of perceived supervisor support on affective and normative CtC, the partial mediating effect of organizational identification on affective and normative CtC, and the full mediating effect on continuance CtC. Such results extend previous studies and are in line with the assumptions of the psychology of sustainability: Supervisor support can be considered as a primary preventive intervention that increases employees’ belongingness and encourages them to commit to change initiatives.
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Herrick, Charles, und Joanna Pratt. „Sustainability in the Water Sector: Enabling Lasting Change through Leadership and Cultural Transformation“. Nature and Culture 7, Nr. 3 (01.12.2012): 285–313. http://dx.doi.org/10.3167/nc.2012.070303.
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There is great interest within the water sector regarding the prospect of sustainable operations. Water utilities tend to be conservative entities characterized by organizational inertia, making achievement of sustainable operations a challenge of cultural transformation. We suggest that the construct of "wicked" problems provides a useful heuristic for leaders and other champions attempting to transform water utility culture to achieve sustainable operations. We observe that the cultural transformation toward sustainable water operations seems to be facilitated through the exercise of particular leadership traits, including the ability to craft and communicate a sustainability narrative, willingness and ability to diffuse authority, and an adaptive or learning-oriented outlook. Based on literature review and case research with US water utilities, we identify factors that can act either to enable or constrain efforts to transform utility culture so as to be more amenable to sustainable operations. We explain how each of these factors pertains to the circumstances of water utilities and provide a matrix with which utility leaders and sustainability champions can enact a plan of organizational transformation. We conclude by outlining research topics that flow from our arguments and observations.
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Mathu, Kenneth M., und Caren Scheepers. „Leading change towards sustainable green coal mining“. Emerald Emerging Markets Case Studies 6, Nr. 3 (07.11.2016): 1–24. http://dx.doi.org/10.1108/eemcs-01-2016-0007.
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Subject area The dilemma falls within the Change Management, Leadership, Organizational Development subject areas. In addition, the case highlights typical issues in “green” or sustainable supply chain, corporate social responsibility and sustainability courses. Study level/applicability The target audience is includes post-graduate diploma-level or master’s level students, such as in Masters in Business Administration. Case overview The case focuses on the dilemma that Phiwokuhle Mhlangu in Mpumalanga, South Africa, faced when his company’s board had not signed off on capital expenditure to improve his colliery’s clean coal technology initiatives. He had to influence his colleagues’ mindsets to adapt to changes in the environment. The case highlights the global coal landscape and South African mining industry’s challenges in terms of infrastructure and strained labour relations, as well as the focus of the South African Government to enhance alternative energy resources. Although a clear business case for investment in clean coal technologies was evident, Mhlangu could still not persuade his colleagues to support these initiatives. A different approach was required […] Expected learning outcomes The learning objectives in this case are: gaining insight into the dilemmas of sustainability in coal mining by exploring various interest groups in difficult sustainability situations and enhancing understanding of getting a buy-in from various stakeholders when leading change in the coal-mining sector. Supplementary materials A teaching plan and particular teaching methodologies is included. The two learning outcomes are posed as questions for groups to discuss and model answers are provided and to relevant literature. Subject code CSS 7: Management Science
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Nadim, Abbas, und Parbudyal Singh. „Leading change for success: embracing resistance“. European Business Review 31, Nr. 4 (10.06.2019): 512–23. http://dx.doi.org/10.1108/ebr-06-2018-0119.
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Purpose Organizational change is one of the most researched issues in management and leadership. Change is generally viewed as necessary, with positive outcomes for all stakeholders. Resistance is consequently seen as a surprising outcome. However, much of the management literature focuses on change as organizational dynamics-driven, especially by those at the top, in the interests of those at the top, often with scant attention to the role of employees. The purpose of this paper is to take a different perspective, grounded in the systems theory. Design/methodology/approach This is a conceptual paper. The authors critically examine theoretical explanations of resistance to change in organizations and offer an alternative perspective. Findings Systems theorists have addressed change, and its necessity in organizational survival, using an open systems model. The open systems theory posits that organizations are social systems that have purposes of their own and is made of parts (employees) that are purposeful and operate within a purposeful larger system – the environment (stakeholders). Change that ignores a key part – employees – will be resisted. Originality/value Using the systems theory, the authors propose several suggestions for organizational leaders and managers to implement sustainable change. These include, among others, recommendations on circular organizational designs, the need for more democratic organizations, purposeful leadership styles and how to include employees in proactive organizational change processes.
