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Journal articles on the topic 'Organisational restructuring'

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Published: 4 June 2021
Last updated: 20 February 2023

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1

Theron, Anthonie, and Nicole Marguerite Dodd. "Organisational commitment in the era of the new psychological contract." South African Journal of Economic and Management Sciences 14, no. 3 (August 25, 2011): 333–45. http://dx.doi.org/10.4102/sajems.v14i3.100.

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The aim of this study was to investigate organisational commitment in an organisation that had recently experienced organisational restructuring (a merger). The psychological contract that exists between employees and organisations is brittle due to many organisational changes that stem from organisational restructuring. When psychological contracts are breached, employees may experience reduced commitment to the organisation. The target population for this study consisted of all employees working at three recently-merged higher education institutions in the Nelson Mandela Metropolis (n=100) and a self-administered questionnaire was distributed amongst staff. The results indicated that an increase in the number of positive human resource management (HRM) practices reported by respondents correlated with a decrease in violation and breach of the psychological contract, despite organisational restructuring. It was further revealed that effective management of the psychological contract is crucial during organisational restructuring, in order to maintain the commitment and loyalty of employees.
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2

Kearns, Dan, Paul McCarthy, and Michael Sheehan. "Organisational Restructuring: Considerations for Workplace Rehabilitation Professionals." Australian Journal of Rehabilitation Counselling 3, no. 1 (1997): 21–29. http://dx.doi.org/10.1017/s1323892200001587.

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Organisational restructuring is a pervasive strategy employed by organisations in Australia in response to changes in market competition and/or policy directives. Such restructuring often involves staff redundancies and increased demands on the remaining employees. This paper identifies important issues for workplace rehabilitation programs in response to this phenomenon of organisational restructuring. The paper notes the impact of organisational restructuring on clients in workplace rehabilitation programs and the types of issues rehabilitation professionals are likely to face at this time. A particular focus is the aspect of managerial behaviour during the process of change and the paper reports from a range of studies on employee well-being, managerial bullying and coercion in the context of organisational restructuring. Considerations for the rehabilitation professional include the need to understand communication issues, identify those at risk, and maintain the natural supports during the change program. Suggestions are given for convenors of workplace rehabilitation programs to actively collaborate with the human resource function of the organisation and disability management is outlined as a useful example of such strategies.
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3

Pillay, Kiru, and Manoj Maharaj. "The Restructuring and Re-Orientation of Civil Society in a Web 2.0 World." International Journal of Cyber Warfare and Terrorism 5, no. 1 (January 2015): 47–61. http://dx.doi.org/10.4018/ijcwt.2015010104.

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This study focuses on how civil society organisations strategically deploy Web 2.0 technologies for transnational social advocacy and the impact of this technology adoption on civil society organisations' roles, structure, and orientation. The global environmental justice organisation, Greenpeace is used as a case study. Greenpeace advocates for changes in environmental policy and behaviour, has been at the forefront of environmental issues, and has used the mass media as an effective campaigning tool. The key findings that emerged was that social media has become a key ingredient of Greenpeace's campaigning strategy and has been embraced at both a strategic and operational level. The emergence of a collaborative communications paradigm has necessitated a level of organisational introspection evidenced in both changes in the organisation's strategic planning processes and changes to the organisational structure.
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Petkovic, Mirjana. "Redizajn organizacije preduzeca u javnom sektoru." Ekonomski anali 44, no. 158 (2003): 45–79. http://dx.doi.org/10.2298/eka0358045p.

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This paper addresses factors, parameters and organisational structure model of public companies. The premise is that public companies have massive, inefficient and expensive organisation due to conditions (contingent factors) influencing operations; with changes in conditions their organizational structure will unavoidably change. As a possible solution for organisational redesign of public companies network forms are suggested. Two possible forms of big companies restructuring and four levels of thinning of public companies organisations are described.
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5

Brand, H. E., and J. Wilson. "The impact of organisational restructuring on organisation climate and employee attitudes." South African Journal of Economic and Management Sciences 3, no. 1 (March 31, 2000): 97–108. http://dx.doi.org/10.4102/sajems.v3i1.2601.

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This study investigated the impact of an organisational restructuring intervention on the climate of an organisation and the attitudes of its employees. An organisation climate and employee attitude questionnaire were used as measuring instruments. A convenience sample was used, comprising all personnel of the specific organisation. Results show that the restructuring did in fact influence the organisation climate and affected employee attitudes. Recommendations based on the results of and experiences gained from the study, are that effective communication should be seen as having a direct influence on successful organisation restructuring and that an effective performance management system is essential in providing employees with opportunities to measure own performance against organisation performance standards during a period of restructuring and change.
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Dutta, Mridul. "Organisational restructuring of Indian Railways." Case Studies on Transport Policy 10, no. 1 (March 2022): 66–80. http://dx.doi.org/10.1016/j.cstp.2021.11.005.

