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Journal articles on the topic 'Theory of Organizational Change'

Author: Grafiati

Published: 29 June 2021

Last updated: 12 February 2022

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1

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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DONALDSON, L. "ORGANIZATIONAL PORTFOLIO THEORY: PERFORMANCE-DRIVEN ORGANIZATIONAL CHANGE." Contemporary Economic Policy 18, no. 4 (October 2000): 386–96. http://dx.doi.org/10.1111/j.1465-7287.2000.tb00035.x.

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Hage, Jerald, and Kurt Finsterbusch. "Three Strategies of Organizational Change: Organizational Development, Organizational Theory and Organizational Design." International Review of Administrative Sciences 55, no. 1 (March 1989): 29–57. http://dx.doi.org/10.1177/002085238905500105.

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J. Adriaenssen, Daniel, and Jon-Arild Johannessen. "Prospect theory as an explanation for resistance to organizational change: some management implications." Problems and Perspectives in Management 14, no. 2 (May 11, 2016): 84–92. http://dx.doi.org/10.21511/ppm.14(2).2016.09.

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The problem in organizational change projects is that people often resist organizational change. Many change projects in organizations do not reach their goals. The question is why? This paper investigates how prospect theory can be used to explain people’s resistance to organizational change. Prospect theory is based on research from Kahneman and Tversky. If we know why people resist organizational change, we as leaders can do something to promote the change project. The objective of this article is to advise managers and leaders on ways of reducing resistance to organizational change. The authors identify seven propositions that explain how managerial strategies reduce organizational change. They recommend seven measures that may be employed by management to obtain support for projects implementing organizational change

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Sternberg, Robert J. "Effecting organizational change: A "mineralogical" theory of organizational modifiability." Consulting Psychology Journal: Practice and Research 54, no. 3 (2002): 147–56. http://dx.doi.org/10.1037/1061-4087.54.3.147.

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Frahm, Jennifer A., and Kerry A. Brown. "BUILDING AN ORGANIZATIONAL CHANGE COMMUNICATION THEORY." Academy of Management Proceedings 2005, no. 1 (August 2005): C1—C6. http://dx.doi.org/10.5465/ambpp.2005.18781296.

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Yong Sun Chang. "Organizational Change: Focusing on Congruence Theory." Korean Review of Organizational Studies 9, no. 3 (December 2012): 95–123. http://dx.doi.org/10.21484/kros.2012.9.3.95.

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van den Oord, Ad, Karen Elliott, Arjen van Witteloostuijn, Melody Barlage, Laszlo Polos, and Sofie Rogiest. "A cognitive organization theory (COT) of organizational change." Journal of Organizational Change Management 30, no. 6 (October 2, 2017): 903–22. http://dx.doi.org/10.1108/jocm-08-2016-0164.

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Purpose In this paper, the authors develop a cognitive organization theory (COT) of organizational change. COT was developed in the 2000s, by taking insights from cognitive psychology and anthropology to rebuild the foundation of organizational ecology (OE), grounding macro processes of organizational legitimation, inertia and mortality in micro processes of appeal and engagement. COT also explored the micro-level process of organizational change, arguing that four features (i.e. asperity, intricacy, opacity, and viscosity) of an organization's texture impact the appeal of organizational change. However, to data, empirical studies of a COT of organizational change are absent. An important reason is that many of the new COT constructs are not linked to empirical measures. The purpose of this paper is to develop reliable and valid survey measures of COT's key constructs. Design/methodology/approach The authors follow a three-step procedure to develop reliable and valid survey measures of COT's key constructs. First, the authors construct survey measures by using existing organizational behavior (OB) scales and develop new scales in consultation with COT experts. Second, the authors apply factor analysis to evaluate convergent and discriminant validity and use Cronbach's α to determine the reliability of the scales. Third, the authors estimate a structural equation model to determine external validity, by exploring whether the measures have the effect hypothesized in COT. Findings The authors find that existing OB scales can be used to proxy for COT's key constructs of appeal and engagement. The authors also find that two organizational texture variables (i.e., asperity and opacity) are significantly associated with the appeal of organizational change, further confirming the validity of applying a COT to organization change. The results are promising, proving evidence as to the criterion-related validity of the measures of COT constructs. From the total of 39 coefficients of COT-inspired independent and control variables, 22 are significant. Research limitations/implications The authors’ findings illustrate that micro OB and macro OE can be effectively combined in a COT of organizational change. However, the authors' contribution is only a first step, requiring further theoretical and methodological refinement. Theoretically, OB and OE can be integrated further, by linking together more concepts and constructs from the two streams of literature. Methodologically, the link between constructs and empirical measures can be refined, by adding extra scales and items, and collecting more data to validate them. Originality/value In this paper, the authors develop a COT of organizational change and link its central constructs to empirical measures, by connecting them to existing OB constructs and developing new scales and items. This opens the door to empirical studies on a COT of organizational change, hereby providing a stepping-stone for further integration of micro OB and macro OE.

