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Journal articles on the topic 'Strategy change process'

Author: Grafiati

Published: 25 June 2021

Last updated: 2 February 2022

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1

Matzler, Kurt, Johann Füller, Katja Hutter, Julia Hautz, and Daniel Stieger. "Crowdsourcing strategy: how openness changes strategy work." Problems and Perspectives in Management 14, no. 3 (September 27, 2016): 450–60. http://dx.doi.org/10.21511/ppm.14(3-2).2016.01.

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Strategy development has traditionally been exclusive and secretive. Social software offers new opportunities to harness the collective intelligence of the crowd within organizations and allows more open, participatory modes of strategizing. This paper describes this new phenomenon of open strategy though crowdsourcing and discusses its implications for research and practice. It draws on first examples of crowdsourcing strategy and is further based on observations and theoretical reflections. To understand the phenomenon with its requirements and consequences, a number of questions and challenges are identified which remain to be investigated. These include how the process of opening up needs to be designed, how individuals can be motivated to engage, for which topics and under which conditions crowdsourcing strategy is a suitable approach, how strategies emerge in such initiatives, the appropriate role of management, and how corporate culture affects and is affected by crowdsourcing strategy. Open strategy through crowdsourcing is a newly emerging empirical phenomenon, which seems to fundamentally change the strategist’s work. More open and inclusive ways of strategizing not only offer new opportunities, but also create some challenges for organizations. This paper deepens the insights in this new phenomenon and identifies seven topics critical for research and management practice. Keywords: strategy, crowdsourcing, collective intelligence. JEL Classification: M19

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Barratt-Pugh, Llandis, and Susanne Bahn. "HR strategy during culture change: Building change agency." Journal of Management & Organization 21, no. 6 (February 10, 2015): 741–54. http://dx.doi.org/10.1017/jmo.2014.95.

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AbstractThis paper explores the role played by a Human Resources (HR) department orchestrating culture change during the merger of two large State departments with dissimilar cultures. A 2-year case study determined what HR strategies were having the greatest impact on embedding new organisational values to produce a more flexible culture and how these practices could be accelerated. This paper indicates how a more strategic approach by HR departments can support and develop relational managing capability that accelerates cultures change towards a more flexible work environment.This paper describes the context of the change process, the relevant literature, and outlines the research process. The findings from the phases of the data collection are summarised revealing the traumatic perceptions of the change process, but also the instrumental actions of some managers, working creatively with their teams to tackle new tasks and projects. The evidence suggests that these informal practices of task allocation were at the core of change agency in this case study and put the new flexible organisational values into action. The findings illustrate how the organisation moves from valuing managers for their technical competence to valuing managers for their relational competence.The paper then discusses what strategic HR actions were accelerating this process and illuminates the critical role of building managers as change agents. The paper concludes by confirming the need for a strategic approach by HR during organisational change. Building manager capability and supporting informal change agency practices is presented as a core focus for HR during such organisational cultural change programmes.

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Hwang, Jeong Min, Ji Hun Lee, Hyo-Suk Kim, Chan Woo Park, Dagyum Yoo, Bo Keun Park, Chang Gyoun Kim, and Taek-Mo Chung. "Strategy of solution process precursors for phase change memory." Polyhedron 176 (January 2020): 114289. http://dx.doi.org/10.1016/j.poly.2019.114289.

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Jönsson, Sandra, and Tobias Schölin. "Process of change – competence development as a restructuring strategy." Journal of Management Development 35, no. 1 (February 8, 2016): 2–16. http://dx.doi.org/10.1108/jmd-11-2013-0146.

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Purpose – The purpose of this paper is to analyze and contextualize the outcomes of competence development as a restructuring strategy in a company that was significantly affected by the economic recession in 2008. Design/methodology/approach – In the context of restructuring, increased globalization has expanded international competition that in turn has put additional pressure on organizational transformation, restructuring, reorganization and rationalization. Findings – The result indicates that the experience of learning, commitment and job satisfaction have decreased between T1 and T2 (no difference regarding self-efficacy). Originality value – From this study, the authors can conclude that the outcomes of competence development programs are not easily interpreted. Depending on the purpose of the intervention, the results can be interpreted in different ways. It is important to approach the issue of competence development with a wise degree of skepticism.

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Lin, Yao, Nhu-Hang Ha, and Kuo-Sung Lin. "The Role of mPOS System in Process Change and Strategy Change: A Situated Change Perspective." Technologies 3, no. 4 (October 7, 2015): 198–218. http://dx.doi.org/10.3390/technologies3040198.

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Vantrappen, Herman, and Frederic Wirtz. "A smarter process for managing and explaining organization design change." Strategy & Leadership 46, no. 5 (September 17, 2018): 36–43. http://dx.doi.org/10.1108/sl-06-2018-0057.