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7

Mishin, Yu V., and A. Yu Mishin. "Main directions of production diversification and restructuring in the Russian Defence Industry Complex." E-Management 4, no. 4 (January 28, 2022): 35–46. http://dx.doi.org/10.26425/2658-3445-2021-4-4-35-46.

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The purpose of the article is to specify the proposals of the President of the Russian Federation on diversification and restructuring of production for the financial recovery of enterprises and organisations of the Russian Defence Industry Complex in terms of preparing proposals on procedures and tools for determining the optimal range of high-tech civilian products.The methodological basis of the approach proposed in the article is the specificity of the organisation of the production of defenсe products. The use of production and technological specialisation has been proposed as the main principle for developing a market organisational structure for managing a diversified defenсe enterprise.The comparative analysis of the specifics of military and civilian production's organisation have been carried out, and their fundamental differences have been revealed. The recommendations on the choice of optimal range of civilian products being mastered, have been given. The basic principles of building a market organisational structure for managing a diversified production and economic complex have been proposed. Based on this, a typical version of the structure has been presented.Diversification of modern production in the defence complex is a rather long-term labor-intensive and capital-intensive process. The proposals presented in the research paper will allow, especially at the initial stage of its implementation, to optimise the amount of state support through the correct choice of priority areas and projects for the production of high-tech civilian products, and the transition to a new organisational structure. All this will contribute to saving limited budgetary funds and to carrying out the necessary organisational and structural changes in the industry.
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8

Dzwigol, Henryk. "The concept of the system approach of the enterprise restructuring process." Virtual Economics 2, no. 4 (October 27, 2019): 46–70. http://dx.doi.org/10.34021/ve.2019.02.04(3).

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The article presents methodical requirements for the restructuring programme in the context of strategic management and the shaping of strategic forms. The author described the corporate restructuring model as a basis for transformations designed to achieve a knowledge-based organisation. The author attempted to address the following question: How should the knowledge management model be perceived in modern companies? Furthermore, the importance of organisational forms in the corporate restructuring process was underlined. The restructuring process should be carried out on the basis of specific restructuring objectives resulting from the scope of changes.
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9

Kitana, Abdelkarim Fuad. "Transformational and Transactional Leadership Styles on Organisational Change in the United Arab Emirates." Indian-Pacific Journal of Accounting and Finance 3, no. 3 (July 1, 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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Verma, DR Vinnie, and DR Kamlesh Misra. "Organisational Restructuring for the Next Millennium." Paradigm 3, no. 2 (July 1999): 1–11. http://dx.doi.org/10.1177/0971890719990202.

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Domínguez-Fernández, Guillermo, Esther Prieto-Jiménez, Peter Backhouse, and Eduardo Ismodes. "Cybersociety and University Sustainability: The Challenge of Holistic Restructuring in Universities in Chile, Spain, and Peru." Sustainability 12, no. 14 (July 16, 2020): 5722. http://dx.doi.org/10.3390/su12145722.

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The global challenge of the 2030 Agenda and the Sustainable Development Goals present a framework of opportunities, in which universities must respond to the demands of a sustainable social organisation by addressing the issues of quality education, the participation and inclusion of different sectors, and the need to promote university social responsibility. In response to this situation, we examine three experiences that highlight the reorganisation demanded at each of the three organisational levels: (1) Macro: the need for cooperation between different universities in Chile’s “macrocampus”; (2) Meso: the organisation and running of faculties in light of the challenges to renew curriculums with the experience implemented by the Social Sciences Faculty of Pablo de Olavide University in Spain; and, (3) Micro: the integration of students and commitment to the needs of the social surroundings, with the E-QUIPU experience implemented at Pontifical Catholic University of Peru (PUCP) in Peru. The report we present is based on a case study, and the findings and conclusions lead us to propose a new holistic-organisational paradigm to facilitate the sustainability of universities. The results of the restructuring allowed us to conduct a meta-evaluation of the sustainability of organisations within a problematic situation (COVID-19), which tested the results of the restructuring objective of Cybersociety.
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Brem, M. "Organisational change in agricultural transition." Acta Oeconomica 52, no. 1 (March 2002): 25–55. http://dx.doi.org/10.1556/aoecon.52.2002.1.2.