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Abel, Charles F., and Arthur J. Sementelli. "Evolutionary critical theory, metaphor, and organizational change." Journal of Management Development 24, no. 5 (June 2005): 443–58. http://dx.doi.org/10.1108/02621710510598454.

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GRANT, DAVID, and ROBERT J. MARSHAK. "A DISCOURSE-BASED THEORY OF ORGANIZATIONAL CHANGE." Academy of Management Proceedings 2009, no. 1 (August 2009): 1–6. http://dx.doi.org/10.5465/ambpp.2009.44243469.

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Cappellaro, Giulia. "Book Review: Institutional Theory and Organizational Change." Organization Studies 35, no. 12 (November 25, 2014): 1893–96. http://dx.doi.org/10.1177/0170840614534386.

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Kondra, Alex Z., and C. R. Hinings. "Organizational Diversity and Change in Institutional Theory." Organization Studies 19, no. 5 (September 1998): 743–67. http://dx.doi.org/10.1177/017084069801900502.

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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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Fugate, Mel, Spencer Harrison, and Angelo J. Kinicki. "Thoughts and Feelings About Organizational Change." Journal of Leadership & Organizational Studies 18, no. 4 (September 21, 2011): 421–37. http://dx.doi.org/10.1177/1548051811416510.

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This longitudinal field study examines the relationships among the three focal constructs within appraisal theory—appraisal, emotion, and coping—at the beginning of change and their relationship with employee withdrawal at the end of an organizational restructuring. New theory is used to integrate past theory and research to propose and test a model containing synchronous reciprocal relationships between negative appraisal and negative emotions. Results confirmed a synchronous reciprocal relationship between negative appraisal and negative emotions, which suggests that appraisal is not a sequential process as often conceptualized and tested in the past. Negative appraisals and negative emotions also had negative relationships with control coping, which was negatively associated to intentions to quit, which in turn predicted subsequent voluntary turnover. This study thus extends appraisal theory and demonstrates it is a powerful alternative (theoretical) means for examining employee reactions to organizational change. Theoretical and practical implications of the results are discussed.

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Evans, Christina. "Diversity management and organizational change." Equality, Diversity and Inclusion: An International Journal 33, no. 6 (August 12, 2014): 482–93. http://dx.doi.org/10.1108/edi-09-2013-0072.

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Purpose – Set against a background of numerous institutionally funded programmes with a focus on gender mainstreaming, the purpose of this paper is to draw on institutional theory as an alternative lens to explain why such programmes often fail to achieve the desired outcomes. Design/methodology/approach – The paper is based on a case of a European Social Fund EQUAL Programme aimed at enhancing employment opportunities for women in Information Technology, Electronics and Communication and related sectors. The paper focuses on the partnership working aspect, which is a fundamental mobilizing structure of European Commission programmes. Insights into the experiences of partnership working were gathered from interviews with 18, out of the 24 participating partners, on this specific programme. Findings – Tensions with partnership working are exposed and discussed: frustration with intra-organizational collaborative working and structures and outputs that promote a mimetic approach to change, legitimized through the symbolic use of “best practice”; findings more consistent with “institutional isomorphism”, as opposed to “institutional innovation”. Social implications – Given that partnership working remains a key mobilizing structure of gender mainstreaming programmes, both within Europe and in other contexts, the paper concludes with recommendations aimed at those responsible for commissioning and overseeing such programmes. Originality/value – This paper draws on institutional theory as an alternative lens to examine and explain why gender mainstreaming programmes do not always achieve the intended outcomes. To date, as others acknowledge, there has been limited work that has applied organizational theory to this problem.

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Trevisan, Paola. "Accounting in organizational change: a practice theory approach." puntOorg International Journal 2, no. 1 (January 2017): 58–62. http://dx.doi.org/10.19245/25.05.wpn.2.1.5.

