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

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Published: 4 June 2021

Last updated: 11 February 2022

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1

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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Vakola, Maria, and Ioannis Nikolaou. "Attitudes towards organizational change." Employee Relations 27, no. 2 (April 2005): 160–74. http://dx.doi.org/10.1108/01425450510572685.

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Lewis, Dianne S. "Organizational Change: Relationship between Reactions, Behaviour and Organizational Performance." Journal of Organizational Change Management 7, no. 5 (October 1994): 41–55. http://dx.doi.org/10.1108/09534819410068912.

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Hassan, Mostafa Kamal, and Samar Mouakket. "ERP and organizational change." International Journal of Organizational Analysis 24, no. 3 (July 11, 2016): 487–515. http://dx.doi.org/10.1108/ijoa-05-2014-0760.

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Purpose The study aims to explore the processes of implementing an enterprise resource planning (ERP) system in a public service organization operating in an emerging market economy, namely, the United Arab Emirates (UAE). Design/methodology/approach The study draws on Laughlin’s (1991) model of organizational change to highlight how the introduction of an ERP system, particularly its accounting modules, disrupted the adopting organization’s modes of thinking and its members’ practices. It uses a case study methodology. Data collection methods included semistructured interviews, documentary evidence and personal observation. Findings The case study findings show that despite implementation and customization problems, the organization’s employees were forced to use the ERP system. The findings also highlight how the ERP system was acted upon to mobilize the organization’s members toward a new era of information technology. However, the misfit between pre- and post-ERP system accounting practices led to some organizational members to form absorbing groups that questioned accounting-based ERP system organizational changes. The top management’s persistent desire to adopt the ERP system through forcing the organization’s employees to use the system’s modules led the organization to undergo what Laughlin (1991) calls “colonization” organizational change. Research limitation/implications The use of a case study methodology inherently limits the generalizability of the study’s findings. The case study was carried out over a relatively short timeframe, namely, ten months. Therefore, the use of a longitudinal case study to examine accounting-based ERP organizational change is recommended. Practical implications The study provides insights that can assist top management in formulating organizational change strategies. It also provides insights about emerging economies’ regulatory particularities that influence ERP system implementation. Originality/value The study is one of the first studies that utilizes Laughlin’s (1991) model of organizational change to examine accounting-based ERP organizational change in an emerging market economy.

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Islam, M. Nazmul, Aida Idris, and Fumitaka Furuoka. "Dynamic Forces of Amplifying Employee Change Supportive Behavior." International Journal of Asian Business and Information Management 12, no. 3 (July 2021): 1–18. http://dx.doi.org/10.4018/ijabim.20210701.oa27.

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Managing organizational change is one of the difficult tasks for every organization. Researchers and practitioners around the world indicated that due to the uncertainty and complexity associated with organizational change, an employee feels fear and cynicism to involve in the organizational change process which causes failure in the majority of the organizational change initiatives. Contemporary literature highlighted the effectiveness of employee championing behavior for managing organizational change successfully. Therefore, this study collected data from 379 employees working in Bangladesh’s banking sector to explore the different dynamics forces such as transformational leadership, trust in leadership, organizational alignment and work engagement to enhance employee championing behavior in the context of organizational change. The outcome of this study shows that all dynamic forces significantly affected the employee championing behavior during organizational change.

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Diab, Gehan Mohammed, Sanaa M. Safan, and Huda M. Bakeer. "Organizational change readiness and manager' behavior in managing change." Journal of Nursing Education and Practice 8, no. 7 (March 7, 2018): 68. http://dx.doi.org/10.5430/jnep.v8n7p68.