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This article seeks to contribute to our understanding of farm restructuring in transition by trying to identify driving forces behind organisational change in agriculture. It focuses on the stakeholders’ trade-off between internal transaction costs and switching costs. The article introduces factors determining the level of these two types of costs, such as the original size of the firm, inside-ownership and the type of production for internal transaction costs, and the remaining asset specificity after establishing the formal property rights for switching costs. The theoretical model is tested by data from a recent survey in two regions of the Czech Republic with both qualitative and quantitative analysis. The quantitative analysis characterises the downsizing process of distinguishable restructuring paths of 87 farms. Mechanisms of individual stakeholders’ redeployment decisions are elaborated on the basis of five qualitative case studies. The article shows perspectives of further farm restructuring in European transition countries.
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13

Corson, David. "Restructuring Minority Schooling." Australian Journal of Education 37, no. 1 (April 1993): 46–68. http://dx.doi.org/10.1177/000494419303700104.

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This article looks at organisational and curricular responses to cultural diversity which are presently operating alongside one another in New Zealand schooling. It begins with a critique of the minimal curricular response now recommended for government schools: the incorporation of programs in taha Maori (things Maori) within the mainstream curriculum of schools. It then looks at two recent responses which are structural and curricular: the modification of existing schools to take account of Maori student presence within them; and the development of Nga Kura Kaupapa Maori (Maori culture and language immersion primary schools) which are founded upon organisational and pedagogical features which are consistent with Maori cultural values. Conclusions are drawn relevant to the education of ‘involuntary minority’ cultures in Australia whose structural values and mores are very different from the dominant culture. A comparison of the values of Koori and Maori lends support to the view that Australian education could borrow with profit from the New Zealand example.
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14

Maudgal, S. "Organisational and Administrative Restructuring for Sustainable Development." Indian Journal of Public Administration 39, no. 3 (July 1993): 341–52. http://dx.doi.org/10.1177/0019556119930313.

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15

Edwards, Christine, Olive Robinson, Rosemary Welchman, and Jean Woodall. "Lost opportunities? Organisational restructuring and women managers." Human Resource Management Journal 9, no. 1 (January 1999): 55–64. http://dx.doi.org/10.1111/j.1748-8583.1999.tb00189.x.

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16

Arnolds, C. A., and C. Boshoff. "The management of the early stages of restructuring in a tertiary-education institution: An organisational commitment perspective." South African Journal of Business Management 35, no. 2 (June 30, 2004): 1–14. http://dx.doi.org/10.4102/sajbm.v35i2.652.

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Restructuring in business firms is often characterised by uncertainty, anxiety, low morale, tardy job performance and high levels of absenteeism and staff turnover. Restructuring has recently been extended to tertiary education, but its effects on the higher education environment have not been thoroughly investigated.This study investigates the impact of restructuring (mergers) on the organisational commitment, job performance and intent to resign of tertiary education staff, as well as the relationship between selected antecedents (commitment to top management and satisfaction with career factors, monetary remuneration, fringe benefits, relations with peers and growth needs) and organisational commitment.The results show that the respondents, during the early stages of restructuring, exhibit low levels of organisational commitment, commitment to top management and satisfaction with monetary remuneration, fringe benefits and career factors. They also report high levels of satisfaction with growth factors (opportunities for training and development), relations with peers and performance intentions, and low levels of intentions to resign.Multiple regression analyses reveal that organisational commitment is positively related to performance intentions and negatively related to intent to resign. The results also show that commitment to top management and satisfaction with fringe benefits, peer relations and career factors were positively related to organisational commitment. Neither satisfaction with monetary remuneration nor the satisfaction of growth needs was significantly related to organisational commitment. The managerial implications of these findings are discussed.
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17

Wiesner, R., L. P. Vermeulen, and C. R. Littler. "Survivor syndrome: Effects on middle managers in South Africa." South African Journal of Economic and Management Sciences 2, no. 3 (September 30, 1999): 390–406. http://dx.doi.org/10.4102/sajems.v2i3.2587.

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The impact of organisational downsizing on employees who remain has been the subject of intense research, particularly in the USA. The issue of so-called survivor syndrome is critically important in relation to productivity growth and the success of restructuring. However, current conceptualisation has been based largely on American research. There has been little data on downsizing in the South African context. The purpose of this article is to discuss the extent of survivor syndrome in organisations that have restructured and downsized in South Africa. We ask the questions: does downsizing inevitably result in high levels of survivor syndrome; which factors intensify and modify survivor syndrome; and is there a restructuring cycle? The database constitutes 421 South African organisations.
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18

Silva, Ana Alves da. "O nexo financeirização-externalização e o seu impacto na empresa uma abordagem à plataformização do trabalho." Sociologia: Revista da Faculdade de Letras da Universidade do Porto, Tematico (2022): 62–79. http://dx.doi.org/10.21747/08723419/soctem2022a4.