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Mitra, Aditi, Sanjaya Singh Gaur, and Elisa Giacosa. "Combining organizational change management and organizational ambidexterity using data transformation." Management Decision 57, no. 8 (September 12, 2019): 2069–91. http://dx.doi.org/10.1108/md-07-2018-0841.

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Purpose The purpose of this paper is to propose a practicable data-driven theory for the implementation and management of organizational change by combining the organization ambidexterity research and the organization change management research. Design/methodology/approach This study is based on the qualitative approach and uses a single case (in-depth investigation approach) study to come up with a data-driven theory, which is usable in the context of organizational change management and organizational ambidexterity (OA). Besides, in-depth interviews of change management practitioners, this study uses various sources of secondary information. Findings The study finds that owing to the reactive, ad hoc, and discontinuous nature of change often triggered by external factors or internal crisis within the organization, an organization need to continually engage with the existing data. The outcome must be driven toward preparing for the change through data engagement, implementation and reinforcement. The authors found that in order to be successful it is essential to have a strategy, set-up the right operating model, be clear on the scope of the change management work-stream and continuously monitor the progress through defined milestones and acceptance criteria. For companies targeting to achieve competitive differentiation through ambidexterity, a well-grounded change management program is the key for the success. Originality/value The study suggests that there is little work combining organizational change management and OA from a practitioner’s point of view. Accordingly, the authors propose a new data-driven organizational change management theory, which the authors term as the tripod theory for organizational change management. A practitioner’s perspective on the topic using a case study of an insurance company’s data transformation and a framework for structuring the change management program makes a meaningful contribution to the existing literature.

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Rahmawati, Nada, and Saodah Wok. "The Effects of Organizational Change on Students' Emotions." GATR Global Journal of Business and Social Science Review (GJBSSR) Vol.5(3) Jul-Sep 2017 5, no. 3 (June 28, 2017): 100–105. http://dx.doi.org/10.35609/gjbssr.2017.5.3(13).

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Objective - This study aims to examine the effects of perception on technological change, leadership change and structural change towards students' emotions; and to analyze the mediating effect of experience on perception towards emotion resulting from organizational changes. Using the Theory of Emotional Contagion (Hatfield, Cacioppo & Rapson, 1993), organizational change can produce a number of positive and negative emotional responses that can be transferred to others. Methodology/Technique - The study employs the quantitative research design using the survey method with the self-administered questionnaire. A total of 223 respondents were identified among the undergraduate students at a faculty in a public university who have faced organizational changes (technological, leadership and structural). Findings - The results reveal that perceptions of technology, leadership and structural changes are found to have moderate effects on students' emotions. However, experiences of change partially mediate students' emotion and perception of technological, leadership and structural changes. Experience with organizational changes affects students' emotions badly. Novelty - The implications of the Emotional Contagion Theory holds true for organizational changes as the hypotheses are supported. Students' emotions are equally important to be considered before applying any change to any academic institution. Type of Paper: Empirical. Keywords: Emotional Contagion Theory; Emotional Effect; Leadership Change; Structural Change; Technological Change. JEL Classification: I21, O33.

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Battilana, Julie, and Tiziana Casciaro. "Change Agents, Networks, and Institutions: A Contingency Theory of Organizational Change." Academy of Management Journal 55, no. 2 (April 2012): 381–98. http://dx.doi.org/10.5465/amj.2009.0891.

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Andrews, Jane, Helen Cameron, and Margaret Harris. "All change? Managers' experience of organizational change in theory and practice." Journal of Organizational Change Management 21, no. 3 (May 23, 2008): 300–314. http://dx.doi.org/10.1108/09534810810874796.

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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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DiBella, Anthony J. "Implementing Organizational Change: Theory and Practice/Strategic Organizational Change: Building Change Capabilities in Your OrganizationImplementing Organizational Change: Theory and Practice/Strategic Organizational Change: Building Change Capabilities in Your Organization ByAusterEllen R., WylieKrista K., and ValenteMichael S.New York: Palgrave Macmillan, 2005. 192 pages, hardcover, $49.95." Academy of Management Perspectives 21, no. 2 (May 2007): 85–86. http://dx.doi.org/10.5465/amp.2007.25356520.

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Yordanov, Yassen, Jean-louis Denis, François Champagne, Pierre Lombrail, and André-Pierre Contandriopoulos. "Toward a Dynamic Theory of Organizational Development and Change." Academy of Management Proceedings 2015, no. 1 (January 2015): 18088. http://dx.doi.org/10.5465/ambpp.2015.18088abstract.

