Relevant bibliographies by topics / Organizational behavior; Organizational change

Academic literature on the topic 'Organizational behavior; Organizational change'

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Published: 4 June 2021
Last updated: 11 February 2022

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Journal articles on the topic "Organizational behavior; Organizational change"

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Simo, Pep, Jose M. Sallan, Vicenc Fernandez, and Mihaela Enache. "Change-oriented organizational citizenship behavior." International Journal of Organizational Analysis 24, no. 2 (May 9, 2016): 261–73. http://dx.doi.org/10.1108/ijoa-10-2014-0805.

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Purpose The purpose of this paper is to investigate the relationship between a challenging dimension of organizational citizenship behavior (OCB) and self-regulatory focus in an academic work setting. Job performance indicators were included to assess the nomological validity of regulatory focus measures. Design/methodology/approach Data were collected using a questionnaire conducted with 251 Spanish academic workers. The data were analyzed using structural equation modeling. Findings Results reveal the existence of positive relationships between promotion focus and two of the outcomes: change-oriented OCB and research-oriented performance-enhancement intention. On the other hand, prevention focus had only a significant relationship with teacher-oriented performance-enhancement intention. Research limitations/implications The limitations of this research are twofold: on the one hand, further research should overcome the methodological limitations related with data gathering, looking for third-party measures of performance and favoring longitudinal data collection designs. On the other hand, more research is needed on the malleability of regulatory focus, defining models when prevention and promotion focus act as mediating variables. Practical implications Individuals with high levels of promotion focus will put their efforts on the tasks which are more valued in the processes of tenure, promotion and compensation. On the other hand, individuals with high levels of prevention focus will tend to meet the minimum of requirements and accomplish salient job duties. That can be taken into account when defining human resource policies, giving a high weight in the assessment of tenure and promotion programs to the tasks where the organization wants their promotion focus individuals to center their attention. Originality/value This paper is one of the first efforts of validating the Regulatory Focus at Work Scale in organizational and academic contexts different from the initial validation study. The study also contributes to research on the antecedents of change-oriented OCBs, and defines new measures of intentions to perform in specific working activities.
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Tsoukas, Haridimos, and Robert Chia. "On Organizational Becoming: Rethinking Organizational Change." Organization Science 13, no. 5 (October 2002): 567–82. http://dx.doi.org/10.1287/orsc.13.5.567.7810.

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Tasselli, Stefano, Martin Kilduff, and Blaine Landis. "Personality Change: Implications for Organizational Behavior." Academy of Management Annals 12, no. 2 (June 2018): 467–93. http://dx.doi.org/10.5465/annals.2016.0008.

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Albers Mohrman, Susan, and Edward E. Lawler. "Participative Managerial Behavior and Organizational Change." Journal of Organizational Change Management 1, no. 1 (January 1988): 45–59. http://dx.doi.org/10.1108/eb025593.

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Kelley, Patricia C. "Can Feminist Language Change Organizational Behavior?" Business & Society 35, no. 1 (March 1996): 84–88. http://dx.doi.org/10.1177/000765039603500107.

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Janicijevic, Nebojsa. "Organizational learning in the theory of organizational change." Ekonomski anali 51, no. 171 (2006): 7–31. http://dx.doi.org/10.2298/eka0671007j.

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The concept of organizational learning has been presented and placed within the referential frame of the organizational change theory. It appears that organizational changes shows to be a wider concept than organizational learning, since every learning includes change, but every change does not necessarily include learning. Organizational learning presents a particular type of organizational change, one which comprises creation and utilization of knowledge, includes changes of both cognitive structures and behaviors of organizational members, and necessarily is normative by its nature. The referential frame of the theory of organizational change is based on the classification of organizational changes and put together all theories into four perspectives: organizational development, organizational transformation, organizational adaptation and process perspective. It can be concluded that the concept of organizational learning is eclectic one, since it includes all types of organizational changes and encompasses all mentioned perspectives of organizational changes. .
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Furxhi, Gentisa, Sonela Stillo, and Marinela Teneqexhi. "Organizational Change: Employees Reaction Towards It." European Journal of Multidisciplinary Studies 1, no. 1 (April 30, 2016): 303. http://dx.doi.org/10.26417/ejms.v1i1.p303-308.