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Background and objective: Organizational readiness refers to organizational members’ change commitment and change efficacy to implement organizational change and confidence in their accumulative abilities to do so. The aim of the study was to assess the nurse managers’ behavior in managing change, and the level of the organizational change readiness at selected hospitals at Menofia Governorate.Methods: Design: A descriptive cross-sectional design was used. Setting: The study was conducted at two hospitals, namely University Hospital and Shebin El-Kom Teaching Hospital, in Menofia Governorate, Egypt. Subjects: It consisted of two groups, Group 1: A convenience sample of 136 staff nurses (67 staff nurses from Menofia University Hospital, and 69 from Shebin El-Kom Teaching Hospital), Group 2: All nurse manager available on the time of the study (31 from Menofia University Hospitals, and 30 from Shebin El-Kom Teaching Hospital). Tools: a) Tool one: Change management process Questionnaire, b) Tool two: Change Readiness Assessment Scale.Results: More than half of the nurse managers reported that they have a good behavior in managing change in the organization, while the staff nurses reported that their managers had a bad behavior during the change process. Organizational readiness level was higher in University hospitals than in Teaching hospital as perceived by the study subjects.Conclusions: The nurse managers and staff nurses reported that the organization had a bad readiness level to change. Additionally there was a positive correlation between organizational readiness and manager behavior in managing change. Recommendations: Organization should have a readiness for change to support the change process by possessing the right resources and conditions, a clear insights and goals for the intended change and have the inventiveness, behavior to participate with the change and develop work. Also, agents of change chiefs and management must need to drive a strong reaction for change from the stakeholders that leads to highest performance improvement.

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Furxhi, Gentisa. "Employee’s Resistance and Organizational Change Factors." European Journal of Business and Management Research 6, no. 2 (March 12, 2021): 30–32. http://dx.doi.org/10.24018/ejbmr.2021.6.2.759.

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Organizations need to change due to challenges they are facing caused by the dynamic environment where they operate. Also, organizations undertake changes because they have new ideas to improve their performance. So, organizational changes are imposed by factors of external or internal environment. The aim of every change is to improve organizational performance by increasing its effectiveness. Sometimes, changes are proposed during crises time. In crisis’s situation, organizations need to cut their costs, and the most common change is reducing staff. In every situation, change is something new for employees. Change affect employees because they are going to implement it. They can show positive attitude/behavior (readiness to change) or negative attitude/behavior (resistance to change) to proposed change. When employees show positive attitude, they agree on change and they are motivated to implement it. On the other hand, negative attitudes reflect that employees do not agree to organizational change. They are not motivated to involve in organizational change and sometimes they refuse it. Change managers are interested to have employees which are motivated and opened to change because this can lead to a successful change management process. On the other side, resistance to change can lead to the failure of change, because resistance may create costs and delays into change management process. This paper will explain which factors impose organizations to undertake changes time to time. Also, it will analyze how employees behave during organizational change. The aim of this paper is to explain why employees resist to organizational change and how can change managers reduce employees resistance.

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Riggar, T. F., and Geraldine Hansen. "Problem Solving, Performance Based Continuing Education." Journal of Applied Rehabilitation Counseling 17, no. 2 (June 1, 1986): 47–50. http://dx.doi.org/10.1891/0047-2220.17.2.47.

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A problem solving, performance based continuing educational approach to organizational and developmental problem solving. Collectively, the RRCEP, individual organizational training and other services, will assess the organization's performance needs. Subsequently, appropriate continuing education intervention models will be cooperatively implemented to meet needs and change behavior throughout Region V.

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Wolf, William B. "Book Review: Human Resources, Personnel, and Organizational Behavior: Encyclopedia of Organizational Change Methods." ILR Review 42, no. 2 (January 1989): 308–9. http://dx.doi.org/10.1177/001979398904200225.

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19

Yawson, Robert M. "Organizational change: themes and issues." Human Resource Development International 14, no. 3 (July 2011): 363–66. http://dx.doi.org/10.1080/13678868.2011.585072.

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Krogh, Simon. "Anticipation of organizational change." Journal of Organizational Change Management 31, no. 6 (October 1, 2018): 1271–82. http://dx.doi.org/10.1108/jocm-03-2017-0085.