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Thearticle explores the nexus between the financialisation of non-financial firms and the growing tendencytoexternalisationof production activities,aiming to relocatethe debate on labour platformisation within the study of the evolution of firms. Taking the firm as the main mediator between finance and labour, the argument unfolds on the impact of financialization of non-financial companies onmanagement models, organisational restructuring, and the emergence of the de-jobbed organisation. Production networks, value chain and platforms are, accordingly, understood as organisational solutions based on the blurring of employment relationship as the main institutional boundary of firms.
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Yamashita, Junko. "Exploring the Impact of the Japanese Long-Term Care Insurance Act on the Gendered Stratification of the Care Labour Market Through an Analysis of the Domiciliary Care Provided by Welfare Non-Profit Organisations." Social Policy and Society 10, no. 4 (August 5, 2011): 433–43. http://dx.doi.org/10.1017/s1474746411000194.

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Japan's implementation of the Long Term Care Insurance Act in 2000 provides a good example with which to examine the restructuring process of care services for older people, as these have come to be commodified by the welfare state. By focusing on Welfare Non-Profit Organisations provision, this article explores the significance of gender in the restructuring process. It reveals that care services are stratified with institutional care placed at the top of hierarchy of care services costs, and domestic task services at the bottom. There is an unequal distribution of gender and organisational type for each type of care work.
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Rath, Santanu Kumar, and Santosh Kumar Tripathy. "HR implications of Organisational Restructuring: Concept and Practices." Training & Development Journal 6, no. 1 (2015): 57. http://dx.doi.org/10.5958/2231-069x.2015.00007.4.

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Wynne, Rochelle. "Ten Australian ICU nurses' perceptions of organisational restructuring." Australian Critical Care 17, no. 1 (February 2004): 16–24. http://dx.doi.org/10.1016/s1036-7314(05)80046-3.

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22

Özçelik, Semanur Kumral, Havva Öztürk, and Ayşe Nefise Bahçecik. "Effects of organisational restructuring of hospitals on nurses." Journal of Nursing Management 28, no. 7 (September 13, 2020): 1740–47. http://dx.doi.org/10.1111/jonm.13133.

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23

Yadav, Bhagwan Dutta, Hugh R. Bigsby, and Ian MacDonald. "Elitism: normative ethics of local organisation in community-based natural resources management." International Journal of Organizational Analysis 24, no. 5 (November 7, 2016): 932–55. http://dx.doi.org/10.1108/ijoa-06-2015-0873.

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Purpose Local organisations have been established on participatory approach whose central purpose is to establish development activities bringing about positive change as four pillars of developments: to establish decentralised robust local organisation for sustainable forest management to enhance livelihood of rural people, to meet the forest products basic needs of local people, targeted interventions for poverty alleviation and social mobilisation initiatives and biodiversity conservation climate change mitigation and adaptation. Design/methodology/approach Local organisational elites designed/conceptualised the concept, where it can be operated organisationally and in local organisational context that provides new ways and methods to develop conceptual framework (Table I), which sheds light on involvement of poor and underprivileged members in decision-making process and distribution of benefit on equity basis. Findings The findings will lead to a positive change through the organisational elite model through both reorganising organisations and restructuring of power with change in the society and reduce the impact of rational choices, vested interests of elites (leaders of local organisation) and political factors, which are otherwise playing a game or tragedy of commons. Research limitations/implications Because of the limited resources and time, the authors are unable to verify it on the other development line agencies such as drinking water scheme, livestock, health and cooperative. Practical implications It considerably appears that the impacts are very sound to conclude from the review of above models of elites that provide a very clear understanding and useful conceiving lens to formulate how participation occurs in the executive committee of the community forestry user groups (CFUG) and community-based organisations based on three key elements. First are the caste and the caste structure of the community. Second is the wealth status of the individual, and third is power created both from wealth and caste. This should be determined from the local organisational elite model (Table I) about the nature of interactions on the executive of the CFUGs and other vehicles of local community-based development organisations. Social implications Local organisations will provide an opportunity in reality to both elites and non-elites to considerably change, make aware and create a realistic situation to determine the dialectical opportunity to develop relationship, interaction and configuration between elite and non-elite members both outside and inside of the local organisations. Originality/value It has not been found in literatures yet such sort of concept developed in development field particularly in the development activities performed by participation of local users. Hence, it is certainly original conceptual framework.
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Eni, Godwin O., and Joseph K. H. Tan. "Going North on a North-Bound Trail: A Model for Achieving Health Management Goals and Objectives." Health Services Management Research 2, no. 2 (July 1989): 146–54. http://dx.doi.org/10.1177/095148488900200206.