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The organizations, in the present days,are facing a dynamic environment which makes that no organization is immune towards change. Technological changes, innovations in communication, movements in the job market, globalization, make the organization face continuous challenges regarding competition, general non-stability of the macro-environment, merging and re-engineering of the work processes. To face these challenges, the organization reassesses the strategies, structure, policies, actions, processes and their culture. So the organizational change (OC) is inevitable in the environment where the organizations operate. Organizational change can be a very small change (additional) or it can be fundamental (transformative). Regardless of the form, function or size that the organizatioal change can make, there is an agreement between the community of the researchers that the pace of the organizational change has never been as high as in our days and it must be considered as a “feature which is present in the organizational life both in the operational level as well as in the strategic level” (By, 2005). Researchers already see the organizational change as a feature, present and continuous of the organizational life, inconsistent with the previous conceptualism that viewed the organizations as relatively stable systems, which developed over time through additional planned changes, which took place in regular and predicted phases (Burnes, 2004; Cummings -Worley, 2009). The famous expression “organizations don’t change, people do”, creates the need for change agents to understand that employees have different reactions to change initiative, because they have different personal experiences, motivation levels, socio-demographic characteristics, knowledges, values and different behavior models
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Hannan, Michael T., László Pólos, and Glenn R. Carroll. "Cascading Organizational Change." Organization Science 14, no. 5 (October 2003): 463–82. http://dx.doi.org/10.1287/orsc.14.5.463.16763.

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Al-Hussami, Mahmoud, Sawsan Hammad, and Firas Alsoleihat. "The influence of leadership behavior, organizational commitment, organizational support, subjective career success on organizational readiness for change in healthcare organizations." Leadership in Health Services 31, no. 4 (October 1, 2018): 354–70. http://dx.doi.org/10.1108/lhs-06-2017-0031.

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Purpose The purpose of this study is to investigate the influence of leadership behavior, organizational commitment, organizational support and subjective career success on organizational readiness for change in the healthcare organizations. The authors want to determine if nurses who had higher levels of organizational commitment, organizational support and subjective career success relationships were more open and prepared for change. Design/methodology/approach Cross-sectional, descriptive-correlational survey design was conducted using self-reported questionnaires to collect data from registered nurses. Findings The subjective career success was the strongest predictors (β = 0.36, p < 0.001) followed by leadership behavior (β = –0.19, p = 0.03) and participants’ age (β = −0.13, p = 0.049). Research limitations/implications This study highlights the influence of leadership behavior, organizational commitment, organizational support and subjective career success on the organizational readiness for change in healthcare organizations. Therefore, this study forms baseline data for future local and national studies. Moreover, it will strengthen the research findings if future research includes a qualitative approach that explores other healthcare professionals regarding readiness for organizational change. Practical implications This study provides information to policymakers and healthcare leaders who seek to improve management and leadership skills and respond to organizational change efforts. Social implications It is important to know the extent to which healthcare professionals, especially nurses, understand how the influence of organizational support and organizational commitment on organizational readiness for change, as well as why specific leadership behavior and subjective career success, is important in implementing the change. Originality/value This study examined the nurses’ readiness for change in hospitals. Organizational readiness for change could occur in situations where nurses can exert extra efforts at work because of leaders’ behaviors and the relationship between nurses and the institution.
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Nielsen, W. R., N. Nykodym, and D. J. Brown. "Ethics and Organizational Change." Asia Pacific Journal of Human Resources 29, no. 1 (September 1, 1991): 82–93. http://dx.doi.org/10.1177/103841119102900109.

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Dissertations / Theses on the topic "Organizational behavior; Organizational change"

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Unger, Cai. "Key Concepts of Organizational Change - A Bibliometric Network Analysis." Thesis, University of South Alabama, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10643261.

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The field of Organizational Change has seen a proliferation of publications of all sorts over the past two decades. In view of the emerging breadth of the field, it is becoming increasingly difficult for practitioners and researchers alike to separate the wheat from the chaff. At the same time, research suggests the majority of Organizational Change efforts are not successful. It is therefore my intent to map the nomological structure of the field of Organizational Change, determine the most dominating concepts, and identify any patterns or trends.

For that purpose I have collected bibliometric data from 1948 to 2016 and conduct a network analysis based on co-occurrence of keywords of Organizational Change.