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Purpose Companies change their organizations continually. When such a change follows a change in company strategy, employees understand why it happens. However, organization changes occur much more frequently than strategy changes. Their seemingly haphazard nature breeds cynicism, while it shouldn’t: organization changes are perfectly normal, usually necessary and often for the better. The reason is that an organization design is never perfect. Designing an organization is a delicate exercise that considers diverging requirements, but at some point, you’ve got to decide, and go for the “least bad” design. The article lays out how to explain why such changes and cycles occur. Design/methodology/approach The authors draw on their long advisory experience to propose three premises about organization design. They then describe the implications of these premises for managers who need to make and explain organization design changes. Findings Premise 1: There is no one-size-fits-all organization. Implication: Beware of adopting organizational hypes thoughtlessly; tailor the design to the specific situation, possibly on the basis of an “organizational health-check”. 10;Premise 2: There are usually good reasons why an organization is as it is. Implication: Beware of following a slash-and-burn approach; consider a gradual approach as the default, possibly on the basis of causal loop diagrams. 10;Premise 3: Organization is more than “structure”. Implication: Beware of isolated, simple-minded changes; include “processes”, “people”, “technology” and “culture”, as explained by various frameworks. Practical implications Alfred Chandler famously wrote that “structure follows strategy”. This article demonstrates that “structure begets structure”. Hence it is important for managers not to bungle an organization design change. To that purpose, they should be clear about the desired time to see the impact of the change and about the risk of change-induced organizational chaos. Originality/value The article contributes to good management practice by enabling managers to explain well why an organization change, even in the absence of a strategy change, does make sense. Managers’ ability to explain the benefits of change, and employees’ acceptance thereof, is a mark of organizational maturity.

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Whelan-Berry, Karen S., and Karen A. Somerville. "Linking Change Drivers and the Organizational Change Process: A Review and Synthesis." Journal of Change Management 10, no. 2 (June 2010): 175–93. http://dx.doi.org/10.1080/14697011003795651.

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8

Carrillo, J. E., and C. Gaimon. "A framework for process change." IEEE Transactions on Engineering Management 49, no. 4 (November 2002): 409–27. http://dx.doi.org/10.1109/tem.2002.806712.

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9

RICHARDS, ALBERT. "Strategic Change and the Management Process." R&D Management 19, no. 4 (October 1989): 346–48. http://dx.doi.org/10.1111/j.1467-9310.1989.tb00660.x.

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B.M. Keers, Bianca, Paul C. van Fenema, and Henk Zijm. "Understanding organizational change for alliancing." Journal of Organizational Change Management 30, no. 5 (August 14, 2017): 823–38. http://dx.doi.org/10.1108/jocm-09-2016-0170.

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Purpose The purpose of this paper is to examine an organization’s operational alignment in the process of alliance formation. Design/methodology/approach A literature study was conducted on the strategic importance of assessing and aligning organizations’ operations for alliancing. Furthermore, an instrumental case study was conducted to provide insight in the degree of operational alignment required for a maritime organization to form a service alliance. Findings Managers indicate a complex set of organizational capabilities required for improving operating process to successfully execute their alliance strategy. Two improvement trajectories were found to be used by alliance managers for aligning operations with alliance strategy: development of a corporate alliance infrastructure, and nurturing a collaborative business culture. Research limitations/implications The research is limited to one public organization establishing a vertical service alliance with one of its suppliers. Originality/value The paper introduces a new conceptual model of the alliance formation process, addressing the cyclical character of the pre-formation stage in which intra- and interorganizational management considerations alternate.

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Et.al, T. Anitha. "Design of Advanced Process Control Strategy for Industrial Pressure Process." Turkish Journal of Computer and Mathematics Education (TURCOMAT) 12, no. 6 (April 10, 2021): 38–49. http://dx.doi.org/10.17762/turcomat.v12i6.1259.

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In the process industry, pressure process control is important. Pressure process control systems have been refined and used in numerous implementations of in several process industries, pressure process plants are used, including chemical process industries, pharmaceuticals, wastewater treatment, and power plants. Pressure process management is essential in the process industry. Pressure process control systems have been refined and applied to a wide range of pressure process plant applications in a number of industries, including chemical manufacturing, pharmaceuticals, wastewater treatment, and power plants. The execution of such mechanism may result in remote and then the parameters can change over time.

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Gandomani, Taghi Javdani, Hazura Zulzalil, Abdul Azim Abd Ghani, and Abu Bakar Md. Sultan. "Towards Comprehensive and Disciplined Change Management Strategy in Agile Transformation Process." Research Journal of Applied Sciences, Engineering and Technology 6, no. 13 (August 5, 2013): 2345–51. http://dx.doi.org/10.19026/rjaset.6.3706.