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Carnall, C. A. "Toward a Theory for the Evaluation of Organizational Change." Human Relations 39, no. 8 (August 1986): 745–66. http://dx.doi.org/10.1177/001872678603900803.

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Hempel, Paul S., and Maris G. Martinsons. "Developing international organizational change theory using cases from China." Human Relations 62, no. 4 (April 2009): 459–99. http://dx.doi.org/10.1177/0018726708101980.

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Lowell, Kevin R. "An application of complexity theory for guiding organizational change." Psychologist-Manager Journal 19, no. 3-4 (2016): 148–81. http://dx.doi.org/10.1037/mgr0000044.

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Hendry, Chris. "Understanding and Creating Whole Organizational Change Through Learning Theory." Human Relations 49, no. 5 (May 1996): 621–41. http://dx.doi.org/10.1177/001872679604900505.

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Slack, Trevor, and Bob Hinings. "Understanding Change in National Sport Organizations: An Integration of Theoretical Perspectives." Journal of Sport Management 6, no. 2 (May 1992): 114–32. http://dx.doi.org/10.1123/jsm.6.2.114.

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Increased interest in organizational change (i.e., shifts in an organization's structure, strategy, and processes) has led to considerable diversity in the theoretical approaches used to explain the phenomenon. This theoretical diversity has caused some scholars to suggest that a more complete understanding of organizational phenomena such as change is obtained when different theoretical perspectives are used in conjunction with one another. This paper examines a process of change that has been occurring in Canadian national sport organizations. Utilizing the theoretical approaches found in work on resource dependence theory, institutional theory, organizational culture, and the role of transformational leaders in managing change, the paper shows how these approaches explain different aspects of the change process. It also shows how a more complete understanding of change may be gained by using more than one theoretical perspective.

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Talat, Usman, Kirk Chang, and Bang Nguyen. "Decision and intuition during organizational change." Bottom Line 30, no. 3 (November 13, 2017): 236–54. http://dx.doi.org/10.1108/bl-08-2017-0016.

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Purpose The purpose of this paper is to review intuition in the context of organizational change. The authors argue that intuition as a concept requires attention and its formulation is necessary prior to its application in organizations. The paper provides a critique of dual process theory and highlights shortcomings in organization theorizing of intuition. Design/methodology/approach The paper is conceptual and provides in-depth theoretical discussions by drawing from the literature on decision and intuition in the context of organizational change. Findings Investigating whether dual process theory is sufficiently clear, the authors found ambiguity. Specifically, the current definition provided by Dane and Pratt is not clear in terms of its four sections: the consciousness of non-conscious processing, involving holistic associations, that are produced rapidly, which result in affectively charged judgments. Finally, the authors note that the evolutionary perspective is missing and they provide foundational concepts for such a perspective, including the discussion of information templates, memes and genes, as argued by research, condition intuition. Originality/value The paper finds that an evolutionary perspective develops a picture of intuition as an adaptive resource. This evolutionary perspective is currently absent in research and the authors provide foundational concepts for such a perspective. They propose specific arguments to highlight the evolutionary perspective.

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Lee, Yu-Chin, and Pei-Chuan Mao. "Survivors of Organizational Change: A Resource Perspective." Business and Management Studies 1, no. 2 (March 18, 2015): 1. http://dx.doi.org/10.11114/bms.v1i2.692.

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The failure rate of organizational change and studies regarding personal turmoil resulting from organizational change indicate that even employees survive layoff, merger, or any forms of changes, they still develop symptoms of distress, cynicism, and work withdrawal. In this paper, we propose a conceptual model based on the conservation of resources theory to examine the effect of organizational change on survivors’ organizational identification and well-being. Moreover, we suggest that organizational change may not be as harmful for employees who possess positive attitude toward the process. We offer research propositions and discuss implications for future organizational change research.

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Harb, Bissane, and Dina Sidani. "Transformational leadership for organizational change in the Lebanese public sector." Problems and Perspectives in Management 17, no. 2 (May 21, 2019): 205–16. http://dx.doi.org/10.21511/ppm.17(2).2019.15.