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Paine, Jill W., und Fred Delmhorst. „A Balance of Rigor and Relevance: Engaged Scholarship in Organizational Change“. Journal of Applied Behavioral Science 56, Nr. 4 (06.11.2020): 437–61. http://dx.doi.org/10.1177/0021886320961218.
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Organizations face increasing demand to make meaningful, sustainable changes based on shifts in their external environments. This presents an unprecedented opportunity for insightful, useful research in the field of organizational change. As in other management science disciplines, the field suffers from a gap between research-favoring rigor and practice-favoring relevance. Through the framework of engaged scholarship—a collaborative approach to knowledge production—we present organizational change research as particularly well-positioned to utilize existing gap-related tensions to advance the field in terms of effective academic- and practice-based outcomes. We highlight empirical efforts in organizational change applied research that have contributed to theory building, method development, and practice knowledge. We include interview data collected from scholar-practitioners in the field and focus on the work of W. Warner Burke, in particular, for this special issue honoring the legacy of his rigorous and relevant contributions to the science and practice of organizational change.
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Mannen, Delia, Scott Hinton, Tineke Kuijper und Todd Porter. „Sustainable Organizing“. Journal of Leadership & Organizational Studies 19, Nr. 3 (01.05.2012): 355–68. http://dx.doi.org/10.1177/1548051812442967.
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Based on the experience of, and evidence from, a 120-day action research case, the theory of sustainable organizing emerged. Building on the idea of sustainable culture, the authors propose that each of Holmgren’s 12 permaculture principles has direct application to human systems and that, when consistently applied, these 12 principles will lead to resilient organizations that provide opportunities for emergence. The authors draw from permaculture to look at the ways people organize themselves to rebound from change with resilience and the intention of achieving organizational sustainability. The authors define sustainable organizing as the conscious design of an organization in ways that mimic the patterns and relationships found in nature, yielding an abundance of resources necessary for the sustainability of the mission of the organization without compromising the needs of future generations of stakeholders to continue that mission.
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Burlacu, Sorin, Cristina Alpopi, Marcela Mitrită und Maria-Loredana Popescu. „Sustainable e-Governance and Human Resource Development“. European Journal of Sustainable Development 8, Nr. 5 (01.10.2019): 16. http://dx.doi.org/10.14207/ejsd.2019.v8n5p16.
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Much of the literature focusing on organizational change suggests that changes often fail because of employees' resistance. This resistance is caused by their personal fears that change will affect them in any way. Employees are often afraid of changes that could lead to changes in comfortable social dynamics and to additional, less desirable or even more difficult tasks. The proliferation of new technologies brings new challenges but also concerns about job stability. Our paper addresses the issue of human resources development from e-government perspective and presents some features that could be considered when promoting technologies especially in sensitive areas such as public administration. The methodology of research aimed at measuring and interpreting a set of economic, technical and social aspects present in public organizations in Romania. The research findings show how HR is transforming into the digital era and what one might consider to bridge the gap between knowing and doing what is needed to put technology together with the latest processes and skills for a sustainable development of human resources. Keyword: e-HR, the digital era, the development of human resources
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Milhauser, Kathy. „Assessing Organizational Culture and Climate: A Customizable Approach to Designing Sustainable Change Initiatives“. Organizational Cultures: An International Journal 15, Nr. 2 (2015): 1–10. http://dx.doi.org/10.18848/2327-8013/cgp/v15i02/50946.
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Murti, Hafiza Tri, Veny Puspita und Puspa Ratih. „Pemanfaatan Teknologi Informasi dan Manajemen Perubahan Organisasi dalam Mendukung Bisnis Berkelanjutan Pasca Covid-19 pada UMKM di Kota Bengkulu“. Jurnal Bisnis dan Pemasaran Digital 1, Nr. 1 (25.07.2021): 33–41. http://dx.doi.org/10.35912/jbpd.v1i1.450.
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Abstract The purpose of this study is to examine how information technology and organizational change management can be used to support sustainable business in Bengkulu City MSMEs following Covid-19. To survive the COVID-19 pandemic, the role of information technology and organizational change management is critical, as information technology serves as a manager of the information available at the time. Change management provides a structured approach for assisting individuals within an organization in transitioning from their current state to their desired state. Organizational change management is concerned with identifying groups and individuals who must change. Not only that, organizational change management entails the development of customized plans for successfully implementing the change. The primary objective of change management is to prepare for a smooth, successful transition.