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Grzybovski, Denize, Cristhiane Oliveira da Graça Amâncio, and Elcemir Paço-Cunha. "Theory of imagery in studies of the change process." BAR - Brazilian Administration Review 4, no. 2 (August 2007): 81–94. http://dx.doi.org/10.1590/s1807-76922007000200006.

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Bruch, Heike, and Thomas Sattelberger. "The turnaround at Lufthansa: Learning from the change process." Journal of Change Management 1, no. 4 (December 2000): 344–63. http://dx.doi.org/10.1080/738552745.

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Alcaide-Muñoz, Cristina, Alejandro Bello-Pintado, and Javier Merino-Diaz de Cerio. "Manufacturing strategy process: the role of shop-floor communication." Management Decision 56, no. 7 (July 9, 2018): 1581–97. http://dx.doi.org/10.1108/md-01-2017-0085.

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Purpose The purpose of this paper is to analyze the link between manufacturing strategy formalization and manufacturing strategy implementation, considering the potential moderating role of shop-floor communication. Design/methodology/approach Multiple linear regression models considering main and interaction effects of strategy formulation and shop-floor communication on strategy implementation were performed using data from the fourth round of the international HPM Project. This includes plants with more than 100 employees in the automotive, machinery and electronics industries from 10 different countries. Unlike other research studies, this research takes into account plant management’s and plant supervisors’ perceptions. Findings The findings show that formal strategic planning positively influences manufacturing strategy implementation. Furthermore, both feedback and instructive communication practices moderate the manufacturing strategy process, resulting in successful manufacturing strategy embeddedness, and prompt adaptation to change. Practical implications This study provides a better understanding of the manufacturing strategy process for scholars and practitioners. In addition, the results suggest that the adoption of some shop-floor communication practices can benefit firms through the strengthening of strategy implementation. Originality/value This paper provides empirical evidence to the emerging discussion on whether formal strategic planning helps to adopt a strategy or on the contrary make decision making inflexible.

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Colares Palácios, Fenando Antônio. "Strategy, knowledge and change in an institution of higher education: points of intersection." REBRAE 8, no. 1 (July 27, 2015): 26. http://dx.doi.org/10.7213/rebrae.08.001.ao02.

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The paper aims to understand the experience in preparing a training strategy linked to knowledge management, learning and organizational change done at a private institution of higher education. More specifically, it seeks to detail the stages of development, analyzing the difficulties faced and provide indicators of change throughout the process. A feature of the strategic process in the researched organization led the search for a theoretical discussion could involve strategy, knowledge and change. This association was fully viable when considering events that are mobilized by people interacting in a defined context. It uses a methodology of action research in which the investigative process includes a cycle of planning, action, observation and reflection. As a result, we defined four general indicators of the actions and influencers nine indicators of knowledge management should be promoted in the strategic process.

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Imran, Muhammad Kashif, Ahmad Raza Bilal, Usman Aslam, and Ubaid-Ur Rahman. "Knowledge management strategy: an organizational change prospective." Journal of Enterprise Information Management 30, no. 2 (March 6, 2017): 335–51. http://dx.doi.org/10.1108/jeim-10-2015-0095.

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Purpose The most critical phase of a change process is change implementation and it is evident that the masterfully originated change process fails due to its poor implementation. Therefore, the purpose of this paper is to profile how knowledge management (KM) strategies, personalization and codification, are helpful in successful change implementation by reducing employee cynicism and increasing the level of readiness for change. Design/methodology/approach Data were collected from 196 executives of National Bank of Pakistan at Time 1 (pre-implementation) and Time 2 (post-implementation) with the temporal research design. Multiple regression analysis is used to test the direct effect; Preacher and Hayes (2004) test is applied to measure the mediating effect and guidelines of Aguinis (2004) are followed for analyzing the moderating effect. Findings The result of the direct effect shows that both KM strategies have significant positive effect on successful change implementation. Further, mediation analysis proves that readiness for change partially mediates between KM strategies and successful change implementation. In addition, partial interactive effects of employee cynicism is observed between readiness for change and successful change implementation. Research limitations/implications The management should initiate steps to boost personalization and codification strategies at their optimal levels. This would ultimately be helpful to implement a successful change through developing readiness for change and reducing the employee cynicism regarding change. Originality/value The area of successful change implementation in the context of KM strategies was untapped, and is examined in this study.

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Yoshiko, Furuya. "A Study of Strategic Change Based on Coevolution." Journal of Management and Strategy 12, no. 1 (March 5, 2021): 46. http://dx.doi.org/10.5430/jms.v12n1p46.