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The public sector is facing multiple changes. In a constantly changing environment, that is more and more demanding in terms of innovation and performance, the concept of leadership is of particular importance, as it is one of the few tools available to public managers.Based on the transformational leadership theory, the aim of this study is to explore how transformational leadership characteristics influence organizational change within the public sector in Lebanon. To serve this purpose, a qualitative approach is adopted based on a series of semi-focused interviews conducted with ten public managers running 10 public administrations. These administrations have undergone significant changes over the past five years.The results point out the importance of transformational behaviors adopted by public managers in leading change within the public sector in Lebanon, despite the multiple obstacles. They confirmed the role of two transformational dimensions related to idealized influence and inspirational motivation in the successful implementation of organizational change. This study contributes to better understanding of the role of transformational leadership in promoting change in the public sector.

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Ray, Victor. "A Theory of Racialized Organizations." American Sociological Review 84, no. 1 (January 25, 2019): 26–53. http://dx.doi.org/10.1177/0003122418822335.

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Organizational theory scholars typically see organizations as race-neutral bureaucratic structures, while race and ethnicity scholars have largely neglected the role of organizations in the social construction of race. The theory developed in this article bridges these subfields, arguing that organizations are racial structures—cognitive schemas connecting organizational rules to social and material resources. I begin with the proposition that race is constitutive of organizational foundations, hierarchies, and processes. Next, I develop four tenets: (1) racialized organizations enhance or diminish the agency of racial groups; (2) racialized organizations legitimate the unequal distribution of resources; (3) Whiteness is a credential; and (4) the decoupling of formal rules from organizational practice is often racialized. I argue that racialization theory must account for how both state policy and individual attitudes are filtered through—and changed by—organizations. Seeing race as constitutive of organizations helps us better understand the formation and everyday functioning of organizations. Incorporating organizations into a structural theory of racial inequality can help us better understand stability, change, and the institutionalization of racial inequality. I conclude with an overview of internal and external sources of organizational change and a discussion of how the theory of racialized organizations may set the agenda for future research.

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Martin, Kelly D., Jean L. Johnson, and John B. Cullen. "Organizational Change, Normative Control Deinstitutionalization, and Corruption." Business Ethics Quarterly 19, no. 1 (January 2009): 105–30. http://dx.doi.org/10.5840/beq20091915.

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ABSTRACT:Despite widespread attention to corruption and organizational change in the literature, to our knowledge, no research has attempted to understand the linkages between these two powerful organizational phenomena. Accordingly, we draw on major theories in ethics, sociology, and management to develop a theoretical framework for understanding how organizational change can sometimes generate corruption. We extend anomie theory and ethical climate theory to articulate the deinstitutionalization of the normative control system and argue that, through this deinstitutionalization, organizations have the potential to become incubators for corruption. We qualify this process by proposing conditions more ripe for anomie and under which this deinstitutionalization is more likely to occur, propounding moderating relationships that influence organizational reconfiguration. Examples of turbulence in the contemporary business environment that can trigger change highlight our discussion. We conclude with managerial implications, offering means by which the deleterious effects of corruption may be arrested or controlled.

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Nadim, Abbas, and Parbudyal Singh. "Leading change for success: embracing resistance." European Business Review 31, no. 4 (June 10, 2019): 512–23. http://dx.doi.org/10.1108/ebr-06-2018-0119.

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Purpose Organizational change is one of the most researched issues in management and leadership. Change is generally viewed as necessary, with positive outcomes for all stakeholders. Resistance is consequently seen as a surprising outcome. However, much of the management literature focuses on change as organizational dynamics-driven, especially by those at the top, in the interests of those at the top, often with scant attention to the role of employees. The purpose of this paper is to take a different perspective, grounded in the systems theory. Design/methodology/approach This is a conceptual paper. The authors critically examine theoretical explanations of resistance to change in organizations and offer an alternative perspective. Findings Systems theorists have addressed change, and its necessity in organizational survival, using an open systems model. The open systems theory posits that organizations are social systems that have purposes of their own and is made of parts (employees) that are purposeful and operate within a purposeful larger system – the environment (stakeholders). Change that ignores a key part – employees – will be resisted. Originality/value Using the systems theory, the authors propose several suggestions for organizational leaders and managers to implement sustainable change. These include, among others, recommendations on circular organizational designs, the need for more democratic organizations, purposeful leadership styles and how to include employees in proactive organizational change processes.

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Dupret, Katia. "Performative Silences: Potentiality of Organizational Change." Organization Studies 40, no. 5 (March 21, 2018): 681–703. http://dx.doi.org/10.1177/0170840618759816.