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ASADI, Rahil. „The Sustainable Links of Development between Leadership and Organizational Cultures“. Journal of Economic Development, Environment and People 8, Nr. 2 (26.06.2019): 45. http://dx.doi.org/10.26458/jedep.v8i2.626.
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Leadership performances develops closely connected to the institutional behaviour and societal culture given the permanent trends to implement changes to update standards according to existing norms and rigors existing in any company. The styles adopted in managing or leading the activities influences the tasks’ achievement, the future path to take and the way success is understood, accepted, shared and disseminated. Nowadays, companies face compulsory the influences of more cultures, given the temptation of delocalisation, the curiosity of working with immigrants, the advantages provided in different situations of accepting a higher exposure of leader to different sides of performance, different dimensions of market and financial profits, new behaviours in managing the employees. Starting from this idea, the purpose of this study is to identify and enquire into the hidden dimensions of organizational culture and how the leadership style impacts the strategic developing and let effective relations spring out.The research is built on a survey based on designed questioner applied to 550 leaders and employees, members of the operation and Maintenance Company of MAPNA (Q&M) in Iran. Data collected refers to MLQ leadership style and Denison's Organizational Culture Questionnaire, and the responses received were analysed with SPSS and Smart Plus software. The findings reveal that the relationship between the leadership style and the organizational culture are strongly linked to each other. Therefore, those leaders able to change and accept to use a transformational style will assist the company to move forward faster that those who adopt and keep the transactional style as the single one to prove important.
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Baik, Soo, Hae-Deok Song und Ah Hong. „Craft Your Job and Get Engaged: Sustainable Change-Oriented Behavior at Work“. Sustainability 10, Nr. 12 (25.11.2018): 4404. http://dx.doi.org/10.3390/su10124404.
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Employees’ change-oriented behavior is known to be critical in promoting organizational changes for a sustainable organization. However, few studies have explored how this behavior can be potentially promoted by job-crafting and work engagement. This study examined the relationship between job-crafting and change-oriented behaviors (adaptive and proactive behaviors), as well as the mediating effect of work engagement. Hypotheses were tested with a structural equation modeling analysis. A total of 459 employees in the Korean automobile manufacturing industry participated in the study. The results show that job-crafting had a positive effect on adaptive behaviors and proactive behaviors. Moreover, seeking job resources and seeking job challenges promoted change-oriented behaviors through work engagement. Based on these results, practical implications are suggested for the development of a sustainable organization.
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Bubujlica, Husnija. „MANAGEMENT OF ORGANIZATIONAL CHANGES IN THE CASE OF HEALTHY COMPETENCE FOR THE COMPANIES“. Knowledge International Journal 26, Nr. 6 (18.03.2019): 1605–10. http://dx.doi.org/10.35120/kij26061605b.
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Although the company previously existed with the same purpose as today, only the business environment in which businesses operate are extremely changed. The globalization of business and progress in technological development have led to the emergence of turbulent business environment that companies impose new trends and measures of success.Although the changes in the organization of the company has always been present, the number and type of changes have greatly increased imposing new challenges to the successful management of the organization of the company. While it used to run the organization was an exception, now it has become the norm.Every company needs in its daily operations include strategic and active monitoring of the environment and change management in order to build a sustainable competitive ability, long-term growth and survival.Given that changes can and should be managed if the company wants to be competitive, through this mastarer paper presents the basic principles and principles of organizational changes, their effect on the entire organization, or the performance of individuals. It also points to the factor's that lead to changing the organization of those companies, as well as the stage of its growth, development and long-term survival, their impact in building sustainable competitiveness of the company.
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Semper, Scott. „Labor-management collaboration ensures sustainable change at MillerCoors“. Global Business and Organizational Excellence 30, Nr. 5 (10.06.2011): 35–44. http://dx.doi.org/10.1002/joe.20393.
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Sumanasiri, Ayoma. „Leadership Dimensions Influencing Sustainability Leadership in Sri Lanka: Mediating Effect of Managers’ Ethical Behaviour and Organizational Change“. Journal of Management and Sustainability 10, Nr. 1 (06.04.2020): 113. http://dx.doi.org/10.5539/jms.v10n1p113.