My network analysis suggests five major findings. First, the field of Organizational Change has reached a level of maturity, which reduces the likelihood of breakthrough innovations. Second, only five concepts are dominating the field of Organizational Change today, which I label the “Top Five”: Change management, leadership, organizational culture, organizational learning, and innovation. Third, we are barking up the wrong tree, which means there is an inherent inconsistency between the topicality of the field, i.e. the dominance of very few topics, and the low success rate of Organizational Change projects. Fourth, it is still unclear how to exactly define and reliably measure change. Finally fifth, there seems to be too much focus on the paradigm that change is always preferably over an equilibrium.

I therefore propose three suggestions for further research. First, look beyond the Top Five concepts and create more dissonant discussion within the field, including a critical review of established paradigms. Second, revisit the established definitions and measurements of change, which includes questioning the widespread assumption that the majority of change efforts are failing. Finally third, conduct a network analysis based on a network of social actors of the field of organizational change, i.e. authors of organizational change.

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Wiard, Theodore John. "Leadership Behaviors in the Midst of an Organizational Change Initiative| A Case Study." Thesis, Grand Canyon University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10826393.

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The purpose of this qualitative, single case study was to understand leadership behaviors that motivate internal stakeholders to trust a leader’s vision, embrace change, facilitate employee willingness to passionately implement actions needed for an organizational change initiative and willingly sustain a change initiative. A sample of 20 internal stakeholders was studied, five leaders and 15 followers within an organization of 800+ employees, located in the southwestern region of the United States, which is currently undergoing a change initiative. The research questions were based upon Kurt Lewin’s three-step model of change: unfreezing, transitioning, and refreezing. This research asked how leadership behaviors facilitated employee willingness to trust a leader’s vision and embrace change, passionately implement actions needed for a change, and sustain a change initiative, making an implemented initiative the new normal for the organization. Three themes emerged to address the research questions: 1) know your audience and walk your talk; 2) communication, vision, trust, and buy-in; and 3) residual passion and perseverance. Findings suggested that leadership behaviors influence internal stakeholders in relation to a change initiative and that leaders who are hands-on, consistent, and demonstrate a clear vision increased the possibility of gleaning passion and trust to increase the potential for success during an organizational change initiative.

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Delich, Joshua T. "Organizational Behavior: Perceptions Analysis of Micro and Macro Organizational Behavior in an Organizational Setting." Thesis, University of North Texas, 2015. https://digital.library.unt.edu/ark:/67531/metadc822756/.

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Understanding organizational behavior (OB) has profoundly influenced organizational performance and how people behave in organizations. Researchers have suggested various micro and macro organizational behaviors to be the impetus for high-performing organizations. Through a policy capturing approach this study builds on these findings by specifically examining the perceptions of micro and macro organizational behaviors in an organizational setting. The participants (n =181) completed a Micro and Macro Organizational Behavior Perceptions Questionnaire. Results showed perception differences exist between subordinates and supervisors. Additionally, participants perceived job satisfaction to be the most important micro organizational behavior, whereas organizational design was perceived to be the most important macro organizational behavior. However when comparing hierarchal positions in the organization, supervisors weighted leadership as the most important and subordinates weighted job satisfaction as the most important organizational behavior. While these findings only scratch the surface as to how organizational behavior is perceived, the implications challenge leaders to close the OB perception gap. Correspondingly, organizational behavior thinking may result in improving individual and organizational performance.
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Najrani, Majed. "The effect of change capability, learning capability and shared leadership on organizational agility." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10141724.

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Organizational agility represents a new field of organizational study that is not well examined. In the past organizations had an unmatched competitive advantage due to low competition and higher barriers to entry into their markets. As a result, many organizations dominated their industries. However, in the era of globalization, individuals with an internet connection and the right skills can start new organizations that can compete on a global level. Consequently, organizations now are facing more competition that they experienced in the past. Another reason for increase competition is new technology. Technology is improving increasingly faster than any time in history. Therefore, organizations that are not agile could not survive in the current environment.

Agile entities realize that they have to become flexible and nimble to withstand competition. Accordingly, the researcher in this study proposes an organizational agility model and this proposed model is the focus of the study. The proposed model significant arises from the fact that currently there are limited numbers of models that help organizations in becoming agile entities. The characteristics in this study were based on Worley and Lawler (2010) “Agility and Organization Design: A Diagnostic Framework”. The study conducted a survey utilizing an instrument developed by Dr. Worley and Dr. Lawler that contains 15 agility characteristics. The survey uses all 15 characteristics to determine if the organization is agile. In addition, the study utilizes three of the 15 agility characteristics to determent if a relationship occurs between the study variables.