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Purpose Existing research on the organizational implications of the introduction of new information technology (IT) has neglected to focus on the anticipation of organizational change. In this paper, the author examines the extended pre-implementation phase prior to the introduction of the largest-ever health IT (HIT) implementation in Denmark. The purpose of this paper is to expand the conceptualization of organizational change to include the neglected pre-implementation phase preceding large-scale organizational change projects. Design/methodology/approach The research is based on qualitative data consisting of interviews, documents and observations gathered during a three-year research project in the Danish health sector. An important source of methodical inspiration has been grounded theory, which has allowed the pertinent interview themes to evolve and allowed for the gradual development of a theoretical framework. Findings The main finding of this paper is that the anticipatory pre-implementation phase is not simply passive waiting time for organizational members. Evidence from a three-year research project demonstrates how organizational members engage in recurring patterns of sensemaking, positioning and scripting of possible futures in preparation for the organizational changes that next generation HIT imposes. The study argues that resistance to organizational change may be better understood as resistance to having to give up institutionalized rights and responsibilities. Originality/value The paper offers a conceptual model—the anticipation cycle—that enables the systematic analysis of the relational mechanisms at work when organizational members are preparing for pending organizational change. Early analysis based on the anticipation cycle enables organizations and scholars to bring previously black-boxed anticipatory patterns into the equation of organizational change.

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Garratt, Bob. "Organizational change, learning and metrics: hard and soft ways to effective organizational change." Development and Learning in Organizations: An International Journal 19, no. 6 (December 2005): 4–6. http://dx.doi.org/10.1108/14777280510624231.

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Sánchez, Carol M. "Special Issue: Global Organizational Change." Performance Improvement Quarterly 13, no. 2 (October 22, 2008): 6–8. http://dx.doi.org/10.1111/j.1937-8327.2000.tb00161.x.

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Cunningham, George B. "Managing Medical Organizational Change." Journal of Sport Management 15, no. 4 (October 2001): 380–82. http://dx.doi.org/10.1123/jsm.15.4.380.

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Weber, Paula S., and James E. Weber. "Changes in employee perceptions during organizational change." Leadership & Organization Development Journal 22, no. 6 (September 2001): 291–300. http://dx.doi.org/10.1108/01437730110403222.

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W. Adda, Harnida, Syahir Natsir, and Niluh Putu Evvy Rossanty. "Employee perceptions towards organizational change and leadership in the banking industry." Banks and Bank Systems 14, no. 3 (September 23, 2019): 113–20. http://dx.doi.org/10.21511/bbs.14(3).2019.10.

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Organizational change involves participation of leaders, employees, structures, and systems as a strategy in anticipating and adapting to environmental changes. Leadership as a reflection of leaders’ behavior in managing organizations not only influences the policy and decision making but also indicates the approach to all members as the most important element in achieving organizational goals. This study explores perceptions of employees toward the implementation of organizational change and leadership in two leading banks in Palu City, namely, PT Bank Negara Indonesia (Persero) Tbk (BNI) and PT Bank Syariah Mandiri (BSM). The sample is purposively determined by 48 people, with 24 employees in each bank. This study is conducted using a quantitative approach with descriptive statistical data analysis and analyzed descriptively. Then it is tested with the Independent Sample T-Test. The results show that there are no differences in perceptions of employees regarding organizational change despite their experience on different levels of change, but reveal different perceptions in a leadership aspect. Organizational change at BNI is at the moving stage, while BSM has been in the last stage of organizational change, namely refreezing. The difference in leadership behavior between these two banks is very significant. Leadership at BNI is charismatic by giving idealized influence, while BSM prioritizes inspirational motivation.

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Fay, Doris, and Harald Lührmann. "Current themes in organizational change." European Journal of Work and Organizational Psychology 13, no. 2 (June 2004): 113–19. http://dx.doi.org/10.1080/13594320444000029.

