Gotowe bibliografie tematyczne / Organisational transformation

Gotowa bibliografia na temat „Organisational transformation”

Autor: Grafiati

Data publikacji: 4 czerwca 2021

Data aktualizacji: 31 stycznia 2023

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Artykuły w czasopismach na temat "Organisational transformation"

Pearce, Antony, i Dirk Pons. "Implementing Lean Practices: Managing the Transformation Risks". Journal of Industrial Engineering 2013 (18.12.2013): 1–19. http://dx.doi.org/10.1155/2013/790291.

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Insightful implementation of lean is necessary for high-value manufacturing and is complementary to strategic decision making regarding manufacture. However lean can be difficult to implement in specific organisations. One of the difficulties is deciding which of the many lean tools to apply and when to apply them. A complicating factor is change management. Lean implementation is a transformational process and needs to support organisational development alongside process improvement. We develop a method based on risk management to identify which lean tools are most appropriate for a specific organisational setting. This permits the situational and contingency variables to be accommodated in the lean transformation. The method is demonstrated by application to a small manufacturing organisation with a high-variety low-volume business model. Thus it is possible, given contextual knowledge of the organisation, to predict which lean methods are most important in the situation. This enables the prioritisation of organisational effort towards lean methods that are relevant to the organisation at that particular time in its development.

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Mutebi, Henry, Moses Muhwezi, Joseph Mpeera Ntayi i John C. Kigozi Munene. "Organisation size, innovativeness, self-organisation and inter-organisational coordination". International Journal of Emergency Services 9, nr 3 (5.08.2020): 359–94. http://dx.doi.org/10.1108/ijes-05-2020-0024.

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PurposeThe purpose of this study is to examine how humanitarian organisation size affects inter-organisational coordination and further tested the mediating role of organisational innovativeness, self-organisation in the relationship between humanitarian organisation size and inter-organisational coordination among humanitarian organisations in Uganda.Design/methodology/approachThe study is based on cross-sectional survey; data was collected from 101 humanitarian organisations. The analysis of the proposed hypotheses was done with the help of PLS-SEM using SmartPLS version 3.3.0 for professionals.FindingsThe results show that humanitarian organisation size significantly relates with inter-organisational coordination. In addition, self-organisation and organisational innovativeness play a complementary role between humanitarian organisation size and inter-organisational coordination.Research limitations/implicationsThe findings of this research provide useful insights into the role of humanitarian organisation size in boosting inter-organisational coordination in humanitarian relief delivery. High levels of self-organisation and organisational innovativeness not only improve inter-organisational coordination in humanitarian relief delivery but also enhance the transformation of humanitarian organisation size benefits into inter-organisational coordination.Originality/valueThis research is one of the few studies that investigated the effect of humanitarian organisation size and inter-organisational coordination. It also brings into the limelight the mediating role of self-organisation and organisational innovativeness between humanitarian organisation size and inter-organisational ordination in humanitarian relief delivery.

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A. D., Pearce, i Pons D. J. "Defining Lean Change—Framing Lean Implementation in Organizational Development". International Journal of Business and Management 12, nr 4 (26.03.2017): 10. http://dx.doi.org/10.5539/ijbm.v12n4p10.

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Problem – When lean is adopted in traditional organisations it requires a widespread organisational change and many businesses fail to sustain lean practices. Purpose – The purpose of this work was to define lean implementation based on the organisational development (OD) body of knowledge. Approach – The literature in lean and organisational change was reviewed and amalgamated to develop a novel conceptual framework. Findings – Lean implementation begins with a planned changed that is episodic. However, the ultimate goal is to develop a learning organisation where change is continuous and emergent from all levels. Respect for people, everyone in the organisations contribution, is considered key to successful implementation of lean. Implications– Practitioners should not focus on isolated improvements, but foster change from within for a permeable transformation to become a lean learning organisation. Originality - This paper provides new insights into lean implementation and its transformative effect on the organisation. A novel conceptual model is presented that frames lean transformation within the organisational development literature.