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This paper analyzed the process of strategic change from the direction of the coevolution trait and learning ability by adopting a model of roller. Strategy change theories are sorted into two schools, namely the exogene school and the endogeny school. We wish to mix these two schools together to make use of the coevolution theory. Base on that, a model of roller to explain the process of the coevolution of the strategic change is then developed. In our opinion, the successful strategic change comes from the resultant force within-firm and without-firm.

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Cooke, Fang Lee. "Maintaining change: the maintenance function and the change process." New Technology, Work and Employment 18, no. 1 (March 2003): 35–49. http://dx.doi.org/10.1111/1468-005x.00109.

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Baumgartner, Marc André, and Vincent Mangematin. "Strategy renewal: breaking the mould with new business models." Journal of Business Strategy 40, no. 2 (April 15, 2019): 22–31. http://dx.doi.org/10.1108/jbs-10-2017-0147.

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PurposeRepeatedly engaging in strategic exercises may lead to a certain weariness, as the same strategic processes are used over and over again. The authors advocate looking at business model as a new concept to challenge existing beliefs and what is taken for granted. This paper aims to better understand how business model renews strategic processes. Does it change the strategic process, or is it a new strategic tool? Based on an analysis of the strategic processes of eight small- and medium-sized enterprises, the authors identify four mechanisms for challenging existing strategic processes: cognitive challenge, focus on process, mindset and mindset change, cognition and capabilities. Renewing strategic tools and processes is necessary to change the lens through which the environment is viewed. This change of perspective happens because of newness in the process of how top managers read the organisation and the environment, thus adapting their business more quickly than do other companies. To combine the understanding of history necessary for strategic thinking with the ability to think outside the box requires a certain flexibility of mind, which can be called cognitive strategic ambidexterity.Design/methodology/approachBased on an analysis of the strategic processes of eight small- or medium-sized enterprises, this paper shows that it is not because of business modelling that top managers may renew their strategic approach and think outside the box.FindingsBased on an analysis of the strategic processes of eight small- and medium-sized enterprises, the authors identify four mechanisms for challenging existing strategic processes: cognitive challenge, focus on process, mindset and mindset change, cognition and capabilities. Renewing strategic tools and processes is necessary to change the lens through which the environment is viewed. This change of perspective happens because of newness in the process of how top managers read the organisation and the environment, thus adapting their business more quickly than do other companies.Originality/valueA lot of research has been conducted in the fields of strategy as practice and business model. The newness added by this article is the interlinkage between the two fields of research. Looking at the process of strategy through the lens of business modelling has so far not been covered. Cognitive strategic ambidexterity is the key.

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Dover, Ian, H. Baumann, David H. StJohn, and Matthew S. Dargusch. "Integrating Process, Material and Business Strategies to Transform a Small-Medium Aluminium Products Manufacturer." Materials Science Forum 561-565 (October 2007): 345–48. http://dx.doi.org/10.4028/www.scientific.net/msf.561-565.345.

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The transformation of Bocar Automotive Products from an aluminium products fabricator to an innovative manufacturer supplying automakers with accessory product systems has required the adaptation of forming processes and product capabilities to address the relatively small volumes in the Australian market, strategic change in the company’s target markets and cultural change in its internal operations. The strategy for developing new capability in the casting and forming of aluminium alloy products has taken place over 5 years beginning with the bending of extruded shapes, progressing into the forming of sheet aluminium alloys and the casting of bumper bar components, and finally into the integration of these processes into bumper systems for a number of 4 Wheel Drive models. This paper describes the product design, metal forming and production changes that Bocar has introduced and integrated with its marketing strategy to become a recognized innovator in the accessories market in Australia.

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Yu, Dung Di, and Mao Hsiung Chiang. "Simulation and Control for Load Change Process on a Solid Oxide Fuel Cell." Applied Mechanics and Materials 284-287 (January 2013): 925–29. http://dx.doi.org/10.4028/www.scientific.net/amm.284-287.925.

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This paper addresses the dynamic characteristics of SOFC with an emphasis on control strategy development for optimized temperature control during load change. A methodology on regulating fuel utilization (Uf) and air excess ratio (λ) is investigated to validate alleviation of temperature fluctuation. An integrated dynamic model of SOFC, composed of mass balance, temperature balance, and electrochemistry, collaborates with Model Predictive Controller (MPC) in MATLAB/Simulink to verify the dynamic characteristic during load change process in the paper. A variable λ strategy is proposed and compared with traditional fixed λ strategy. Simulation results show the variable λ strategy can reduce the temperature variation for a safe operation, in comparison with that by the fixed λ strategy.

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Terwiesch, C., and Y. Xu. "The Copy-Exactly Ramp-Up Strategy: Trading-Off Learning With Process Change." IEEE Transactions on Engineering Management 51, no. 1 (February 2004): 70–84. http://dx.doi.org/10.1109/tem.2003.822465.