This quantitative study examined the relationship between change capability, learning capability, shared leadership and organizational agility. Moreover, understanding these relationships could assist scholars and practitioners in producing change programs that emphasize certain behaviors that make an organization agile. The study surveyed 116 participants and found that focusing on change capability, learning capability and shared leadership could contribute in creating agile organizations. Consequently, after evaluating the study results, a new agility model emerged. This model shows that organizations can achieve agility by developing change capability, learning capability, shared leadership, shared purpose and flexible resources. Ultimately, achieving agility could help organizations compete and endure now and the future.

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Schmitz, Heidi Anne. "Degree of organizational change and job insecurity." CSUSB ScholarWorks, 1997. https://scholarworks.lib.csusb.edu/etd-project/1402.

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Chavez, Elisa. "The change equation| A correlation study of status quo bias in managers." Thesis, University of Phoenix, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10017972.

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The purpose of the research study was to predict managerial resistance to status quo bias given the presence of dissatisfaction, vision, and a process outlined for change in the environment. According to the 79 participants surveyed in the study, dissatisfaction, vision, and a process outlined for change provided a statistically significant model for predicting manager resistance to status quo bias for the sample studied. Leaders may be able to use the results of the study to determine manager readiness for change. However, at best the study found only 45.3% of the reasons that predict managerial resistance to status quo bias, providing an opportunity for future researchers to validate empirically other factors that may predict manager resistance to status quo bias.

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Barnett, Michelle L. "Organizational development: A comparison of individual and organizational level change." Thesis, University of North Texas, 2005. https://digital.library.unt.edu/ark:/67531/metadc4819/.

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Organizational change and development (OCD) has been studied by researchers to identify the effectiveness of change initiatives. Because of the broad scope of interventions in OCD, these studies have covered a range of areas including multiple interventions and the methodological rigor used by researchers. However, few have looked at organizational versus individual change within an organization, to examine whether individual change is more effective than organizational change. The purpose of this study is to determine if organizational change occurs in a top down or bottom up manner. A meta-analysis was conducted using 238 field experiments. Each study was coded for intervention and organizational outcome and for individual or organizational level variables. Effect sizes were calculated for each study, each level, and each level by intervention and outcome measure. Results indicate that while OCD interventions overall had a moderate effect size, the level of intervention or outcome was not a moderating variable.
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Phillips, Tobe M. "Individual Behavior Change in the Context of Organization Change: Towards Validation of the Transtheoretical Model of Change in an Organizational Environment." Thesis, University of North Texas, 2004. https://digital.library.unt.edu/ark:/67531/metadc4686/.

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A review of literature indicates limited effort to understand and explain employees' acclimation to, and adoption of, new behaviors required by organization change initiatives. Psychological theories of individual behavior change have, in restricted instances, been applied into organizational environments. The transtheoretical model of change (TTM) offers a comprehensive explanation of behavior change uniting multiple theories of individual change. TTM describes change as a series of stages that individual progress through before arriving at the decision to implement a change in behavior. Movement through the stages is facilitated by processes which increase the probability of a behavior change effort's success. The present research investigated the potential applicability of TTM for explaining individual level change within a new context, specifically, an organizational environment. To examine if individual change in the context of an organization occurs in the fashion described by TTM, measures of core TTM constructs were delivered to employees in a water department of a city in the American southwest. The water department was immersed in an organization change initiative necessitating individual behavior change by its employees. Results of TTM core construct measures and their relationships with each other and the stages of change were examined. Initial findings are indicative of TTM's potential applicability as a description of behavior change within an organizational context. Implications of these findings, potential applications, imitations of the current research, and recommendations for future research are discussed.
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Drummond, Geoffrey, and n/a. "Understanding organisation culture, leadership, conflict, and change." Swinburne University of Technology, 1996. http://adt.lib.swin.edu.au./public/adt-VSWT20060821.092317.