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Sachdev, Anil, i Arjya Chakravarty. "Real-Time Strategic Change: Flashback to Whole Systems Change and Relating to Organisation Development Sponsors in India". NHRD Network Journal 13, nr 3 (lipiec 2020): 370–82. http://dx.doi.org/10.1177/2631454120953036.

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This article intends to introduce and explore the process and execution of change in complex dynamic organisation systems. Transformations are purposeful system-wide journey of organisational change. The emphasis is on the interaction between system elements more than on the analysis of each component. ‘Whole System transformation’ is involved in creating renewed organisations from within itself by enabling or allowing the system to transform itself. Real-time strategic change is presented as a framework in this context of evolutionary open systems. This article explores organisational change in a richer and more insightful way. The large-scale interaction process (LSIP) is illustrated and explained and its relationship to transformation and change in organisations is explored in a procedural view of this change paradigm. The authors outline the theoretical aspects of organisational change processes in Kathie Dannemiller’s whole systems thinking intellectual heritage. The article draws from experiences in many organisations that have benefited from this approach over the last 25 years with capability built among hundreds of facilitators to carry this approach forward.

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May, T., i M. Buck. "Power, Professionalism and Organisational Transformation". Sociological Research Online 3, nr 2 (czerwiec 1998): 89–102. http://dx.doi.org/10.5153/sro.159.

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Utilising data drawn from a study of a social service organisation, this article aims to understand the relationship between the rationale of organisational transformations and the professional status of social workers. It contains an examination of the original aims of Community Care legislation, its translation by management into processes of re-structuring and alterations in job specification, as well as the perspectives of those at the front-line of the organisation. This enables a theoretical consideration of organisational transformation and power and their relationship to the identity of social workers.

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Mutebi, Henry, Joseph Mpeera Ntayi, Moses Muhwezi i John C. Kigozi Munene. "Self-organisation, adaptability, organisational networks and inter-organisational coordination: empirical evidence from humanitarian organisations in Uganda". Journal of Humanitarian Logistics and Supply Chain Management 10, nr 4 (21.08.2020): 447–83. http://dx.doi.org/10.1108/jhlscm-10-2019-0074.

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PurposeTo coordinate humanitarian organisations with different mandates that flock the scenes of disasters to save lives and respond to varied needs arising from the increased number of victims is not easy. Therefore, the level at which organisations self-organise, network and adapt to the dynamic operational environment may be related to inter-organisational coordination. The authors studied self-organisation, organisational networks and adaptability as important and often overlooked organisational factors hypothesised to be related to inter-organisational coordination in the context of humanitarian organisations.Design/methodology/approachThe study’s sample consisted of 101 humanitarian organisations with 315 respondents. To decrease the problem of common method variance, the authors split the samples within each humanitarian organisation into two subsamples: one subsample was used for the measurement of self-organisation, organisational network and adaptability, while the other was for the measurement of inter-organisational coordination.FindingsThe partial least square structural equation modelling (PLS-SEM) analysis using SmartPLS 3.2.8 indicated that self-organisation is related to inter-organisational coordination. Organisational network and adaptability were found to be mediators for the relationship between self-organisation and inter-organisational coordination and all combined accounted for 57.8% variance in inter-organisational coordination.Research limitations/implicationsThe study was cross sectional, hence imposing a limitation on changes in perceptions over time. Perhaps, a longitudinal study in future is desirable. Data were collected only from humanitarian organisations that had delivered relief to refugees in the stated camps by 2018. Above all, this study considered self-organisation, adaptability and organisational networks in the explanation of inter-organisational coordination, although there are other factors that could still be explored.Practical implicationsA potential implication is that humanitarian organisations which need to coordinate with others in emergency situations may need to examine their ability to self-organise, network and adapt.Social implicationsSocial transformation is a function of active social entities that cannot work in isolation. Hence, for each to be able to make a contribution to meaningful social change, there is need to develop organisational networks with sister organisations so as to secure rare resources that facilitate change efforts coupled with the ability to reorganise themselves and adapt to changing environmental circumstances.Originality/valueThe paper examines (1) the extent to which self-organisation, adaptability and organisational networks influence inter-organisational coordination; (2) the mediating role of both adaptability and organisational networks between self-organisation and inter-organisational coordination in the context of humanitarian organisations against the backdrop of complex adaptive system (CAS) theory.