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Kennerfalk, Leif. "A change process for adapting organizations to a total quality management strategy." Total Quality Management 6, no. 2 (May 1995): 187–97. http://dx.doi.org/10.1080/09544129550035521.

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Wolf, Daniel, and Brooke Felger. "Strategic teams: the agents of change." Strategic HR Review 19, no. 1 (December 2, 2019): 32–36. http://dx.doi.org/10.1108/shr-07-2019-0060.

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Purpose The purpose of this paper is to examine the nature of change readiness and resolve as a principal feature of strategic teams. Change leadership and management in the context of strategy, talent and culture provide the organization with the capacity for navigating change at the process, category and business levels. This paper provides a practical look at the cultivation of strategic teams as agents for making change strategy happen. Design/methodology/approach The authors have examined a series of variables that inform the strategic agenda, talent blocks and beams, and the cultural agenda for organizations large and small. They have built a general framework for mapping and engaging what serves as a strong mind-set of change readiness and resolve, along with specific team-building elements for learning and development. Findings Strategic teams that are part of the structure and culture of the organization serve as development grounds for change competence and capacity at the group and individual levels. Further, because there are several types of strategic teams with diverse roles and functions, the change readiness and resolve mechanics are subject to experimentation and adaptation. This results in a strong mind-set for change leadership and management and the ability to deploy effectively across a range of situations, needs and challenges. Originality/value This work offers a practical set of views on change and adaptive capacity, and the development pathways that afford an organization the ongoing preparation of individuals and groups for changes in process and policy, programs and categories and business models through the most demanding transformation journeys.

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Rand, Miya K., and Sebastian Rentsch. "Gaze locations affect explicit process but not implicit process during visuomotor adaptation." Journal of Neurophysiology 113, no. 1 (January 1, 2015): 88–99. http://dx.doi.org/10.1152/jn.00044.2014.

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The role of vision in implicit and explicit processes involved in adaptation to novel visuomotor transformations is not well-understood. We manipulated subjects' gaze locations through instructions during a visuomotor rotation task that established a conflict between implicit and explicit processes. Subjects were informed of a rotated visual feedback (45° counterclockwise from the desired target) and instructed to counteract it by using an explicit aiming strategy to the neighboring target (45° clockwise from the target). Simultaneously, they were instructed to gaze at either the desired target (target-gaze group), the neighboring target (hand-target-gaze group), or anywhere (free-gaze group) during aiming. After initial elimination of behavioral errors caused by strategic aiming, the subjects gradually overcompensated the rotation in the early practice, thereby increasing behavioral errors (i.e., a drift). This was caused by an implicit adaptation overriding the explicit strategy. Notably, prescribed gaze locations did not affect this implicit adaptation. In the late practice, the target-gaze and free-gaze groups reduced the drift, whereas the hand-target-gaze group did not. Furthermore, the free-gaze group changed gaze locations for strategic aiming through practice from the neighboring target to the desired target. The onset of this change was correlated with the onset of the drift reduction. These results suggest that gaze locations critically affect explicit adjustments of aiming directions to reduce the drift by taking into account the implicit adaptation that is occurring in parallel. Taken together, spatial eye-hand coordination that ties the gaze and the reach target influences the explicit process but not the implicit process.

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Beer, Michael. "Revitalizing Organizations: Change Process and Emergent Model." Academy of Management Perspectives 1, no. 1 (February 1987): 51–55. http://dx.doi.org/10.5465/ame.1987.4275901.

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Raghu, T. S., A. Chaudhury, and H. Raghav Rao. "Business process change: a coordination mechanism approach." Knowledge and Process Management 5, no. 2 (June 1998): 87–98. http://dx.doi.org/10.1002/(sici)1099-1441(199806)5:2<87::aid-kpm21>3.0.co;2-0.

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Hopkins, David. "The change process and leadership in schools." School Organisation 6, no. 1 (January 1986): 81–100. http://dx.doi.org/10.1080/0260136860060112.

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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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Hung, Shih-Chang, and Min-Fen Tu. "Technological change as chaotic process." R&D Management 41, no. 4 (July 27, 2011): 378–92. http://dx.doi.org/10.1111/j.1467-9310.2011.00641.x.

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Carton, Guillaume. "How Assemblages Change When Theories Become Performative: The case of the Blue Ocean Strategy." Organization Studies 41, no. 10 (February 3, 2020): 1417–39. http://dx.doi.org/10.1177/0170840619897197.

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Assemblages are the actors, artefacts or practices that are intertwined with and co-produce theories. Despite being at the core of the performativity process, assemblages have been overlooked in recent performativity studies. Thus, this study examines how assemblages are changed by theories during performativity. It builds on the case of the historical development of the Blue Ocean Strategy: a management theory that proposes the creation of new market spaces, rather than competing within existing ones. The study shows a process model in which the theory changes the assemblages that change reality and enlarges its scope in turn. It offers implications both for performativity and for practice.