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While many studies have been carried out on organizational culture, leadership, conflict and change, mostly from an instrumentalist perspective, studies have left unanswered the question of how they are related. This thesis employs narrative theory and especially that of Ricoeur together with the social theory of Bourdieu. By considering organization culture (and its sub cultures) as being configured by multiple narratives; leaders as enacting or developing narratives; conflict as the attempt by one or more persons to impose their narratives on others as the correct interpretation of a given situation; and change as the adoption of new narratives it has been possible to impart new understandings to these concepts. Extensions are offered of the narrative theory of Ricoeur and the social theory of Bourdieu (which has strong implications for culture and the operation of power). They are then combined and applied to a narrative presentation of empirical data. This new or extended theory has powerful explanatory value with regard to the relationship between the chosen organisational aspects. Emphasis is given to the dynamic interplay which prevails between the individual (habitus) and the organisation (field).
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AlDossari, Sultan. "Overcoming resistance to change in Saudi Arabian organizations| A correlation study between resistance to change and organizational justice." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10251268.

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After 12 years of negotiation, Saudi Arabia joined the World Trade Organization (WTO) in 2005. The impact of joining the WTO has caused many Saudi organizations to change some of their old ways to keep up with competition from all around the world. Foreign investments created a healthy competition that encouraged Saudi Arabian organizations to change, adapt, and thrive in the market. With the need for change, Saudi Arabian organizations are facing employees’ resistance for unknown reasons. The purpose of this study was to analyze the reasons behind resistance to change in Saudi Arabian organizations and suggest approaches to minimize resistance and facilitate successful organizational change. Many researchers have found a relationship between organizational justice and employees’ behavior, especially during organizational change. Additionally, Saudi Arabian culture influences employees’ behavior towards change. Therefore, this correlational study examine the relationship between resistance to change and organizational justice, as well as the relationship between resistance to change and demographic measures in one Saudi Arabian organization. The scales that were used in this study are pre-existing and have been tested for validity and reliability. To measure resistance to change, the researcher used Oreg’s (2003) Resistance to Change Scale, which divides resistance to change into four factors (routine seeking, emotional reaction, short-term focus, and cognitive rigidity), and Colquitt’s (2001) Organizational Justice Scale, which divides organizational into four dimensions (distributive, procedural, interpersonal, and informational). A total of 55 completed surveys were collected with 76.4% male respondents, and 85.5% under the age of 40 years old, which showed how young and male dominant the workforce is in Saudi Arabia. The study concluded that the organizational justice dimensions of procedural and interpersonal justice have a negative significant relationship with employees’ resistance, especially the short-term focus factor. Moreover, from the demographic measures, the age factor also had a significant negative relationship with resistance to change, mostly with the short-term focus factor.

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Books on the topic "Organizational behavior; Organizational change"

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Behavior and organizational change. Reno, Nev: Center for Basque Studies, 2011.

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Hek, Jaap van 't, 1953-, ed. Why organizational change fails: Robustness, tenacity and change in organizations. New York: Routledge, 2011.

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Argyris, Chris. Overcoming organizational defenses: Facilitating organizational learning. Upper Saddle River, NJ: Prentice Hall, 1990.

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Overcoming organizational defenses: Facilitating organizational learning. Boston: Allyn and Bacon, 1990.

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Argyris, Chris. Overcoming organizational defenses: Facilitating organizational learning. Boston: Allynand Bacon, 1990.

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Reznik, Semen. Organizational behavior. ru: INFRA-M Academic Publishing LLC., 2020. http://dx.doi.org/10.12737/1089957.

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The textbook discusses the processes of managing the labor behavior of personnel in a modern organization. Special attention is paid to the qualities and competencies of the Manager, organizational and administrative and socio-psychological methods of management, relationships with subordinates and managers, delegation of authority, conflict management, formation of the Manager's team, leadership, change management and reputation of the organization. Meets the requirements of the Federal state educational standards of higher education of the latest generation. For students studying in the areas of training "personnel Management", "Economics", "Management".
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Michelson, Grant, Cliff Oswick, David Grant, and Nick Wailes. Discourse and organizational change. Bradford, England: Emerald Group Publishing, 2005.

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The irrational organization: Irrationality as a basis for organizational action and change. 2nd ed. Bergen, Norway: Fagbokforlaget, 2000.

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The irrational organization: Irrationality as a basis for organizational action and change. Chichester [West Sussex]: Wiley, 1985.