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Nadia, Fiona Niska Dinda, Badri Munir Sukoco, Ely Susanto, Ahmad Rizki Sridadi, and Reza Ashari Nasution. "Discomfort and organizational change as a part of becoming a world-class university." International Journal of Educational Management 34, no. 8 (April 22, 2020): 1265–87. http://dx.doi.org/10.1108/ijem-09-2019-0348.

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PurposeThis study examined organizational change in universities as it relates to discomfort among the organization's members.Design/methodology/approachUsing the critical incident technique (CIT), data was collected from the informants in an Indonesian public university that had been mandated by the government to enter the top 500 world university ranking. This would make it a “World-Class” university.FindingsThe findings describe the causes, courses and consequences of the discomfort felt in response to the organizational change in the university context. The causes of discomfort were categorized as a fear of loss, organizational culture, systems and policies, work overload and a lack of resources. Discomfort can manifest through negative affective, cognition and behavioral tendencies. Meanwhile, the consequences result in active and passive participation in the process of the organizational change itself.Originality/valueDiscomfort with organizational change is a new variable that has rarely been explored, thus it requires testing and validation using different methods and contexts, as offered by this study. We have also shown that in the initial stage of organizational change (unfreezing), discomfort will always emerge that must be immediately managed in order not to trigger resistance to change. Furthermore, this study exhibits the use of the critical incident technique in the context of organizational change. Finally, we offer comprehensive views by exhibiting the causes, the reactions shown and the consequences of discomfort with the change.

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O’Hara, Suzanne. "Organizational change through individual learning." Career Development International 1, no. 4 (July 1996): 38–41. http://dx.doi.org/10.1108/13620439610124729.

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Reardon, Robert F. "Informal learning after organizational change." Journal of Workplace Learning 16, no. 7 (October 2004): 385–95. http://dx.doi.org/10.1108/13665620410558288.

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Meyer, C. Kenneth, Richard B. Strong, and Jeffrey A. Geerts. "Eupsychian Management: Organizational Change, Behavior, Motivation, And Trust." Journal of Business Case Studies (JBCS) 10, no. 2 (March 28, 2014): 165–74. http://dx.doi.org/10.19030/jbcs.v10i2.8505.

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Bayter, Mustafa. "Change and development of organizational behavior information centers." International Journal of Social Sciences and Education Research 2, no. 4 (October 1, 2016): 1362–72. http://dx.doi.org/10.24289/ijsser.279011.

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Gioia, Dennis A., Shubha D. Patvardhan, Aimee L. Hamilton, and Kevin G. Corley. "Organizational Identity Formation and Change." Academy of Management Annals 7, no. 1 (June 2013): 123–93. http://dx.doi.org/10.5465/19416520.2013.762225.

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Gioia, Dennis A., Shubha D. Patvardhan, Aimee L. Hamilton, and Kevin G. Corley. "Organizational Identity Formation and Change." Academy of Management Annals 7, no. 1 (June 2013): 123–93. http://dx.doi.org/10.1080/19416520.2013.762225.

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M. Taylor, Colette, Casey J. Cornelius, and Kate Colvin. "Visionary leadership and its relationship to organizational effectiveness." Leadership & Organization Development Journal 35, no. 6 (July 29, 2014): 566–83. http://dx.doi.org/10.1108/lodj-10-2012-0130.

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Purpose – The purpose of this paper is to investigate the relationship between visionary leadership and the perception of organizational effectiveness in nonprofit organizations. Leaders with high levels of transformational leadership were predicted to be reported as having more effective organizations. Design/methodology/approach – Data from 135 executive organizational leaders and 221 of their subordinates were collected from 52 various nonprofit organizations across USA. Leaders completed measures of leadership behavior and perceived organizational effectiveness, while followers provided ratings of their perspective leaders’ leadership style, organizational effectiveness, and organizational change magnitude. Findings – Significant relationships were found between visionary leadership and perceived organizational effectiveness. Regression analysis also showed some significant correlations between high leadership behaviors and perceived organizational effectiveness. Visionary leaders with high leadership skills facilitated the greatest perceived organizational effectiveness in their respective organizations. Practical implications – Leaders wishing to improve their organization's effectiveness may wish to adopt a visionary leadership style. Visionary leaders develop practices through executive training and development that would hone their skills to significantly impact organizational effectiveness. Originality/value – This paper contributes to the existing literature focussed on the relationship between leadership styles and organizational effectiveness. Different aspects of these variables were tested in order to provide a wider and more comprehensive understanding of the factors affecting nonprofit organizations and their employees.