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Stuart, Helen. "Corporate branding and rebranding: an institutional logics perspective". Journal of Product & Brand Management 27, nr 1 (12.02.2018): 96–100. http://dx.doi.org/10.1108/jpbm-05-2016-1198.

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Purpose The purpose of this paper is to demonstrate how the institutional logics framework adds a fresh perspective on corporate branding, particularly in times of organisational change and subsequent corporate rebranding. Design/methodology/approach The paper examines previous comprehensive approaches to corporate branding in the face of organisational transformation, applying institutional theory which adds to intelligence already developed regarding corporate branding and rebranding in this situation. Findings An understanding of the institutional logics framework provides insights into how corporate branding and rebranding in organisations is affected in an environment where the organisation simultaneously holds values and beliefs inherent to two or more competing institutional forms (Townley, 2002). Research limitations/implications Further research is required to develop a model which integrates institutional logics into previous approaches to corporate rebranding. Practical implications Consideration of the underlying institutional logics of an organisation and how organisational transformation results in competing institutional logics and institutional pluralism leads to profound thinking about branding and rebranding an organisation. Originality/value Although there are a number of studies which look at how to evolve the corporate brand in times of organisational transformation, the institutional logics approach has not yet been applied to this issue, except by the author.

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Kozlowska, Olga, Gemma Seda Gombau i Rustam Rea. "Leadership for integrated care: a case study". Leadership in Health Services 33, nr 2 (3.02.2020): 125–46. http://dx.doi.org/10.1108/lhs-09-2019-0066.

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Purpose Integration of health services involves multiple interdependent leaders acting at several levels of their organisation and across organisations. This paper aims to explore the complexities of leadership in an integrated care project and aims to understand what leadership arrangements are needed to enable service transformation. Design/methodology/approach This case study analysed system and organisational leadership in a project aiming to integrate primary and specialist care. To explore the former, the national policy documents and guidelines were reviewed. To explore the latter, the official documents from the transformation team meetings and interview data from 17 health-care professionals and commissioners were analysed using thematic analysis with the coding framework derived from the comprehensive and multilevel framework for change (Ferlie and Shortell, 2001). Findings Although integration was supported in the narratives of the system and organisational leaders, there were multiple challenges: insufficient support by the system level leadership for the local leadership, insufficient organisational support for (clinical) leadership within the transformation team and insufficient leadership within the transformation team because of disruptions caused by personnel changes, roles ambiguity, conflicting priorities and insufficient resources. Practical implications This study provides insights into the interdependencies of leadership across multiple levels and proposes steps to maximise the success of complex transformational projects. Originality/value This study’s practical findings are useful for those involved in the bottom-up integrated projects, especially the transformation teams’ members. The case study highlights the need for a toolkit enabling local leaders to operate effectively within the system and organisational leadership contexts.

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ZUURMOND, ARRE. "Organisational Transformation Through the Internet". Journal of Public Policy 25, nr 1 (2.02.2005): 133–48. http://dx.doi.org/10.1017/s0143814x05000231.

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In this article we show that organisational structures are changing fundamentally. This change is caused by the growing use of ICT and the scope of services they now cover. Since public administrations face higher demands from citizens and society – higher level of services, lower costs of service production – the ICT and internet are used to redesign, not only the service delivery process, but also the organisational structure of the organisations involved. In this article we introduce some benchmarks that show the growth path in this transformation and the use and scope of ICT, and we present a case study to illustrate changes in depth. We also try to analyse these changes, using classical literature from organisational sociology. Amendments to the work of Joan Woodward and Max Weber are proposed to deliver extra heuristic power to understand recent developments in organisational change.