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Head, Thomas C. Organization behavior and change: Managing human resources for organizational effectiveness. Champaign, Ill: Stipes Pub., 1996.

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Book chapters on the topic "Organizational behavior; Organizational change"

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Champoux, Joseph E. "Organizational Change and Development." In Organizational Behavior, 461–82. Sixth edition. | New York, NY : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003000587-27.

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Wagner, John A., and John R. Hollenbeck. "Culture, Change, and Organization Development." In Organizational Behavior, 369–97. Third Edition. | New York : Routledge, 2021. | Revised edition of the authors’ Organizational behavior, 2015.: Routledge, 2020. http://dx.doi.org/10.4324/9781003009580-18.

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Barnhill, Christopher R., Natalie L. Smith, and Brent D. Oja. "Organizational Change." In Organizational Behavior in Sport Management, 81–90. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-67612-4_8.

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Kaplan, Leslie S., and William A. Owings. "Leading Organizational Change/Organizational Learning." In Organizational Behavior for School Leadership, 139–71. New York, NY : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315669502-5.

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Ross, Stanley C. "Change Management in Organizations." In Organizational Behavior Today, 163–84. 1 Edition. | New York: Routledge, 2021.: Routledge, 2021. http://dx.doi.org/10.4324/9781003142119-12.

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Malott, Maria E. "Paradox of Organizational Change." In Applied Behavior Science in Organizations, 129–60. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003198949-6.

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Kaplan, Howard B. "Executive Director Role Behavior and the Implementation of Program Change." In Organizational Innovation, 35–89. Boston, MA: Springer US, 2003. http://dx.doi.org/10.1007/978-1-4615-0151-0_4.

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Fineman, Stephen. "Change in Organizations." In Analyzing Organizational Behaviour, 228–50. London: Macmillan Education UK, 1991. http://dx.doi.org/10.1007/978-1-349-21542-3_11.

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Kaplan, Howard B. "Role Behavior of the Board of Directors and the Implementation of Program Change." In Organizational Innovation, 113–18. Boston, MA: Springer US, 2003. http://dx.doi.org/10.1007/978-1-4615-0151-0_7.

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Kaplan, Howard B. "Board Member Perceptions of Executive Director Role Behavior and the Implementation of Program Change." In Organizational Innovation, 101–12. Boston, MA: Springer US, 2003. http://dx.doi.org/10.1007/978-1-4615-0151-0_6.

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Conference papers on the topic "Organizational behavior; Organizational change"

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Al Majzoub, Khaled, and Vida Davidavičienė. "ORGANIZATION BEHAVIOR CHANGES CAUSED BY INFORMATION AND COMMUNICATION TECHNOLOGIES." In Business and Management 2018. VGTU Technika, 2018. http://dx.doi.org/10.3846/bm.2018.15.

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The development and use of Information and communication technology(ICT) is growing at a rapid speed across the world. The number of internet (as well as other technologies) users increased by 27,750% from 1993 (14 million) until 2017 (3,885,567,619) users according to internetworldstats. ICT is becoming essentials in all organization, and organizations cannot survive or compete without using these technologies. Although some researches were done on the effects of these technologies on organizations behaviours, they still in initial stages. The following article examine the effect of ICT on organizational behaviours, especially on Organizational Design how ICT changes the organizational structure and what are the organizations formed, Intelligence in what way knowledge is created and strategically used, and Decision Making how it will affect the speed and accuracy of decision making. Methods used in the article are scientific literature analysis, synthesis and comparison.
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Conger, Dorian S. "Can Safety Culture Be This Important?" In 2014 22nd International Conference on Nuclear Engineering. American Society of Mechanical Engineers, 2014. http://dx.doi.org/10.1115/icone22-31241.