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The article highlights the importance of silence in the change process of organizations, making the claim that silence distributes authority and decision-making processes. It thus adds to existing organization literature that applies a performative approach to silence as neither static nor neutral. It creates new realities. Silence as an act, rather than a noun, is conceptualized as central to organizational change. Through an ethnographic study in a mental healthcare organization, it is shown how different performances of silence make new decision-making processes available and influence new work practices that are central to understanding the particular characteristics of psychiatric organizations. Although the performance of silence can have somewhat immaterial and mundane connotations, when one uses an actor-network theory approach to organization studies, the performance of silence becomes helpful in conceptualizing how new and old practices are often imbedded into each other.

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Kamarudin, Mohd Fauzi, Karen Starr, Aida Nasirah Abdullah, and Kalthom Husain. "Communicating Change in Organizational Restructuring: A Grounded Theory Case Study." Procedia - Social and Behavioral Sciences 155 (November 2014): 496–501. http://dx.doi.org/10.1016/j.sbspro.2014.10.329.

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Ford, Randal. "Organizational learning, change and power: toward a practice‐theory framework." Learning Organization 13, no. 5 (September 2006): 495–524. http://dx.doi.org/10.1108/09696470610680008.

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Van Oosten, Ellen B. "Intentional change theory at the organizational level: a case study." Journal of Management Development 25, no. 7 (August 2006): 707–17. http://dx.doi.org/10.1108/02621710610678508.

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Ardern, Peter. "Safeguarding care gains: a grounded theory study of organizational change." Journal of Advanced Nursing 29, no. 6 (June 1999): 1370–76. http://dx.doi.org/10.1046/j.1365-2648.1999.01023.x.

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Gummer, Burton. "Reinventing, Restructuring, and the Big Bang Theory of Organizational Change." Administration in Social Work 19, no. 3 (October 6, 1995): 83–97. http://dx.doi.org/10.1300/j147v19n03_06.

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Andersén, Jim, and Annelie Andersén. "Deconstructing resistance to organizational change: a social representation theory approach." International Journal of Organizational Analysis 22, no. 3 (July 8, 2014): 342–55. http://dx.doi.org/10.1108/ijoa-04-2012-0582.

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Purpose – The purpose of this paper is to illustrate how social representation theory (SRT) can be used to understand the concept of resistance to change. SRT is a growing theory in social psychology research. SRT is about how individuals co-construct representations of various objects in different social settings. These social representations govern the attitudes and actions of individuals and groups. In spite of the growing interest in SRT in various fields, no studies have used SRT to understand resistance to organizational change. Design/methodology/approach – This study reviews the relevant literature on resistance to change and SRT to develop a conceptual framework for understanding resistance from the standpoint of SRT. Findings – The authors develop a model that illustrates how three interrelated objects, i.e. the organizational process and the pre-and post-change situation, are co-constructed in social contexts. Also, the authors discuss how representations of these objects can co-exist (cognitive polyphasia). Our study illustrates the complexity of resistance to change by deconstructing the concept. Originality/value – Application of SRT to analyze resistance to organizational change is a novel approach that provides several new insights. For example, where most publications regard advocates of change as sense-givers in the change recipient’s sense-making process, the authors argue for a more constructionist approach. Thus, all actors involved in the change process will affect each other and together co-construct the social representations. These social representations govern attitudes to change.

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Whalen, Thomas B. "Utilizing The Social Transaction Theory Of Social Ontology To Understand Organizational Culture Change." Journal of Business & Economics Research (JBER) 12, no. 1 (December 31, 2013): 37. http://dx.doi.org/10.19030/jber.v12i1.8375.

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Recent popular literature has spawned an ever increasing amount of leadership and management advice on how to manage, lead, and institute organizational change. While some of this advice may be effective, the literature has shown that the majority of organizational change initiatives fail. Most current leadership and management practices prescribe organizational treatment without understanding the nature and underlying cause of organizational illness. In the case of organizational culture, failure to properly institute change can have long-term repercussions. This paper proposes that the social transaction theory of social ontology can be used to explain not only how organizational culture is formed, but also how it responds to attempts to change it. Thus, by understanding the underlying mechanisms of culture formation and transformation, effective approaches can be developed to demonstrate how lasting change can be instituted.

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Wee, Elijah X. M., and M. Susan Taylor. "Attention to change: A multilevel theory on the process of emergent continuous organizational change." Journal of Applied Psychology 103, no. 1 (January 2018): 1–13. http://dx.doi.org/10.1037/apl0000261.