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Hautz, Julia. "Opening up the strategy process – a network perspective." Management Decision 55, no. 9 (October 16, 2017): 1956–83. http://dx.doi.org/10.1108/md-07-2016-0510.

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Purpose While strategy was traditionally perceived as exclusive, and limited to small groups within organizations, recently a shift toward greater openness through inclusion of a larger number and variety of actors is emerging. The purpose of this paper is to adopt a social network perspective to develop a theoretical framework on how this increased openness has a varying impact in the different phases of the strategy process. Design/methodology/approach The author suggests that the strategy process is shaped through social interactions between individuals. Specifically the author conceptualizes how introducing openness affects individuals’ structural and relational characteristics, which impact generating new strategic ideas (variation), and selecting (selection), and integrating them into the existing set of routines (retention). Findings The framework shows that benefits and costs of increased openness balance differently. While substantial benefits may be realized in the idea generation phase, costs may outweigh the benefits in the selection and retention phase. Practical implications Based on the framework, implications can be drawn on how openness should be introduced in the different phases of the strategy process. Specifically the author discusses appropriate open strategy tools based on social technologies, which organizations can use to benefit from openness in the different stages. Originality/value Open strategy is a newly emerging phenomenon, which seems to fundamentally change the strategist’s work. More open, inclusive ways of strategizing offer new benefits but also create costs in the strategy process. This paper deepens the theoretical understanding of the consequences of openness in the strategy process.

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Garcés-Ayerbe, Concepción, Sabina Scarpellini, Jesus Valero-Gil, and Pilar Rivera-Torres. "Proactive environmental strategy development: from laggard to eco-innovative firms." Journal of Organizational Change Management 29, no. 7 (November 14, 2016): 1118–34. http://dx.doi.org/10.1108/jocm-05-2016-0081.

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Purpose The environmental management literature has focussed on the analysis of the variety of strategic options with regards to environment protection, without providing an interesting detail of the transformation and change process between the different alternatives. Therefore, the purpose of this paper is to study pro-environmental change processes in firms, focussing on the width and the intensity of environmental measures implemented in a three-year period in different areas (productive process, product, management and supply chains). Design/methodology/approach Performing a cluster analysis based on a sample of 303 Spanish firms, the study finds four categories of pro-environmental change. Findings The comparative analysis of these categories leads the authors to describe the pro-environmental change process as one with four stages that firms can go through. The first pro-environmental stage focusses on process measures. The second stage focusses on the adoption of management measures together with process measures. In the third stage, the firm moves after including measures in the product and in the supply chains. Companies that wish to advance further in this process, reaching the fourth stage of pro-environmental change, do so by increasing the intensity of the different measures adopted in previous stages, and through eco-innovation. Research limitations/implications The main contribution of this paper relative to the previous literature is a more detailed vision of the strategic possibilities in environmental protection, providing information about the process of change and about how firms evolve to more advanced environmental strategy stages. Knowledge of this evolution process, little studied in the previous literature, helps us to understand the complexity and strategic significance of adopting environmental protection measures. This knowledge is useful for academics and for public and private managers responsible for designing and developing environmental strategy. Originality/value One of the most original findings of this paper points out that it is possible to identify a pattern of environmental change through which firms can evolve. In this change process, firms start by adopting process measures, while they adopt eco-innovation behaviour only in the most advanced stage of environmental proactivity.

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Robb, Walter L. "One Point of View: Don't Change the Engineers—Change the Process." Research-Technology Management 35, no. 2 (March 1992): 8–9. http://dx.doi.org/10.1080/08956308.1992.11670800.

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Mezias, John, Peter Grinyer, and William D. Guth. "Changing Collective Cognition: A Process Model for Strategic Change." Long Range Planning 34, no. 1 (February 2001): 71–95. http://dx.doi.org/10.1016/s0024-6301(00)00096-0.

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Gokçe, Feyyat. "Behaviour of Turkish Elementary School Principals in the Change Process." Educational Management Administration & Leadership 37, no. 2 (March 2009): 198–215. http://dx.doi.org/10.1177/1741143208100298.

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Guowei Jian. "Unpacking Unintended Consequences in Planned Organizational Change: A Process Model." Management Communication Quarterly 21, no. 1 (August 2007): 5–28. http://dx.doi.org/10.1177/0893318907301986.

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Paraschiv, Dorel, Maria Niţu, and Mihai Savin. "Change management within companies." Proceedings of the International Conference on Business Excellence 13, no. 1 (May 1, 2019): 625–34. http://dx.doi.org/10.2478/picbe-2019-0055.