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This study examines the mediation effect of managers’ ethical behaviour and organizational change on the leadership dimensions that influence sustainability leadership among Sri Lankan managers. Manager’s attitudes to organizational change and their ethical behaviour are identified as essential dimensions to achieve sustainable leadership in the business world. While much of the literature underlines the direct relationship between organizational leadership and either organizational change or manager’s ethical behaviour, only a few studies focus on the mediating effect of the manager’s ethical behaviour and organizational change leadership on perceptions of creating a sustainable organization. Sri Lanka is identified as a developing country with strong socio-cultural values that promote sustainability. Understanding what constitutes sustainability leadership in a developing country such as Sri Lanka is worth examining. The responses of 596 managers were analyzed using factor analysis and structural equation modeling. The findings confirm that stakeholder relations are the most influential dimension for creating sustainability leadership. Mediation analysis tests confirmed that the two mediators of managers’ ethical behaviour and change leadership fully mediate the relationships between employee engagement and leaders’ concern for social and environmental sustainability, which concern was identified as the weakest of the three leadership dimensions suggesting that long-term orientation has not much potential for creating sustainability leadership among Sri Lankan managers.
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R, Dheera V., und Jayasree Krishnan. „A Study on Employee Attitude towards Organizational Change and the impact of Change Management on Organization Commitment“. Restaurant Business 118, Nr. 3 (02.03.2019): 158–69. http://dx.doi.org/10.26643/rb.v118i3.7639.
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Organizations that are aiming to successfully implement change needs the support and acceptance of employees who are their key stakeholder. This study analyses the influence of Employees` attitude towards organization change. The research also aims at evaluating the influence of employees’ attitude towards commitment to organization and job after the introduction of change in the organization. The study was conducted among 300 employees who belonged to executive and managerial category from different star rated hotels in Chennai, Tamil Nadu, India which are currently embracing organization changes. The findings indicate that employees of the study demonstrate a positive approach towards the change management in their organization. The observations also project that a positive approach by employees towards changes, is a very good indication for organizations to know that their workforce is committed towards the organizational goals. Hence with the support of change agents, adequate communications and by creating awareness about the need for change will result in sustainable growth in the organizations.
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Perez-Velez, Karla, und Tamara Yakaboski. „Media Review: Positioning Student Affairs for Sustainable Change: Achieving Organizational Effectiveness Through Multiple Perspectives“. Journal of Student Affairs Research and Practice 49, Nr. 2 (April 2012): 229–32. http://dx.doi.org/10.1515/jsarp-2012-6488.
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Vlasenko, Tetiana, Anatolii Hatsko, Tetiana Larina, Yevhen Hryn, Dalia Streimikiene und Tomas Balezentis. „Fuzzy Evaluation of Change Management Processes in the Context of Enterprise Sustainability“. Sustainability 11, Nr. 22 (10.11.2019): 6310. http://dx.doi.org/10.3390/su11226310.
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Enterprise sustainability can only be ensured by taking into account the dynamics of the environment, which requires effective implementation of changes. Organizational change management is seen as the interaction of the groups of processes: direct implementation and the processes of managerial influence on their implementation. The article seeks to develop a framework for evaluation of change management processes based on the fuzzy logics. The expert analysis was carried out to develop fuzzy rules based on the linguistic terms (high, medium, and low). The database of rules for assigning an enterprise to the appropriate level of organizational change management has been developed (243 rules). The proposed model was applied to the case of Ukrainian agricultural machinery companies. The results allowed identifying the bottlenecks for the companies under analysis in seeking sustainable change management.
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Young, Dennis R., und Choony Kim. „Can social enterprises remain sustainable and mission-focused? Applying resiliency theory“. Social Enterprise Journal 11, Nr. 3 (02.11.2015): 233–59. http://dx.doi.org/10.1108/sej-02-2015-0005.
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Purpose – The purpose of this paper is to adapt concepts from resiliency theory to understand the conditions under which social enterprises may remain true to form and purpose or are likely to change their character. This leads us to consider issues of governance, economic incentives associated with different organizational forms of social enterprise and the effects of the financial environment, the role of organizational slack and the influence of organizational leadership on the dynamics of social enterprises. Three case studies of organizations in the USA are analyzed to illustrate the application of resiliency theory to the stability of social enterprises. The fact that all forms of social enterprise must reconcile the tensions of social purpose and market raises important questions about the dynamics of these enterprises. Design/methodology/approach – Theory and case study analysis. Findings – Governance, financial incentive structure, organizational slack and leadership influence the stability of social enterprises. Originality/value – First application of resiliency theory to the analysis of social enterprise stability.
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Richards, Cameron, und Irina Safitri Zen. „From surface to deep corporate social responsibility“. Journal of Global Responsibility 7, Nr. 2 (12.09.2016): 275–87. http://dx.doi.org/10.1108/jgr-04-2016-0010.