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Edgeman, Rick, i Kunal Yogen Sevak. "The Circle Game: Poetry and Sustainable Enterprises". International Journal of Innovation and Economic Development 6, nr 6 (2021): 30–45. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.66.2003.

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Organisational progress toward sustainable social and natural environments is essential. So too, is financial performance sufficient to support organisational investment in sustainability. Perspectives as to what organisational sustainability is, how it is pursued, and its preferred fruits have evolved in recent years to incorporate both inclusion and circularity. Regardless of the prevalent organisational perspective, the organisation will need to formulate and execute a triple top-line strategy to deliver triple bottom line performance and impacts. Interpretation of inclusion depends on whether organisational focus is internal, or is riveted on people, communities, or societies the organisation serves or hopes to impact. Herein inclusion is principally outward-looking, and hence primarily addresses marginalised individuals or groups, including individuals at the base of the pyramid. Organisations aiming to ‘do well, by doing good’ are called for-benefit organisations and are central to this effort and, often, are inclusive businesses. More than ‘doing good’, such organisations may aid disadvantaged or marginalised individuals or groups through beneficial cultural innovation and transformation. Companion to inclusivity is circularity, where businesses focus on resource recovery and redeployment. New business models aiming to direct organisations toward sustainable excellence, will incorporate inclusivity and circularity.

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Rozprawy doktorskie na temat "Organisational transformation"

Mathe, Lucratia-Shandi. "Business transformation through organisational ambidexterity and organisational agility". Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/64878.

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Purpose Ð Anchored on the theory of continuous change, the purpose of this research study is to offer relevant insights to businesses, by providing an informed case for business transformation facilitated by organisational ambidexterity and organisational agility. The constructs of ambidexterity and agility are explored and defined as business capabilities, resulting in a framework for the effective transformation of large and established organisations through an enhanced comprehension of organisational ambidexterity and agility. In the derivation of the framework, aspects enabling the Transformation through Ambidexterity and Agility framework are examined to provide clarity on how these interrelated competencies contribute to the overall performance of the business. Design/methodology/approach Ð Published empirical and research articles were reviewed to study the concepts of organisational ambidexterity and agility as critical factors contributing to business performance. Semi-structured interviews were conducted with 25 research participants to explore organisational comprehension, execution and enablement of ambidexterity and agility as business capabilities. Findings Ð Enhanced comprehension and execution of organisational ambidexterity and agility increases an organisationÕs ability to continuously and proactively respond to volatile market changes. Then with dexterity, speed and prudence, enable a continuous transient advantage. The commitment to continually transform the business through ambidextrous and agile strategies implies shifts at all levels of the organisation, starting with strategic leadership, down to the reward and motivation philosophy of the organisation. Practical implications Ð Business leaders should consider the combined enactment of ambidexterity and agility as dynamic capabilities that principally guide strategic, operational and portfolio activities. Fostering ambidexterity-agility enhancing capabilities is paramount to safeguarding a continuous successful integration of ambidexterity and agility as dynamic performance enhancing capabilities.
Mini Dissertation (MBA)--University of Pretoria, 2017.
nk2018
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted

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Kyriakidou, Olympia. "Organisational identity and change : the dynamics of organisational transformation". Thesis, University of Surrey, 2001. http://epubs.surrey.ac.uk/723/.

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Edwards, Mark Gerard. "An integral metatheory for organisational transformation". University of Western Australia. Faculty of Business, 2008. http://theses.library.uwa.edu.au/adt-WU2008.0145.