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Abstract The environment in which a company operates is diverse and demanding, as there are unnoticed variables. In order to ensure success in the transformation process of a company’s management, leaders need to take into account certain factors that will help the company gain competitive advantage. The ability of companies to adapt, start or implement a change will depend to a large extent on the human resources and skills, attitudes and knowledge they hold. So change is an essential component of the evolution process of companies that put effort, time and resources into implementing an advantageous strategy, but, on the other hand, transformation can be the decay of an organization. For such a strategy, managers need to balance all relevant aspects of the organization and the outside, so that they can position themselves to the current realities of the business environment. This article highlights the importance of change management for the companies, the challenges that they encounter in this process, as well as the main models and theories of change management.

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Moreton, Robert. "A Process Model for Software Maintenance." Journal of Information Technology 5, no. 2 (June 1990): 100–104. http://dx.doi.org/10.1177/026839629000500206.

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This paper draws on work undertaken for the Butler Cox Productivity Enhancement Programme (PEP) to describe a process model which will provide a basis for overcoming the problems of cost and complexity associated with software maintenance. PEP is a continuous program that is open to organizations wishing to measure and improve systems development and productivity. The paper argues that for maintenance work to be effective, it is vital to control the input to the process — the procedure by which change requests are notified and managed in the first place. The procedure of change management is followed by impact analysis, system release planning, change design, implementation, testing and system release/integration. These steps, which occur sequentially, are supported by a further activity that continues concurrently - progress monitoring. The conclusion of the paper is that a coordinated program, effective across the whole maintenance process and designed to control changes to the system, will become more and more critical as the complexity of the system increases. Formal procedures are essential to ensure that software is not degraded and to provide an audit facility. At the same time there are several automated change and control packages now available that could help to reduce administrative overheads and increase control over system changes.

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VEL, Jacqueline, Yando ZAKARIA, and Adriaan BEDNER. "Law-Making as a Strategy for Change: Indonesia’s New Village Law." Asian Journal of Law and Society 4, no. 2 (September 20, 2017): 447–71. http://dx.doi.org/10.1017/als.2017.21.

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AbstractIn 2014, the Indonesian president signed a new Village Law (no. 6/2014). This statute started a new phase in the ongoing history of village governance policy, moving the village from a position as an administrative unit in a top-down system towards one of an autonomous community. The present article analyses how distinct “policy communities” in Indonesia started a process that helped shape the 2014 Village Law in order to promote their long-term political agendas, how their involvement was facilitated by the particular features of Indonesia’s law-making process, and how they managed to get a Bill passed that went against considerable vested interest from government bureaucracies. However, they have been less successful in securing implementation of the new law, as this process is still dominated by the government bureaucracies that were “defeated” in the law-making process.

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Gaubatz, Julie A., and David C. Ensminger. "Department chairs as change agents." Educational Management Administration & Leadership 45, no. 1 (July 10, 2016): 141–63. http://dx.doi.org/10.1177/1741143215587307.

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Change process research often discusses barriers that impede organizational change (e.g., Banta, 1997; Cavacuiti and Locke, 2013; Mutchler, 1990; Stewart et al., 2012); however, no empirical research has addressed how behaviors established in leadership models counteract these barriers. This study explored these two interconnected constructs of leadership and change in stories of secondary school department chair change attempts, and identified specific leadership behaviors described within their stories that aided the conversion of change barriers into conditions that enhanced the change process. Leadership behavior identification within department chair stories of change was guided by Blake and Mouton’s (1962) leadership theory, which has been further delineated by Yukl et al. (2002), and identification of change process barriers was guided by Ely’s (1990a) eight conditions for change. From the combined descriptions of six successful and four unsuccessful narratives of department chair-led change emerged essential conditions for change and commonly occurring change barriers. Specific leadership behaviors capable of overcoming these change barriers were also identified. Unexpectedly, this investigation also unearthed a change barrier seemingly unrelated to previously identified conditions of change: the contentious resistor. The contentious resistor was described as the most detrimental barrier to department chairs’ leadership of the change process.

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Alducin-Quintero, Gerardo, and Manuel Contero. "Social tagging as a knowledge collecting strategy in the engineering design change process." Art, Design & Communication in Higher Education 10, no. 2 (October 26, 2012): 147–62. http://dx.doi.org/10.1386/adch.10.2.147_1.

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Marquez, Gabriel, Eliane Salete Filippim, Fábio Lazzarotti, and Augusto Fischer. "Small Municipalities and Planning: Dilemmas and Perspectives." REBRAE 8, no. 2 (July 27, 2015): 229. http://dx.doi.org/10.7213/rebrae.08.002.ao07.