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Organizational culture has been extensively studied since the 1950’s. The research consistently demonstrates that an organization’s culture has a direct and immediate impact on the behaviors of the people working within the organization. For many years, the culture of an organization was not a part of the evaluation process when performance deficiencies or incidents were evaluated. In some instances, organizations were even told specifically that such ‘soft’ issues were not to be considered. Now, it seems that the pendulum has swung completely in the opposite direction. Organizations are encouraged and sometimes even required to consider safety culture contributions to performance problems and accidents/incidents. Few systematic methods exist to evaluate the contributions of safety culture to incident and accidents as part of a root cause analysis. This paper explores several questions related to the importance of safety culture and how it can be evaluated and changed for the betterment of the organization(s) involved. Some of the critical questions are: 1) How is it possible that safety culture has become so important in evaluating the performance of an organization? 2) Whether in terms of deficiencies or accident/incidents — can safety culture be reliably measured, particularly during a root cause analysis? 3) If it can be measured, how can it be changed? 4) Does organizational culture change have to take years to accomplish?
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Younas, Amjad, Daoping Wang, Basharat Javed, and Aboubacar Garba Konte. "Inclusive Leadership and Change-oriented Organizational Citizenship Behavior." In ICMSS 2020: 2020 4th International Conference on Management Engineering, Software Engineering and Service Sciences. New York, NY, USA: ACM, 2020. http://dx.doi.org/10.1145/3380625.3380652.

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He, Jian-jia, Chun-ming Ye, and Fu-yuan Xu. "A Study on Organizational Change and Human Behavior in the Process of Organization Information Reform." In 2010 International Conference on Management and Service Science (MASS 2010). IEEE, 2010. http://dx.doi.org/10.1109/icmss.2010.5578116.

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George Saadé, Raafat, and James Wan. "Proposing an Integrated Change Management Model for the United Nations." In InSITE 2017: Informing Science + IT Education Conferences: Vietnam. Informing Science Institute, 2017. http://dx.doi.org/10.28945/3776.

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Aim/Purpose: Using United Nations as the backdrop, this article present a theory-based conceptual model. The results of this empirical study also identify the most influence factors to the success of change management to the United Nations. Background: In 2000, the issue of management reform started taking center stage in the United Nations, and change efforts were presented to various governing bodies regularly as an indicator of organizational performance. However, existing change theories put many efforts on addressing the institutional management and behavior problems. Only a few answered the phenomenon existing in the U.N. context. Methodology: Using the data collected from seven United Nations organizations, we assess the psychometric properties of validated survey items, followed by EFA and then CFA. Contribution: Change management in the United Nations context is rarely being studied. Fifteen items in five constructs describing impact factors for current change process in the United Nations are derived. Findings This article identified five factors, including Communication, Transparency, Culture, Participation, and Resistance, that are the most influence factors with implication to change and change management in the United Nations. Recommendations for Practitioners: To United Nations management professionals, they should not only emphasize on the implementations of the change process, but also, as our findings clearly show, on institutional pressures such as culture. However, the results of this study also show that putting efforts on clear organization’s objectives and procedure, smooth improvement process in place, transparency with the encouragement of staff participation, will significantly reduce such impact from the resistance of staff. Recommendation for Researchers: The U.N. context is changing today at a faster rate. The U.N. is rarely being studied. Organizational theories applied to management frameworks provide great opportunity for research. These studies can also investigate management theories as they apply to the various types of U.N. organizations such specialized ones and other NGOs. Impact on Society: As one of the biggest players in the international political and economic stage with a significant influence on the stability of global society, this study introduces an understanding of this political nature body that does not only benefit the knowledge of the organization but also indirectly impacts on the sustainability of the global community in the long run. Future Research: This research makes significant implications for future studies in the change management theory from an integrated view in the context of the United Nations. That could attract more attention further on an integration of strategic management, the cohesive methodology of project management practices as well as assimilated performance management research from within the U.N. system.
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Jednak, Sandra. "Adapting Business to Sustainable Development and New Technology." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.81.

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Different internal and external causes make differences in doing business. Changes within an organization may be caused by mergers and acquisitions, crises, organizational culture, and application of new technology, but also by external changes such as sustainable development, digitalization, and COVID19. Changes in business environment affect the change in behaviour, competencies and values as well as in business activities, all in order to achieve organizational goals. Sustainable development brings sustainable practice into business. Each organization considers economic, social, and environmental dimensions of their business and implementation of ESG (environment, social, and governance) criteria. Digitalization affects business by adapting and combining different technologies that provide the creation of new products/services, processes, decisions, relations between companies, employees and customers, and business performance. There are also relations between the causes. Digitalization impacts sustainability and vice versa. Moreover, sustainable development and digitalization influence how an organization adapts and runs its business.
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Ahuja, Inderpreet Singh, J. S. Khamba, and Rajesh Choudhary. "Improved Organizational Behavior Through Strategic Total Productive Maintenance Implementation." In ASME 2006 International Mechanical Engineering Congress and Exposition. ASMEDC, 2006. http://dx.doi.org/10.1115/imece2006-15783.