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Øygarden, Olaug, Espen Olsen, and Aslaug Mikkelsen. "Changing to improve? Organizational change and change-oriented leadership in hospitals." Journal of Health Organization and Management 34, no. 6 (August 25, 2020): 687–706. http://dx.doi.org/10.1108/jhom-09-2019-0280.

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PurposeThis paper aims to fill gaps in one’s knowledge of the impact of organizational change on two outcomes relevant to hospital service quality (performance obstacles and physician job satisfaction) and in one’s knowledge of the role of middle manager change-oriented leadership in relation to the same outcomes. Further, the authors aim to identify how physician participation in decision-making is impacted by organizational change and change-oriented leadership, as well as how it mediates the relationships between these two variables, performance obstacles and job satisfaction.Design/methodology/approachThe study adopted a cross-sectional survey design including data from Norwegian hospital physicians (N = 556). A hypothetical model was developed based on existing theory, confirmatory factor analysis was carried out in order to ensure the validity of measurement concepts, and the structural model was estimated using structural equation modelling.FindingsThe organizational changes in question were positively related to performance obstacles both directly and indirectly through participation in decision-making. Organizational change was also negatively related to job satisfaction, both directly and indirectly. Change-oriented leadership was negatively related to performance obstacles, but only indirectly through participation in decision-making, whereas it was positively related to job satisfaction both directly and indirectly.Originality/valueThe authors developed a theoretical model based on existing theory, but to their knowledge no other studies have tested these exact relationships within one model. These findings offer insights relevant to current and ongoing developments in the healthcare field and to the question of how hospitals may deal with continuous changes in ways that could contribute positively towards outcomes relevant to service quality.

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Kähkönen, Tiina. "Employee trust repair after organizational change." Journal of Organizational Change Management 33, no. 6 (September 23, 2020): 1143–61. http://dx.doi.org/10.1108/jocm-05-2020-0136.

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PurposeThis study examines the trust-repair practices after organizational change.Design/methodology/approachPrevious research on this topic is limited, so an abductive qualitative research approach was adopted. The data were collected from key informants through focus group discussions and interviews.FindingsBeyond previous research findings, this study identified that employee trust can be repaired after benevolence-based trust violations by enforcing ethical behavior and fostering managers' emotional intelligence and after competence-based violations by fostering the sense-making process and by involving third parties in trust recovery. In addition, transparent information sharing and strong management actions predict positive trust outcomes in a change context.Research limitations/implicationsThis paper makes three key contributions to the literature on organizational trust by (1) identifying trust violations after organizational change, (2) proposing a process model on trust repair and (3) extending understanding of trust repair practices by revealing new elements.Practical implicationsThis study provides practical information from a real work context and can improve managers' understanding of active trust-repair practices.Originality/valueThis paper outlines active trust-repair practices in an organizational change context and expands the current theory by presenting novel insights into organizational trust repair. In addition, this paper contributes to the trust-repair literature by proposing promising avenues for future trust repair research.

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Yang, Yuha, Jin Nam Choi, and Kyungmook Lee. "Theory of Planned Behavior and Different Forms Of Organizational Change Behavior." Social Behavior and Personality: an international journal 46, no. 10 (October 4, 2018): 1657–71. http://dx.doi.org/10.2224/sbp.6832.

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Complementing prior research on the macro- and system-focused views of organizational change, we examined microprocesses of change by attending to 3 different forms of change behavior as predicted by the theory of planned behavior (TPB). Data were collected from 193 employee–coworker dyads working in various organizations in South Korea. Results showed that the TPB-based predictors were related to distinct forms of change behavior. Specifically, the change efficacy of employees predicted their compliance with change, management support for change predicted employees' cooperation with change, and change favorableness was related to proactive championing for change. Magnitude of change was a positive predictor of the 3 forms of change behavior (compliance, cooperation, and championing) and moderated the relationship between change efficacy and compliance with change. We have contributed to the literature by elaborating on the microlevel dynamics of organizational change by introducing the TPB to explain behavioral reactions to change.

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Kirby, Deborah. "Changing the nature of organizational change." Strategic HR Review 18, no. 4 (August 12, 2019): 155–60. http://dx.doi.org/10.1108/shr-05-2019-0036.