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The paper aims to understand the experience in preparing a training strategy linked to knowledge management, learning and organizational change done at a private institution of higher education. More specifically, it seeks to detail the stages of development, analyzing the difficulties faced and provide indicators of change throughout the process. A feature of the strategic process in the researched organization led the search for a theoretical discussion could involve strategy, knowledge and change. This association was fully viable when considering events that are mobilized by people interacting in a defined context. It uses a methodology of action research in which the investigative process includes a cycle of planning, action, observation and reflection. As a result, we defined four general indicators of the actions and influencers nine indicators of knowledge management should be promoted in the strategic process.

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Carlyon, Tracey, and Christopher Branson. "Educational change." Teachers' Work 15, no. 2 (December 20, 2018): 105–23. http://dx.doi.org/10.24135/teacherswork.v15i2.254.

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Despite the availability of an abundant amount of guiding literature, only about 30% of planned educational changes are successful. Clearly there is something essential missing from our understanding of how to successfully lead educational change. A review of the literature provides an awareness that success is far more likely if the leader pays as much attention to the needs of those who are bringing about the change as they do to the elements of the planned change strategy. Arguably, however, this still maintains a top-down perspective of the change process. Hence the departure point of this article is its presentation of a change process from the perspective of those explicitly affected—that is, a view from the ‘bottom up’. Specifically, this article presents and discusses both quantitative and qualitative data from research conducted in Aotearoa New Zealand involving primary school teachers who changed the class levels in which they taught. It seeks to provide a unique contribution to the development of successful educational change strategies by presenting the teachers’ views about the most effective leadership practices during times of change.

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Jenkin, Tracy A., and Yolande E. Chan. "Is Project Alignment – a Process Perspective." Journal of Information Technology 25, no. 1 (March 2010): 35–55. http://dx.doi.org/10.1057/jit.2009.10.

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Information system (IS) project alignment has been defined as the degree to which an IS's project deliverables are consistent with the project's objectives, which are shaped by the organization's IS strategy. These objectives may change as the project unfolds, reflecting emergent opportunities, limitations, and strategy (Jenkin and Chan, 2005). The IS project alignment process refers to the sequence and flow of events that lead to project alignment and, thus, strategy execution. To develop an understanding of project alignment processes – how IS projects become aligned or misaligned – this study examines nine projects across two organizational settings to analyze the key events and processes of project alignment. By analyzing three different project patterns using different organizational metaphors, this study explains evidence contradicting widely held beliefs about project management. Rather than planning and process maturity, the results of this study highlight the importance of executing processes, change, learning, knowing in practice, and heedful interrelating between project team members to align final project deliverables. This research, based on an empirical study, contributes to both the IS alignment and project management literatures by further developing the emerging concept of project alignment to include a process view of how to achieve alignment of final project deliverables with IS project objectives and the IS strategy.

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Lisovsky, A. L. "SUSTAINABLE DEVELOPMENT AND BUSINESS PROCESS MANAGEMENT." Strategic decisions and risk management 10, no. 3 (November 13, 2019): 228–37. http://dx.doi.org/10.17747/2618-947x-2019-3-228-237.

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Business process management to date has not explicitly focused on sustainability as a change objective or driver. Although, approaches relating BPM and Sustainability already exist, e.g. Green BPM is the sum of all management activities that help to monitor and reduce the environmental impact of business processes in their design, improvement, implementation, or operation stages, as well as lead to cultural change within the process lifecycle. The intention behind Green BPM is the incorporation of environmental objectives into the management of business processes. To achieve this objective, BPM has to be extended by ecologically oriented complements, as are the consideration of environmental strategy as a part of the process strategy, or the awareness for energy consumption and pollution. Together with an earlier article consolidates several contributions of the BPM foundations in three underlying process change traditions: (1) the Quality Control tradition, (2) the Business Management tradition, and (3) the Information Systems (IS) tradition. These three traditions propose different approaches to business process change and each emphasizes some practices over others. Currently, there is a tendency of combining the various traditions in a comprehensive BPM approach.

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Vanhoenacker, Jurgen, Antony Brant, and Guido Dedene. "Striving for ‘methodological fit’ in business process change." Knowledge and Process Management 6, no. 1 (March 1999): 24–36. http://dx.doi.org/10.1002/(sici)1099-1441(199903)6:1<24::aid-kpm39>3.0.co;2-2.

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Grover, Varun. "Business process change: Reengineering concepts, methods and technologies." Long Range Planning 29, no. 4 (August 1996): 593–94. http://dx.doi.org/10.1016/0024-6301(96)81517-2.

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Teng, J. T. C., V. Grover, and K. D. Fiedler. "Developing strategic perspectives on business process reengineering: From process reconfiguration to organizational change." Omega 24, no. 3 (June 1996): 271–94. http://dx.doi.org/10.1016/0305-0483(96)00001-1.

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