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Bauer, Thomas K., and Stefan Bender. "Technological change, organizational change, and job turnover." Labour Economics 11, no. 3 (June 2004): 265–91. http://dx.doi.org/10.1016/j.labeco.2003.09.004.

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Kusumajati, Dian Anggraini. "Organizational Citizenship Behavior (OCB) Karyawan pada Perusahaan." Humaniora 5, no. 1 (April 30, 2014): 62. http://dx.doi.org/10.21512/humaniora.v5i1.2981.

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Human resources are the most important asset in a company to get success of an organization/company. Many organizations face challenges such as how organizations respond to change from external and adapt to internal environment of organization. In this case OCB can increase organizational performance, because this behavior is the "oil" of social machine of the organization. In other words, with this behavior in social interaction the member from organization can be smooth, reduce disputes, and improve efficiency. OCB is a voluntary behavior that exceeds workers’ basic needs such as helping co-workers and courteous to others, which benefit an organization, and does not relate to the compensation system. The dimensions of OCB consist of altruism, conscientiousness, sportsmanship, courtesy, civic virtue. The factors affect the OCB, namely: culture and climate, personality and mood, organizational support, quality of interaction superiors and subordinates, tenure and gender. Implications of OCB are quality of service, performance groups, and turnover. The benefits from OCB to the company are improving the productivity of co-workers, increasing managers’ productivity, saving management’s and organization’s resources, saving energy resources to maintain the group function, to be an effective facility to coordinate the activities of the working groups, improving the ability from organization to attract and maintain best employees, improving the stability of organizational performance, and enhancing the organization's ability to adapt environmental changes. It can be said that if the company wants to increase employee’s OCB, the company should pay attention to the factors that influence employee’s OCB and OCB implications to the company.

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Lysova, Evgenia I., Julia Richardson, Svetlana N. Khapova, and Paul G. W. Jansen. "Change-supportive employee behavior: a career identity explanation." Career Development International 20, no. 1 (February 9, 2015): 38–62. http://dx.doi.org/10.1108/cdi-03-2014-0042.

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Purpose – The purpose of this paper is to explore how career identity informs employees’ willingness to engage in organizational change initiatives. Design/methodology/approach – The paper draws on the findings of a qualitative case study exploring the experiences of 29 employees involved in a planned “bottom-up” organizational change initiative. At the time of the study, all interviewees were employed in a Dutch non-profit organization. Findings – Drawing on protean career theory and the literature on other-oriented work values, we show that career identity informs both how employees make sense of the respective organizational change and their willingness to engage in it. The authors found that proactive career behavior and a focus on other-oriented work values inform higher levels of employees’ engagement in the change, while passive career behavior and self-centered work values inform employees’ lower levels of involvement in the change initiative. Based on the findings, the authors conclude this paper with a conceptual model which captures the cyclical relationship between career identity and employees’ willingness to engage in organizational change initiatives. Research limitations/implications – Future research should consider both the individual characteristics of employees involved in change initiatives and content or contextual factors when exploring willingness to engage with change. Practical implications – Organizational change consultants and managers need to be aware of the influence of career identity on employees’ willingness to engage in organizational change and use this information during the implementation of change initiatives. Originality/value – The paper explores employees’ willingness to engage with organizational change initiatives through the lens of career identity.

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Barczak, Gloria, Charles Smith, and David Wilemon. "Managing large-scale organizational change." Organizational Dynamics 16, no. 1 (September 1987): 23–35. http://dx.doi.org/10.1016/0090-2616(87)90030-1.