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Purpose The purpose of this paper is to develop and explore the policy concept of corporate social responsibility (CSR) as a focus for sustainable development. To this end, it develops and explores the implications of a distinction between CSR as a marketing strategy and a more sustainable long-term commitment to changes in organizational culture and also society. Design/methodology/approach This a conceptual paper which develops a policy research framework for examining the CSR rationale as well as general concept as applied to the “plastic bags” public awareness campaign in the Malaysian case study. On this basis, its central inquiry approach is to develop and explore the distinction between surface and deep modes of CSR policy implementation as also related modes of social learning. Findings The findings from the conceptual inquiry recognize that corporations which fail to apply a deep rather than a surface commitment to their own CSR polices will sooner or later be judged on that basis by their customers as well as external stakeholders. Although CSR policies will always involve a corporate marketing focus, this is sustainable only if framed by a long-term organizational commitment to accountable change. Originality/value The paper makes, develops and further explores a basic accountability distinction between surface and deep modes of CSR as a management commitment, corporate policy implementation and related processes of corporate cultural change. This links to the paper’s associated innovation of linking CSR as both internal organizational learning and a larger sustainable development process of social learning.
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Manuti, Amelia, Maria Luisa Giancaspro, Monica Molino, Emanuela Ingusci, Vincenzo Russo, Fulvio Signore, Margherita Zito und Claudio Giovanni Cortese. „“Everything Will Be Fine”: A Study on the Relationship between Employees’ Perception of Sustainable HRM Practices and Positive Organizational Behavior during COVID19“. Sustainability 12, Nr. 23 (07.12.2020): 10216. http://dx.doi.org/10.3390/su122310216.
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Sustainable human resource management practices represent one of the main organizational strategy to survive and to prosper within the fast-moving current scenario. According to this view, sustainability is strictly linked to the consideration of the unique and distinctive value that each human resource means for organizations. The recent COVID19 pandemic is having a serious impact on organizations and on their employees, it is profoundly changing the working modalities, mainly introducing smart working practices that were showed to have significant consequences on workers’ wellbeing. This study aims to investigate employees’ perception of sustainable HRM in the frame of the COVID19 emergency, exploring if and to what extent perceptions of involvement and organizational support together with individual coping strategies associated with organizational change could influence positive organizational behaviors, namely organizational engagement and extra-role behavior. The research involved 549 participants who completed a self-report online questionnaire encompassing psycho-social measures of the abovementioned variables. Results confirmed the important role played by sustainable HRM practices both for the capitalization of human resources and of organizational performance in a time of great uncertainty and global crisis. Implications for theory and HRM practice development were also discussed.
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Ghosh, Manimay. „A3 Process: A Pragmatic Problem-Solving Technique for Process Improvement in Health Care“. Journal of Health Management 14, Nr. 1 (März 2012): 1–11. http://dx.doi.org/10.1177/097206341101400101.
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Short-term approaches or patch working are the predominant modes of solving process-related problems in organizations. As a result, problems recur at regular intervals and inhibit their smooth functioning. Organizational leaders have adopted various quality initiatives to produce sustainable change, but the existing literature suggests that many of them have met with limited success. The ‘A3 Process’, adapted from Toyota Motor Corporation, has been proposed as a pragmatic problem-solving technique for creating sustainable organizational change. Observing, drawing iconic sketches, discussing with other stakeholders, and experimenting has helped each stakeholder gain a deeper, contextualized understanding of the problem. These activities influenced knowledge validation and/or knowledge creation, both instrumental in transforming the stakeholder’s passive mindset to a collaborative and active mindset. This article presents one of the many applications of the A3 Process that produced enduring change in a health care environment.
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Jung, Ki Baek, Seung-Wan Kang und Suk Bong Choi. „Empowering Leadership, Risk-Taking Behavior, and Employees’ Commitment to Organizational Change: The Mediated Moderating Role of Task Complexity“. Sustainability 12, Nr. 6 (17.03.2020): 2340. http://dx.doi.org/10.3390/su12062340.