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A basic managerial problem in decision making is to synthesise and priorise information relating to the achievement of organisational goals and objectives. This paper discusses the role of critical success factors in health services planning as a means for sorting out and specifying relevant information necessary for achieving organisational goals and managerial objectives. The proposed approach enhances existing planning procedures for health care organisations. Within a conceptual framework of the health care system, managerial insights are provided for the realisation of organisational goals via measurable managerial objectives using critical success factors as pointers to success. More importantly, this paper introduces a planning model which incorporates the CSF concept for developing new health care programmes and for evaluating or restructuring existing programmes.
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Som, Ashok. "Building sustainable organisations through restructuring: the role of organisational character in France and India." International Journal of Human Resources Development and Management 3, no. 1 (2003): 2. http://dx.doi.org/10.1504/ijhrdm.2003.001041.

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Conway, Paul Maurice, Hermann Burr, Uwe Rose, Thomas Clausen, and Cristian Balducci. "Antecedents of Workplace Bullying among Employees in Germany: Five-Year Lagged Effects of Job Demands and Job Resources." International Journal of Environmental Research and Public Health 18, no. 20 (October 14, 2021): 10805. http://dx.doi.org/10.3390/ijerph182010805.

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Objectives: The aim of the present study was to examine the long-term association of job demands and job resources with self-reported exposure to workplace bullying in a representative sample of employees in Germany. Methods: We analysed a nation-wide representative cohort of employees working in the same workplace with a 5-year follow-up (S-MGA; N = 1637). The study contained self-reported measures of psychosocial working conditions, including work pace, amount of work, influence at work, role clarity and quality of leadership, and workplace bullying, and of organisational factors, including organisational restructuring and layoffs. Results: After controlling for bullying and occupational level at baseline, higher baseline levels of organisational restructuring (OR 1.73; 95% CI 1.10–2.70), work pace (1.30; 95% CI 1.01–1.66), and amount of work (1.55; 95% CI 1.21–1.99), and lower baseline levels of influence at work (0.70; 95% CI 0.55–0.90) and quality of leadership (0.64; 95% CI 0.50–0.82), were associated with an elevated risk of workplace bullying at follow-up. In all, 90% of cases of self-reported workplace bullying could be attributed to these factors. Conclusions: The study suggests that employees reporting higher demands and lower resources, as well as organisational factors such as restructuring, are at a higher long-term risk of being targets of workplace bullying. Interventions aimed at preventing workplace bullying could benefit from a focus on psychosocial working conditions and organisational factors.
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Johan, van Graan, and I. Ukpere Wilfred. "An inclusive approach to structural transformation in organisational restructuring." African Journal of Business Management 6, no. 50 (December 19, 2012): 11916–22. http://dx.doi.org/10.5897/ajbm12.1439.

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Armistead, Colin, and Magda Meakins. "Managing knowledge in times of organisational change and restructuring." Knowledge and Process Management 14, no. 1 (January 2007): 15–25. http://dx.doi.org/10.1002/kpm.268.

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Plimmer, Geoff, Jane Bryson, and Stephen T. T. Teo. "Opening the black box." Personnel Review 46, no. 7 (October 16, 2017): 1434–51. http://dx.doi.org/10.1108/pr-10-2016-0275.

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Purpose The purpose of this paper is to explore how HIWS may shape organisational capabilities, in particular organisational ambidexterity (OA) – the ability to be both adaptable to the wider world, and internally aligned so that existing resources are used well. Given the demands on public agencies to manage conflicting objectives, and to do more with less in increasingly complex environments, this paper improves our understanding of how HIWS can contribute to public sector performance. The paper sheds light inside the black box of the HIWS/organisational performance link. Design/methodology/approach This multi-level quantitative study is based on a survey of 2,123 supervisory staff, and 9,496 non-supervisory employees in 56 government organisations. Findings The study identifies two paths to organisational performance. The first is a direct HIWS performance link. The second is a double mediation model from HIWS to organisational systems, to OA and then performance. Practical implications A focus on developing HIWS provides an alternative means to public sector performance, than restructuring or other performative activities. Originality/value This is one of the few studies that explore how HIWS can develop collective as well as individual capabilities. Studies in the public sector are particularly rare.
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Chaudhary, Narendra Singh, and Bharat Bhushan. "Using the Voluntary Retirement Scheme as an HR tool." Human Resource Management International Digest 25, no. 3 (May 8, 2017): 19–22. http://dx.doi.org/10.1108/hrmid-05-2016-0065.