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Purpose Although organizational change management has become a permanent practice, failure thrives at a rate of 50 per cent to 75 per cent and has done so for nearly 40 years. Executives and consultants continue to plow the same path of “change,” sowing the same seeds, yet somehow expecting a different crop to grow; it is not for a lack of good intention or sincere effort to improve the organization. This paper is meant to challenge and inspire researchers, consultants and particularly organizational leaders and members toward liberating themselves from fixed ways of thinking to reimagine change as natural and ongoing rather than episodic – essential in an era of constant flux. Design/methodology/approach A critical analysis of wide-ranging literature related to the genesis of the organization, organization theory, culture, metaphor and change revealed four unfavorable conditions, making attempts at sustainable change nearly impossible. Findings An organization’s unconscious and habitual thought-action patterns considerably contribute to creating four unfavorable conditions for change. Understanding this context is essential before initiating change efforts. Reorienting change from an analytical to a relational paradigm and disrupting linear, prescriptive thinking makes way for emergent, cooperative and inclusive efforts to induce sustainable, transformational change. Originality/value This research sheds a different light on what makes sustainable organizational change elusive and offers strategic human resource managers a new perspective on the nature of change.

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Blackler, Frank, and Suzanne Regan. "Intentionality, Agency, Change: Practice Theory and Management." Management Learning 40, no. 2 (April 2009): 161–76. http://dx.doi.org/10.1177/1350507608101227.

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Practice research that has been influential in management and organizational studies has featured stable teams and established communities of practice. In recent years however, many work settings have become fluid, transitory and uncertain. Theories that explore collective intentionality and distributed agency are particularly relevant to such situations. Commenting on recent contributions this article concentrates on activity theory. The analytic strengths of activity theory are illustrated by a study of the reorganization of social services for vulnerable children and families. Its implications for action are illustrated by a comparison with a `value rational' approach to intervention.

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Bodrožić, Zlatko, and Paul S. Adler. "The Evolution of Management Models: A Neo-Schumpeterian Theory." Administrative Science Quarterly 63, no. 1 (April 7, 2017): 85–129. http://dx.doi.org/10.1177/0001839217704811.

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In the last century and a half, U.S. industry has seen the emergence of several different management models. We propose a theory of this evolution based on three nested and interacting processes. First, we identify several successive waves of technological revolution, each of which prompted a corresponding wave of change in the dominant organizational paradigm. Second, nested within these waves, each of these organizational paradigms emerged through two successive cycles—a primary cycle that generated a new management model making the prior organizational paradigm obsolete, and a secondary cycle that generated another model that mitigated the dysfunctions of the primary cycle’s model. Third, nested within each cycle is a problem-solving process in which each model’s development passed through four main phases: (1) identification of a widespread organizational and management problem, (2) creation of innovative managerial concepts that offer various solutions to this problem, (3) emergence and theorization of a new model from among these concepts, and (4) dissemination and diffusion of this model. By linking new models’ emergence to specific technological revolutions, we can explain changes in their contents. By integrating a dialectical account of the paired cycles with an account of the waves of paradigm change, we can see how apparently competing models are better understood as complementary pairs in a common paradigm. And by unpacking each model’s phases of development, we can identify the roles played by various actors and management concepts in driving change in the models’ contents and see the agency behind these structural changes.

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Riyanto, Dicky Wisnu Usdek, Viajeng Purnama Putri, and Rafiduraida Abdul Rahman. "EFFECT OF PERCEIVED ORGANIZATIONAL SUPPORT AND SELF-EFFICACY TO CHANGE READINESS FOR CHANGE IN HOSPITAL OF MUHAMMADIYAH MALANG UNIVERSITY, INDONESIA." Humanities & Social Sciences Reviews 8, no. 5 (September 25, 2020): 199–209. http://dx.doi.org/10.18510/hssr.2020.8519.

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readiness to change in the Hospital of Muhammadiyah Malang University. Methodology: This research sample of 129 respondents, taken based on Purposive Sampling of Muhamadiyah University Hospital’s employee population. This path analysis technique will be used in testing the amount of contribution shown by the path coefficient on each path diagram of the causal relationship between variables X1, X2, and X3 on Y. Main Findings: Self-efficacy and perceived organizational support have a positive and significant effect on willingness to change, and self-efficacy is able to mediate the effect between perceived organizational support on readiness to change. Self-efficacy and perceived organizational support had positively and significantly influenced the employees’ responses to change readiness at Muhammadiyah Malang hospital. Applications of this study: This study’s findings contribute to the theory of organizational change that self-efficacy and perceived organizational are essential factors in realizing organizational change. Novelty/Originality of this study: This study’s novelty is that this study uses the concept of self-efficacy and perceived organizational support as essential factors that influence organizational change. Both of these essential factors are a unity system that needs to be considered in making organizational changes.

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