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Successful organizational change is an important factor for maintaining sustainable competitive advantage and growth in today‘s rapidly changing business environment. The aim of this study is to investigate the relationship between empowering leadership and the commitment to organizational change of Korean employees and also examine whether risk-taking behavior mediates the above relationship. Moreover, we attempt to address the moderating role and mediated moderating role of task complexity in the relationship between risk-taking behavior and commitment to organizational change. The main hypotheses were tested using a cross-sectional design, with questionnaires administered to 275 employees working in Korean firms. The results of the empirical analysis revealed that empowering leadership was positively related to commitment to organizational change. The results also showed that risk-taking behavior positively mediated the relationship between empowering leadership and employees’ commitment to organizational change. More importantly, we found that the indirect effect of empowering leadership on commitment to organizational change via risk-taking behavior was stronger when task complexity was high. Uncovering the relationship between empowering leadership and employees’ commitment to organizational change through the mediating role of risk-taking behavior and the mediated moderating role of task complexity has useful theoretical and practical implications. The limitations of the study are discussed along with suggestions for future research.
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McDonald, Kimberly S., und Linda M. Hite. „Conceptualizing and Creating Sustainable Careers“. Human Resource Development Review 17, Nr. 4 (07.09.2018): 349–72. http://dx.doi.org/10.1177/1534484318796318.
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The world of work continues to change, with potentially dire predictions for the future as technology, work intensification, and workplace inequities impinge on careers, suggesting a need for increased attention on how to sustain them. This article focuses on the concept of sustainable careers: what they are, why they matter now, and what other disciplines are doing to address this phenomenon. The authors conclude with how human resource development can play a significant role in research and practice to develop both systems that foster career sustainability and individuals who are ready to embrace an evolving career climate.
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T. Manno, Phillip, Jesus Bravo, Mark Manfredo und Rafael C. Leon. „Water markets and sustainable water use in Almería, Spain – assessing the readiness for organizational change“. World Journal of Entrepreneurship, Management and Sustainable Development 9, Nr. 4 (21.10.2013): 208–22. http://dx.doi.org/10.1108/wjemsd-01-2013-0012.
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May, Gökan, und Bojan Stahl. „The significance of organizational change management for sustainable competitiveness in manufacturing: exploring the firm archetypes“. International Journal of Production Research 55, Nr. 15 (28.11.2016): 4450–65. http://dx.doi.org/10.1080/00207543.2016.1261197.
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Ahen, Frederick. „Ethically constrained optimization of dynamic capabilities: towards sustainable global health“. Social Responsibility Journal 10, Nr. 3 (29.07.2014): 436–54. http://dx.doi.org/10.1108/srj-04-2012-0080.
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Purpose – This study aims to explain how sustainable global health presents an emerging new form of competition and socio-political and functional pressure for which strategic organizational renewal is a prerequisite for the organic resilience and co-evolution of pharmaceutical firms with their environment. Design/methodology/approach – Through a meta-theoretical analysis in which theories themselves become the unit of creative synthesis, a wider framework is developed to allow a comprehensive and nuanced reinterpretation of the neo-institutional theory and the resource-based view. In focus is the practical utility and relevance of such theories within emerging economies where pharmaceutical firms respond to market and institutional changes. Findings – The imperative for organizational change is very much dependent on the combination of ethically constrained managerial choices as well as entropic institutional pressures that allow firms to successfully adapt to their dynamic environment. This is achieved through legitimization and sustained competitive advantage, the results of innovation and contextually relevant differentiated value propositions. Social implications – Contrary to popular perceptions, recent developments demonstrate that the simultaneous pursuit of efficiency and ethical preferences is possible, irrespective of the institutional matrix within which change occurs. Managers should, therefore, tap into the niche opportunities offered by favorable entropic pressures. Originality/value – The novelty in this paper is the framework it provides for analyzing the massive role played by the micro-political power of managers and how the goals they pursue become fundamental to what the organization becomes as it coevolves with the turbulent era of emergent health needs.
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Carayannis, Elias G., Evangelos Grigoroudis, Manlio Del Giudice, Maria Rosaria Della Peruta und Stavros Sindakis. „An exploration of contemporary organizational artifacts and routines in a sustainable excellence context“. Journal of Knowledge Management 21, Nr. 1 (13.02.2017): 35–56. http://dx.doi.org/10.1108/jkm-10-2015-0366.