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Purpose The purpose of this paper is to highlight the significance of the voluntary retirement scheme (VRS) as a management tool for organisational restructuring. Design/methodology/approach The paper presents the personal view of the author, based on research findings and practical experience. Findings The paper advances the viewpoint that to attain the competitive edge and to survive in the current turbulent times, it is essential for the management to right size their organisations. It is imperative for them to look for the right kind of strategies to overcome the redundancy. They have to choose the most viable options considering its financial and legal implications. This would not only help management in maintaining the healthy industrial relations but also enhance the overall organisational profitability and well-being. Practical implications The paper highlights the pros and cons of the VRS. It reflects the financial and legal implications of the same on the employer and employees in the organisations. Originality/value This paper depicts how VRS (acts as a management tool and helps in improving organisational efficiency. It basically talks about exercising the VRS and its related legislation in an Indian context.
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Park, S. O. "Industrial Restructuring in the Seoul Metropolitan Region: Major Triggers and Consequences." Environment and Planning A: Economy and Space 26, no. 4 (April 1994): 527–41. http://dx.doi.org/10.1068/a260527.

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The major triggers and consequences of industrial restructuring in the Seoul metropolitan region have been investigated. Special focus is placed on the textile and apparel industry and the changes it underwent in the 1980s. Rapid increases in wages, labour disputes, currency revaluation, and the high financial costs resulting from high interest rates and a vulnerable financial structure were the most significant triggers. A decline in the rate of increase of labour productivity and shortages of production workers arising from changes in work attitude were also regarded as important triggers. Industrial restructuring in the Seoul metropolitan region has resulted in significant changes in local labour-market structure because of the different labour requirements arising from changes in production systems and organisation. It has also resulted in an altered industrial composition, with a decline in the labour-intensive sector, organisational changes from an increase in subcontraction of production, and different locations. Major corporate strategies under industrial restructuring are discussed in relation to changes in production systems, and product structure, expansion of the internal market, subcontracting and flexible specialisation, job training, and foreign direct investments.
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Mangaraj, Sujata, and Soumendra Kumar Patra. "Impact of Corporate Restructuring on Organisational Performance: An Empirical Analysis." Siddhant- A Journal of Decision Making 16, no. 4 (2016): 304. http://dx.doi.org/10.5958/2231-0657.2016.00035.5.

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Braczyk, Hans-Joacidm. "Organisational restructuring as an innovation strategy Lean production in industry." Interdisciplinary Science Reviews 21, no. 4 (December 1, 1996): 362–72. http://dx.doi.org/10.1179/030801896789765328.

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Taplin, Ian M. "Strategic change and organisational restructuring: How managers negotiate change initiatives." Journal of International Management 12, no. 3 (September 2006): 284–301. http://dx.doi.org/10.1016/j.intman.2006.06.002.

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Quinlan, Michael. "Organisational restructuring/downsizing, OHS regulation and worker health and wellbeing." International Journal of Law and Psychiatry 30, no. 4-5 (July 2007): 385–99. http://dx.doi.org/10.1016/j.ijlp.2007.06.010.

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Martin, Bill, Wendy Riemens, and Judy Wajcman. "Managerial and professional careers in an era of organisational restructuring." Journal of Sociology 36, no. 3 (December 2000): 329–44. http://dx.doi.org/10.1177/144078330003600304.

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37

Braczyk, Hans-Joacidm. "Organisational restructuring as an innovation strategy Lean production in industry." Interdisciplinary Science Reviews 21, no. 4 (December 1996): 362–72. http://dx.doi.org/10.1179/isr.1996.21.4.362.

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38

Giezen, Mendel. "Shifting Infrastructure Landscapes in a Circular Economy: An Institutional Work Analysis of the Water and Energy Sector." Sustainability 10, no. 10 (September 29, 2018): 3487. http://dx.doi.org/10.3390/su10103487.

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Under pressure by the transition towards a circular economy, the infrastructure landscape is changing. Using Institutional Work as an analytical lens, this article analyses the work actors do to change and adapt institutional structures. In this process of restructuring, the research shows that there are four dominant types of institutional work: Enabling, Constructing Identities, Constructing Normative Networks, and Changing Normative Associations. The increasing fragmentation of infrastructure as well as the increasing connections made between different flows forces organisations to readjust their internal institutions as well as those that guide their interactions with their surroundings such as other organisational actors as well as citizens. Circularity requires a restructuring of infrastructure governance in order to adapt to the increasing flux caused by decentralised technologies and the need for integration of different systems. Additionally, the actors associated with energy and water infrastructure are responding accordingly.
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39

Gurkov, Igor. "The growing anisotropy of the multinational corporation in the “new normal”." Journal of Organizational Change Management 32, no. 2 (April 8, 2019): 194–207. http://dx.doi.org/10.1108/jocm-10-2017-0382.