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Jordan, Willabeth. "The challenge of organizational change." Organizational Dynamics 21, no. 3 (December 1993): 73–74. http://dx.doi.org/10.1016/0090-2616(93)90072-9.

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Dramnescu, Marin. "Mental Health and Ethical Issues in Cultural and Organizational Change." Mental Health: Global Challenges Journal 4, no. 2 (November 2, 2020): 56–64. http://dx.doi.org/10.32437/mhgcj.v4i2.97.

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Introduction. Human behavior and by extension and organizational behavior becomes intelligible, adaptable and with the possibility of optimization if analyzed from the perspective of development and bio-psychological evolution of the human individual. In his bio-psycho-social evolution, the human individual goes through stages with specific needs, being equipped with specific tools, necessary to satisfy those needs. Purpose. The results of the researches in the field of neurosciences, interpreted in epigenetic and psychological key, offer necessary solutions in the optimization and efficiency of the organizational life. On the other hand, new perspectives open up in understanding interpersonal behavior and relationships, with potential for use in organizational dynamics Methodology. Each stage of the development of the human brain implies the manifestations of behavior, specific to those stages. The creation of an explanatory model based on the interpretation of the functioning of the human brain and on the analogy between its dynamics and concrete, observable behavior's, deepens the knowledge of the individual on his way to becoming a human being Results, Discussion and Conclusion. The concepts of Human Being 1.0, 2.0 and 3.0 are closely related to the organization and functioning of the human brain. They describe the type of needs specific to each component level of the brain, needs that determine and motivate human behavior, the rewards associated with their satisfaction, which strengthen behaviors, and the evolutionary hypostasis of human behavior in relation to values and moral principles. The experimentation of soft skills takes place only by respecting certain conditions that meet the specific needs of employees but especially by ensuring the framework of manifestation of Human being 3.0 through self-control of intention, proactive attitude and building a moral architecture to guarantee its achievement

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Rosenberg, Duska. "Interactions, Technology, and Organizational Change." Emergence 2, no. 3 (September 2000): 68–77. http://dx.doi.org/10.1207/s15327000em0203_06.

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Wolf, William B., and Andrzej Huczynski. "Encyclopedia of Organizational Change Methods." Industrial and Labor Relations Review 42, no. 2 (January 1989): 308. http://dx.doi.org/10.2307/2523376.

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McKinlay, Alan, and Ken Starkey. "Competitive Strategies and Organizational Change." Organization Studies 9, no. 4 (October 1988): 555–71. http://dx.doi.org/10.1177/017084068800900406.

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The debates about organizational responses to economic crisis have focussed on the need for strategic and structural realignment. Work organization is rarely considered as an integral element of competitive strategy. Current shifts in the contours of previously stable mass markets and product and process innovation demand equally profound organizational change to maintain competitiveness. In this context maintaining or regaining competitive advantage is critically dependent upon striking an optimal balance between maximizing the productivity and versatility of work organization. We examine the impetus, dynamics and impact of pervasive change processes in three contrasting organizations, Pilkingtons, Rank Xerox and Ford U.K. While Pilkingtons relied entirely upon existing managerial expertise, the latter two companies were distinctive in that they drew vital conceptual elements of their change agendas from their organizational links with, respectively, a Japanese and American company. From these case studies we conclude that significant business turnarounds were achieved by these companies because strategic choice, work organization, company culture and organizational realignment were conceived of and operationalized as complementary elements of their competitive strategy.

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Johnson, Gerry. "Book Review: Translating Organizational Change." Organization Studies 19, no. 3 (May 1998): 518–22. http://dx.doi.org/10.1177/017084069801900309.

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Aslam, Usman, Farwa Muqadas, Muhammad Kashif Imran, and Abdul Saboor. "Emerging organizational parameters and their roles in implementation of organizational change." Journal of Organizational Change Management 31, no. 5 (August 13, 2018): 1084–104. http://dx.doi.org/10.1108/jocm-08-2017-0300.