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Purpose Organizations and their members operate in increasingly complex, dynamic and even disruptive environments, with risk and uncertainty being major challenges. To that effect, data, information, knowledge, and respective competences are increasingly instrumental in enabling and sustaining organizational intelligence that translates into resilience in the shorter and sustainable excellence in the longer term. Therefore, the purpose of this paper is to explore the role of the artifacts and routines in a sustainable organizational excellence context. Design/methodology/approach An extensive literature review was used to develop the context of the paper, focusing on big data and organizational intelligence for enterprise excellence and resilience. In addition, a thematic literature review method was used to study the role and impacts of routines and artifacts in organizational change, policies, structure and performance. Findings Although many traditional management practices retain their validity, knowledge management must give a clearer view of the existing connection between firm-level competitive advantage in open economies flows and difficult-to-use knowledge assets. The proposed framework studies knowledge exploration and knowledge exploitation as organizational phenomena opposed and mutually incompatible. Originality/value The paper presents a first attempt to study the linkages of organizational routines and artifacts as a cycle wherein knowledge acquisition and learning competencies form and enhance a firm’s organizational intelligence, leading to robust competitiveness and sustainable entrepreneurship.
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Arif, Seema. „Leadership for change“. Business Process Management Journal 22, Nr. 5 (05.09.2016): 939–56. http://dx.doi.org/10.1108/bpmj-01-2016-0025.
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Purpose – The purpose of this paper is to explore the scope of application of systems thinking and cybernetics for change management by presenting the case of a private university of Pakistan. Six Sigma has been tested as a possible solution to the problems faced by the institution. Design/methodology/approach – Stafford Beer’s approach of running the system on trial at five levels has been used to estimate system’s efficacy. The system analysis helped to identify lapses in the system as well as the leverage points for quality improvement. Six Sigma DMAIC tools have been applied for the possible improvement in the process of course management in a private university of Pakistan. Findings – Private universities in Pakistan are operated as a business and the business owners are busy to keep their system stable unmindful for the protocol for sustainability. What will make the system viable and sustainable is yet to be learnt by the private universities of Pakistan. There exists a sharp divide between bottom line approach of businessmen and the academia’s confidence in the quality improvement. However, it has been learned that the organizational development is the job of every academic manager, and managing the process through creative innovation is the only solution. Originality/value – The case study is a unique contribution in theory and principles of quality management for checking the application of Six Sigma and lean techniques for organizational development of a private university.
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Holbeche, Linda Susan. „Shifts in Organizational Culture When Implementing Agility“. Journal of Creating Value 5, Nr. 2 (13.09.2019): 124–38. http://dx.doi.org/10.1177/2394964319853164.
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The present article is premised on the argument that a combination of drive from the top and other business pressures is demanding that organizations take an Agile approach to the planning, delivery and continual adaptation of their business models. Notions of culture change, the role and purpose of business, flexibility, resilience, the nature of leadership, the employment relationship and talent are themselves embedded in this macro context and in need of revision. The range of working practices and related values associated with Agile, and the changing expectations of workers and customers, suggests that new approaches to leadership and change management are needed. Attempts to scale up Agile to an enterprise level generally meet with little success typically due to cultural barriers, with conventional leadership approaches, linear thinking and mechanistic change management being particular stumbling blocks. It is often assumed that, as people engage and start using agile methodologies, they will feel committed to sustain the benefits of agility, including innovation. However, tackling only one aspect of cultural change is unlikely to produce lasting value. The article suggests various ways in which organizational cultures, leadership behaviours and change management practices may need to shift to deliver sustainable value through a better balance of organizational and employee needs. The role of senior leaders in committing to, and enabling these shifts, is pivotal.
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Gauthier, Jeffrey. „Advancing sustainable business through discourse: a conceptual framework“. Social Responsibility Journal 13, Nr. 1 (06.03.2017): 143–54. http://dx.doi.org/10.1108/srj-01-2016-0005.
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Purpose The purpose of this paper is to explore the relationship between individuals’ discursive practices and organizational-level strategic change with respect to sustainability strategy. Design/methodology/approach The approach taken integrates Hart’s natural resource-based view of the firm with discourse theory. Findings A conceptual model of the relationship between discursive practices and strategic change is proposed. Research limitations/implications The paper’s model serves as a foundation on which future empirical research on the effectiveness of specific discursive practices can be conducted. Originality/value Much of strategy research is notable for the absence of discussion on human actors and actions. The paper helps to fill this gap, contributing to existing scholarship by examining the micro-foundations of sustainability strategy through the fundamental role of individuals’ discursive practices.
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Wray, Ricardo, Nancy Weaver, Prajakta Adsul, Kanak Gautam, Keri Jupka, Stacie Zellin, Kathryn Goggins, Santosh Vijaykumar, Natasha Hansen und Rima Rudd. „Enhancing organizational health literacy in a rural Missouri clinic: a qualitative case study“. International Journal of Health Care Quality Assurance 32, Nr. 5 (10.06.2019): 788–804. http://dx.doi.org/10.1108/ijhcqa-05-2018-0131.