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Purpose The purpose of this paper is to introduce a new research construct to depict more accurately organisational structure and the direction of organisational changes in large multinational corporations (MNCs). Design/methodology/approach The paper presents an overview of the existing literature on the phenomenon of anisotropy in natural sciences and the organisation of large corporations, and transforms an identified phenomenon into a research construct of organisational theory. Findings This paper demonstrates that anisotropy, that is, the differences in the speed and conductivity of the movement of capital (money), products (goods and services), ideas (knowledge) and talent (people) in different directions within the corporation (from the centre to the subsidiaries, from the subsidiaries to the corporate centre and between subsidiaries) is the normal state of the internal space of the MNC. Anisotropy is increasing with the on-going restructuring of the global economic order. This leads to the divergence of business units in MNCs into the core and the periphery. Research limitations/implications The paper outlines a series of promising research avenues in organisational studies. Originality/value The paper provides a novel treatment of the composition of MNCs.
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Silvet, Jaan. "Learned Helplessness During Organisational Change." Annals of the Alexandru Ioan Cuza University - Economics 60, no. 2 (December 1, 2013): 93–103. http://dx.doi.org/10.2478/aicue-2013-0028.

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Abstract Exposing organisms to aversive events which they cannot control might result in motivational, cognitive, emotional, and self-esteem deficits. These deficits are called symptoms of helplessness and are the core part of learned helplessness theory. Many studies have empirically analysed the theory on the individual level. The current study focuses on the learned helplessness in the context of organisational change. The object of the study is one media company in Estonia, which conducted a large restructuring during the 2008 economic crisis. The result shows that there exists an organisational gap when it comes to the estimates of top management and employees. The key to the problem appeared to be the middle management, who were unable to effectively manage their subordinates as they were busy themselves coping with the change.
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Biitir, Samuel B., Appau Williams Miller, and Cynthia Itbo Musah. "Land Administration Reforms: Institutional Design for Land Registration System in Ghana." Journal of Land and Rural Studies 9, no. 1 (November 18, 2020): 7–34. http://dx.doi.org/10.1177/2321024920968326.

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Securing land rights and the rationalisation of the debate on formalisation of land rights through titling have been the focus of many scholars for some time now. At least, there is consensus among most scholars that land registration is one of the ways of addressing these issues and that current land registration system in most developing countries needs reforms. This paper examines the design and implementation processes of land registration reforms in Ghana. Using the Greater Accra Regional Lands Commission as a case study and institutional design theories, the article analysed how land registration reforms were design and implemented. The paper shows that the design strategies for the reforms were harmonisation of policies and laws and organisation restructuring at the organisational and process levels, but staff resistance to change led to implementation flaws. The paper recommends that institution design of land registration reforms must be combined with the theory of change where all staff are taken through the new organisation’s work ethics and attitudinal change processes adequately.
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Littler, Craig R., and Thomas Bramble. "Conceptualising Organizational Restructuring in the 1990s." Journal of Management & Organization 1, no. 1 (January 1995): 45–56. http://dx.doi.org/10.1017/s1833367200006416.

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AbstractOrganizational restructuring in Western economies has proceeded along different trajectories during the latter part of the 1980s and early 1990s. Traditional theories of organizational restructuring have inherent limitations associated with a ‘growth bias’. Various new concepts have been put forward, both prescriptively in order to shape organizational change, and analytically in order to capture the nature of those changes. By contrast, these concepts are premised on organizational workforce reduction. This article considers four widely diffused concepts of organisational restructuring - downsizing, delayering, lean production and re-engineering - and argues that the trajectories of change require a broader understanding than has been provided by existing concepts. Towards this end, an integrated model is put forward.
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Littler, Craig R., and Thomas Bramble. "Conceptualising Organizational Restructuring in the 1990s." Journal of the Australian and New Zealand Academy of Management 1, no. 1 (January 1995): 45–56. http://dx.doi.org/10.5172/jmo.1995.1.1.45.

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AbstractOrganizational restructuring in Western economies has proceeded along different trajectories during the latter part of the 1980s and early 1990s. Traditional theories of organizational restructuring have inherent limitations associated with a ‘growth bias’. Various new concepts have been put forward, both prescriptively in order to shape organizational change, and analytically in order to capture the nature of those changes. By contrast, these concepts are premised on organizational workforce reduction. This article considers four widely diffused concepts of organisational restructuring - downsizing, delayering, lean production and re-engineering - and argues that the trajectories of change require a broader understanding than has been provided by existing concepts. Towards this end, an integrated model is put forward.
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Lloyd, Chris, and Robert King. "Organisational Change and Occupational Therapy." British Journal of Occupational Therapy 65, no. 12 (December 2002): 536–42. http://dx.doi.org/10.1177/030802260206501202.