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This thesis proposes a metatheory for the study of organisational transformation. A metatheory is a coherent conceptual system that analyses and accommodates the insights of other theory. In a time of rapidly changing organisational, societal and global environments there is a strong imperative for developing integrative conceptual frameworks that contribute to our understanding and explanation of transformational change. Like other areas of social science, the field of organisational transformation is made up of a multitude of diverse theories that offer useful and valid insights into aspects of transformational phenomena. These theories come from many different theoretical schools and research paradigms and they employ a wide range of explanatory concepts. There are however, no overarching theoretical frameworks specifically developed from metatheory building techniques that might give an overall coherency to the field. Consequently, there is no way of deciding on the relative conceptual merits of particular theories and there is often little justification for adopting one theory over another to explore some aspect of organisational transformation. To fill this gap, this thesis uses conceptual research methods to i) review extant literature, ii) develop a metatheory for organisational transformation and iii) apply this metatheory to the exemplar topic of organisational sustainability. The initial chapters introduce the topics of organisational transformation and metatheory building and provide a rationale for an overarching approach to radical organisational change. Following this, a method for metatheory building is developed and its application in this study is described. A rationale for the sampling procedure and organisational of data is also presented. The metatheory building method involves the use of conceptual theme analysis for identifying the core themes theorists use in describing and explaining organisational transformation. In subsequent chapters, core themes are analysed using the techniques of bridging and bracketing to derive a number of conceptual lenses. These lenses, and the relationships between them, form the central components for the integral metatheory. Having identified and described the basic set of conceptual lenses for transformation, the exemplar topic of organisational sustainability is used to show how the metatheory can be applied to a specific area of research. The final chapter evaluates the integral metatheory with some commonly used criteria for judging the results of conceptual research. A brief evaluation of the chief metatheoretical resource used in the study, i.e., AQAL metatheory, is also carried out. This thesis endeavours to contribute to the field of organisational, transformational and sustainability studies by i) developing a metatheoretical framework for the study of radical organisational change, ii) offering a comprehensive review of paradigms and theories of organisational transformation and their core explanatory concepts, and iii) proposing a more detailed metatheory building method which can make a significant contribution to the conceptual development of many fields within organisational studies.

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Dixon, Sarah E. A. "Organisational transformation in the russian oil industry". Thesis, Henley Business School, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.429033.

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Stergiou, Maria. "A process-centered architecture for organisational transformation". Thesis, University of Kent, 1999. https://kar.kent.ac.uk/21775/.

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Correia, Jorge Antonio Pinto. "Identification of essential knowledge co-creation processes for effective organisational transformation of service organisations". Thesis, University of Buckingham, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.436889.

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Maguire, Catherine. "An exploratory study of organisational transformation in manufacturing SMEs". Thesis, University of Strathclyde, 2010. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=12402.

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Bisschoff, F. A. "Key success factors in the implementation of organisational transformation". Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/51808.