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The manufacturing industry has experienced an unprecedented degree of change in the highly competitive and dynamics manufacturing scenario. Recent competitive trends have been pushing manufacturing executives to reconsider the impact and importance of increasing equipment availability and utilization, maintenance productivity and resource utilization, and increasing quality and responsiveness of maintenance services in meeting overall goals to achieve World Class status. TPM has been envisioned as an effective tool in the quest for achieving the world class status and meeting the ever increasing competition. This paper elaborates the contribution of TPM implementation towards improvement in organizational behavior in the Indian process industry in the quest to attain world-class competitiveness and sustainability efforts. The case study of TPM implementation though team building in Indian process industry has been brought out through the presentation of TPM benefits at the Hot Strip Mill division at a steel manufacturing company. The various aspects of TPM implementation have also been illustrated with the help of a case study.
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Kazmi, Syeda Asiya Zenab, and Marja Naarananoja. "Comparative approaches of key change management models – a fine assortment to pick from as per situational needs!" In 3rd Annual International Conference on Business Strategy and Organizational Behaviour (BizStrategy 2013). Global Science and Technology Forum Pte Ltd, 2013. http://dx.doi.org/10.5176/2251-1970_bizstrategy13.41.

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Wozir, Abdulahi Efrah, and Fan Luo. "Transformation Leadership, Employees’ Motivation and Behavioral Support for Organizational Change." In The Second International Symposium on Management and Social Sciences (ISMSS 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.201202.110.

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Guerola-Navarro, Vicente, Raul Oltra-Badenes, Hermenegildo Gil-Gomez, and Maria Herrero-Casanova. "EXPERIENCE OF EXTERNAL COLLABORATION IN “ORGANIZATIONAL BEHAVIOR AND CHANGE MANAGEMENT” SUBJECT IN PRACTICAL LESSON." In 12th annual International Conference of Education, Research and Innovation. IATED, 2019. http://dx.doi.org/10.21125/iceri.2019.0113.

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Reports on the topic "Organizational behavior; Organizational change"

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Caliendo, Lorenzo, Ferdinando Monte, and Esteban Rossi-Hansberg. Exporting and Organizational Change. Cambridge, MA: National Bureau of Economic Research, July 2017. http://dx.doi.org/10.3386/w23630.

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Blunck, Paula. Perceived Communication During Organizational Change. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.6602.

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Bauer, Travis L., and Tom Rego Brounstein. Inferring Organizational Structure from Behavior. Office of Scientific and Technical Information (OSTI), February 2015. http://dx.doi.org/10.2172/1494636.

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Edwards, Dominick L. Spouse Influence in Army Organizational Change. Fort Belvoir, VA: Defense Technical Information Center, January 2008. http://dx.doi.org/10.21236/ada505495.

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Carlson, Scott M. Defeat: A Motivation for Organizational Change? Fort Belvoir, VA: Defense Technical Information Center, March 2007. http://dx.doi.org/10.21236/ada468391.

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Cupo, Douglas E. Strategic Organizational Change. Innovative Organizational and Job Designs to Improve Future Productivity and Operational Effectiveness. Fort Belvoir, VA: Defense Technical Information Center, April 1996. http://dx.doi.org/10.21236/ada309093.

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Teister, Keith J. Organizational Change for the United States Armed Forces. Fort Belvoir, VA: Defense Technical Information Center, May 2004. http://dx.doi.org/10.21236/ada435834.

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Murrell, Emily. Organizational Culture Change Resulting From Human Resources Outsourcing. Portland State University Library, January 2015. http://dx.doi.org/10.15760/honors.144.

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Gould, Michael G. Strategic Leadership and Organizational Change: Challenges in Army Transformation. Fort Belvoir, VA: Defense Technical Information Center, April 2002. http://dx.doi.org/10.21236/ada404498.

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Johnson, Craig L. Transformation of Installation Management: An Analysis of Organizational Change. Fort Belvoir, VA: Defense Technical Information Center, March 2006. http://dx.doi.org/10.21236/ada448585.

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