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Major restructuring of health care services has meant changes in service delivery, organisational structures and work practices. There has been a significant impact on the roles and responsibilities required of health care professionals in the current health care environment. The literature reveals that this often brings about conflict between professional values and organisational values. Although many of the current changes in health care are compatible with the philosophy of occupational therapy, there are policy and organisational factors that have an impact on occupational therapy practice and service delivery. In this article, the emerging characteristics of the contemporary health care environment are identified and the strengths and weaknesses of the profession in adapting to this environment are discussed. It is argued that the survival and growth of the profession are dependent on the extent to which it is able to capitalise on strengths, overcome weaknesses, articulate its overall purpose and function and redefine its role and scope of practice in order to meet changed societal and organisational demands.
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Pillai, Sreekumar Bhaskaran. "Organisational Restructuring in the Transmission Wing of KSEB: A Case Study." Pearl : A Journal of Library and Information Science 29, no. 2 (2012): 141. http://dx.doi.org/10.5958/j.0975-3907.29.2.011.

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Ebbinghaus, Bernhard. "Ever larger unions: organisational restructuring and its impact on union confederations." Industrial Relations Journal 34, no. 5 (December 2003): 446–60. http://dx.doi.org/10.1111/j.1468-2338.2003.00289.x.

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Casey, Catherine, Antje Fiedler, and Ljiljana Erakovic. "Liberalising the German model: institutional change, organisational restructuring and workplace effects." Industrial Relations Journal 43, no. 1 (November 27, 2011): 53–69. http://dx.doi.org/10.1111/j.1468-2338.2011.00657.x.

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Downes, Celia, Sheila Ernst, and Martyn Smithers. "Maintaining the capacity for concern during organisational restructuring for community care." Journal of Social Work Practice 10, no. 1 (May 1996): 25–40. http://dx.doi.org/10.1080/02650539608415663.

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Varoutsa, Evangelia, and Robert W. Scapens. "Trust and control in evolving inter-organisational relationships." Accounting, Auditing & Accountability Journal 31, no. 1 (January 15, 2018): 112–40. http://dx.doi.org/10.1108/aaaj-02-2013-1218.

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Purpose The purpose of this paper is to contribute to debates about the relationship between trust and control in the governance of inter-organisational relationships. In particular, the authors focus on the question of how the relationship between trust and control shifts over time. Design/methodology/approach An in-depth case study was conducted in a company operating in the aerospace industry. The authors aim to understand this company’s practices and, at the same time, to use the case study to deepen the knowledge of the complex trust/control nexus. The authors follow the changes in the relationship between trust and control as the company restructured its supply chain, and discuss issues which it had to address in the later phases of the supply chain restructuring. Findings The paper illustrates the duality of the trust/control nexus. The authors show how the studied company coped with the complex relationships with its suppliers as collaboration increased. The authors identify particular control mechanisms that the company developed to manage such complexity, such as a supplier strategy and a relationship profile tool. Research limitations/implications The paper studies supply chain restructuring and the changing relationship of trust and control over time only from the perspective of the assembler/manufacturer which “owns”/manages the supply chain. Originality/value The authors observe a move from inter-personal trust to inter-organisational trust. Furthermore, the authors illustrate how managers can intervene to maintain and stabilise trust and ensure that trust and control do not degrade or escalate beyond desirable levels.
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Frawley, Timmy, Annabel Meehan, and Aoife De Brún. "Impact of organisational change for leaders in mental health." Journal of Health Organization and Management 32, no. 8 (November 19, 2018): 980–1001. http://dx.doi.org/10.1108/jhom-08-2018-0220.

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Purpose The purpose of this paper is to examine the impact of organisational and structural change on the evolution of quality and safety in health organisations, specifically in mental health services. Design/methodology/approach Data were gathered through semi-structured interviews. In total, 25 executive management team members in both public and private mental health services were interviewed and data were analysed using Burnard’s framework. Findings Three overarching themes emerged: organisational characteristics, leadership and accountability; sustaining collaboration and engagement with stakeholders; and challenges to and facilitators of quality and safety. Taken together, the findings speak to the disruptive and disorienting impact of on-going organisational change and restructuring on leaders’ ability to focus on, and advance, the quality and safety agenda. Research limitations/implications Typical with qualitative research of this nature, the potentially limited generalisability of the findings must be acknowledged. Practical implications There is a need for strategies to implement change that are informed by evidence and theory and informed by decades of research on this topic, rather than introduced ad hoc. Change agents must pair effective change management and implementation science strategies to specific contexts, depending on what is being implemented and ensure appropriate evaluation of organisational change to bolster the evidence base around quality and safety and inform future decision-making. Originality/value The study explores an identified gap in the literature on the impact of on-going organisational re-structuring and transformation on the evolution of quality and safety in mental health services.
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