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Purpose The purpose of this paper is to evaluate a collaborative effort between a health care organization and academic institution to strengthen organizational health literacy. Design/methodology/approach The intervention took place at a rural, federally qualified health clinic in Missouri between May 2009 and April 2011. Qualitative interviews of key informants were conducted before (n=35) and after (n=23) the intervention to examine program implementation and success in effecting organizational change. Findings Intervention activities helped establish a comprehensive understanding of health literacy. The project achieved moderate, fundamental and sustainable organizational change. The program successfully integrated health literacy practices into clinic systems and garnered leadership and organizational commitment, helped the workforce improve interpersonal communication and embedded practices making health education materials more accessible. Originality/value The study points to programmatic, conceptual and methodological challenges that must be addressed for organizations to improve health literacy practices, and suggests change management strategies to advance organizational health literacy.
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Henriksson, Linnéa. „A successive change in the curriculum for sustainable public administration“. Studia Periegetica 31, Nr. 3 (30.11.2020): 49–66. http://dx.doi.org/10.5604/01.3001.0014.5961.
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Sustainable development is considered to be one of the most important issues for the future, which is also mirrored in the growing interest in sustainable development in higher education. The change project reported in this article is an example of the efforts made to incorporate sustainability in higher education. The aim of the change project is twofold: the first one is to revise the syllabuses, reference literature, materials, and examinations for courses in Public Administration, so that every course in some way addresses sustainable development. By making sustainable development an integral part of all teaching, the change project highlights how different aspects of sustainability issues are relevant in different contexts. There are three reasons why sustainable development should be explicitly present in all teaching: education for sustainability is important to the university; sustainability is relevant especially for students in Public Administration; and to get all students engaged, education for sustainability requires a pedagogical framework. The second aim of the change project is to lay out the underlying pedagogical framework, which is based on principles found in pedagogical, psychological, and organizational theories. In this successive, integrative approach, the repeated occurrence of sustainability themes in many courses is considered to be a better option than having a single thematic course. In the first phase of the project, during the academic year 2019-2020, three courses were revised to include aspects of sustainability in relation to concepts central to the course.
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Jang, Eunmi. „Sustainable Workplace: Impact of Authentic Leadership on Change-Oriented Organizational Citizenship Behavior and the Moderating Role of Perceived Employees’ Calling“. Sustainability 13, Nr. 15 (30.07.2021): 8542. http://dx.doi.org/10.3390/su13158542.
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To be sustainable in the current rapidly changing business environment, organizations must strive to adapt and respond to a new environment. Employees are the key performers of organizational change. Furthermore, change-oriented organizational citizenship behavior (OCB) is essential for them to positively accept and implement organizational change. Additionally, the leader’s role is crucial to promoting such change-oriented OCB. In this regard, this study investigates the effect of authentic leadership on change-oriented OCB, demonstrating that the vocational calling of employees strengthens such positive influences. Based on the self-determination theory (SDT), this study examines that the moderating effect between authentic leadership on change-oriented OCB increases when employees have a higher perception of calling for work than lower. This study uses a two-wave data set gathered from 485 currently working employees in South Korea. The empirical analysis is revealed below. First, authentic leadership has a positive effect on direct OCB. Second, employees’ perception of calling has a positive effect on direct change-oriented OCB. Third, the higher the level of employees’ perception of calling, the greater the effect of authentic leadership on change-oriented OCB. The most significant theoretical contribution of the study is that it is the first to determine that calling acts as a moderating factor between authentic leadership and change-oriented OCB. The fact that the positive effect of authentic leadership on change-oriented OCB increases when there is a high calling implies that employees are more likely to conduct change-oriented OCB when they perceive a high level of calling. Based on this result, this study explains the method and reason for maximizing change-oriented OCB through authentic leadership.
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Wang, Jing Yi. „The Organization of SMEs Innovation Research Based on Circular Economy“. Applied Mechanics and Materials 675-677 (Oktober 2014): 1846–50. http://dx.doi.org/10.4028/www.scientific.net/amm.675-677.1846.
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The development of circular economy is an important way to sustainable human development. The SMEs can use the mode of circular economy to improve their competitiveness. Through the analysis symbiotic relationship between small and medium enterprises, the development environment for SMEs, and the system which SMEs in, we found that SMEs can innovate organizational structure, organizational processes, organizational culture based on circular economy. The SMEs may be change their survival and development if they innovate the companies’ organization from these three aspects.