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Purpose The purpose of this paper is to investigate new emerging organizational parameters and their roles in successful change implementation. These organizational parameters are rarely investigated especially in the context of organizational change (OC) in private and public sector organizations. Design/methodology/approach In cumulative, 403 valid responses have been obtained randomly from public sector workers by using self-administered questionnaires. Findings The results reveal that knowledge sharing regarding incremental and radical changes can helpful for effective OC implementation. Findings highlight the significant role of emotional and social intelligence in managing resistance and bringing openness to change in these organizations. It is also found that social media has become an important emerging organizational parameter to foster effective communication and knowledge sharing during OC implementation. Apart from the direct effects, readiness to change has multiple effects coupled with emerging organizational parameters to implement change successfully. Research limitations/implications The results of the current study offer diversified implications for theory, practice and global society. The theoretical base is taken from the well-known theories of management (i.e. Lewin’s three-step model, field theory, intelligence theory, cost-effective theory, social exchange theory, social network theory and social penetration theory). Emerging organizational parameters that have a potential impact on effective change implementation are identified. The findings suggest that global organizations should have to initiate effective networking structure using social media applications and social intelligence skills to remain connected and get positive responses about change formulation and implementation decision. Originality/value A majority of studies have presented the research model on OC implementation in the context of developed countries, which form 30 percent of the world’s population, mostly the Americas and Europe. It is observed that a developing country, such as Pakistan, has a culture that is based on power distance, collectivism and more political influence as compared to developed countries. Triandis et al. (1980) argued that any theoretical contribution without considering the cultural aspect can lead to bias findings. There is limited research available in the world that is conducted to examine the interactive effects of readiness to change on the relationship between effective change implementation, knowledge sharing, intelligence and social media. These findings are useful to plan and execute OC using new emerging organizational parameters.

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Jacobs, Ronald L., and Darlene Russ-Eft. "Cascade Training and Institutionalizing Organizational Change." Advances in Developing Human Resources 3, no. 4 (November 2001): 496–503. http://dx.doi.org/10.1177/15234220122238427.

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Nilson, Glenn E. "Organizational Culture Change Through Action Learning." Advances in Developing Human Resources 1, no. 2 (May 1999): 83–95. http://dx.doi.org/10.1177/152342239900100207.

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Stewart, V. "Human Capital Issues in Organizational Change." Asia Pacific Journal of Human Resources 30, no. 1 (September 1, 1992): 53–64. http://dx.doi.org/10.1177/103841119203000107.

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Freeburg, Darin. "An information-based approach to organizational change management." VINE Journal of Information and Knowledge Management Systems 50, no. 4 (January 23, 2020): 653–68. http://dx.doi.org/10.1108/vjikms-06-2019-0097.

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Purpose Though information dissemination is widely viewed within organizations as an outdated method for initiating behavior change, this study aims to suggest that it can still be effective if done strategically. The study proposes and implements the knowing model, which suggests that an individual must be aware of information about a target behavior change, integrate that information as knowledge, and be motivated to act on that knowledge. The study highlights several barriers and strategies for overcoming those barriers. Design/methodology/approach The model was implemented in a case study within a religious organization that wanted to increase giving behavior. Leadership and members engaged in several focus groups both before and after a three-month information campaign. Findings Results show that members had a better understanding of the target behavior, a gradual shift in beliefs about the target behavior, and an increase in perceived susceptibility to consequences related to inaction. As a result, members and leadership indicated an increase in giving behavior in unexpected and beneficial ways. Originality/value The knowing model is a low-resource approach useful as a first step in change management. It is helpful when organizations acknowledge the need for change in a given area without knowing how that change should look.

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Nesterkin, Dmitriy A. "Organizational change and psychological reactance." Journal of Organizational Change Management 26, no. 3 (May 17, 2013): 573–94. http://dx.doi.org/10.1108/09534811311328588.

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