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Thesis (MBA)--Stellenbosch University, 2000.
ENGLISH ABSTRACT: Managers are continuously faced with new problems and organisations are facing a severe battle for survival. The purpose of this study is to provide managers with a practical guideline based on a holistic and integrated approach of how to face and successfully overcome transformation challenges that they are facing. It has become imperative that managers learn how to effectively reposition and re-organise their organisations in order to meet the challenges of the future with confidence. The areas that will be addressed in this study will provide managers with the relevant information on how to transform their organisation as well as provide insights into how to approach the implementation thereof. The planning, positioning and implementation of transformation is one of the most important tools for organisations strategically gain the competitive advantage into the future. The Bisschoff generic key success factor organisation transformation model have been developed that will enable managers to approach the issues of transformation with confidence. This study has been compiled and written in such a manner as to provide managers with guidelines of techniques and models to apply the theory and literature in their respective organisations. The main purpose of this study is to provide a body of knowledge on the issues surrounding a successful transformation process.
AFRIKAANSE OPSOMMING: Bestuur staar voortdurend nuwe uitdagings in die gesig en organisasies word bedreig deur 'n uiterste stryd om herlewing. Hierdie studie het ten doel om bestuurders te voorsien van 'n praktiese handleiding gebaseer op 'n hilistiese en geintegreerde benadering om die uitdagings van transformasie waarvoor hulle te staan kom met sukses te trotseer en te oorkom. Dit het van uiterste belang geword dat bestuurders tegnieke aanleer om hulle onderskeie organisasies so te herposisioneer en te her-organiseer dat hulle in staat gestel sal word om die uitdagings van die toekoms met sukses te oorkom. Die areas ter sprake in die studie het ten doel om bestuur van relevante inligting te voorsien oor hoe om organisasies te transformer en insig te verskaf oor die benadering van implementering. Die beplanning, posisionering en implementering van transformasie is een van die belangrikste hulpmiddels vir organisasies om strategies die kompeterende voordeel te verkry in die toekoms. Die Bisschoff generiese sleutel sukses faktor organisasie transformasie model is ontwerp om bestuurders in staat te stel om die uitdagings rakende transformasie met sekerheid aan te durf. Hierdie studie is onderneem en saamgestel om bestuurders te voorsien met 'n handleiding waarin tegnieke en modelle beskryf word waarbinne die teorie en literatuur in hulle organisasie toegepas kan word. Die kern doel van hierdie studie is om 'n liggaam van transformasie te voorsien rakende die vraagstukke rakende 'n suksesvolle transformasie proses.

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Nabe, Percival Mvuyisi. "Organisational transformation using total quality management and ISO 9000". Thesis, Cape Peninsula University of Technology, 2008. http://hdl.handle.net/20.500.11838/1209.

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To be submitted in partial fulfilment of the requirements for the degree MAGISTER TECHNOLOGIAE in Quality Faculty of Engineering CAPE PENINSULA UNIVERSITY OF TECHNOLOGY 2008
Engineering by its very nature is associated with quality processes. Ineffective processes have the potential to jeopardize the chances of providing consistently, products that meet customer and applicable regulatory requirements. By implication, this senario also calls for organizational transformation. SA Five Engineering (Pty) Ltd (SAF), which will serve as the target organization for this research study has in the past year suffered numerous complaints of poor products as a result of ineffective processes, impacting on production quality. Both 150 9000 and the concept of Total Quality Management have the potential to mitigate ineffective processes within SAF. The key research objective with this research study, is to recommend how to improve ineffective processes and the competitive advantage of SAF through improved products. Furthermore, to analyze the business organization in order to determine the extent to which Total Quality Management principles are deployed with the aim of developing a model, which will serve as a benchmark for sustained improvement. The research problem deals with ineffective processes within SAF which impacts adversely on delivery of quality products and services. The research design and methodology to be conducted within the ambit of this research study is applied research, as applied research is designed to apply its findings to solve a specific existing problem. The research will furthermore fall in the social world as the research relates to a structured business research study pertaining to how things are, and why. The research will be conducted from both an empirical and theoretical research paradigm, using a survey for the purpose of data collection. The research method that will be applied within the context of this research study will be a case study research.

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Christensen, BjÃ¸rner BodÃ¸gaard. "Reframing consulting as transformation from within human relating". Thesis, University of Hertfordshire, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.269444.

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Książki na temat "Organisational transformation"

Klewes, Joachim, i Ralf Langen. Change 2.0: Beyond organisational transformation. Berlin: Springer, 2008.

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1954-, Klewes Joachim, i Langen Ralf, red. Change 2.0: Beyond organisational transformation. Berlin: Springer, 2008.

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Exemplary CEOs: Insights on organisational transformation. New Delhi: Tata McGraw-Hill Pub. Co., 2005.

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Petrie, Murray. Organisational transformation: The Income Support experience. Wellington, N.Z: Dept. of Social Welfare, 1998.

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Edwards, Mark G. Organisational transformation for sustainability: An integral metatheory. New York, NY: Routledge, 2009.

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Edwards, Mark G. Organisational transformation for sustainability: An integral metatheory. New York: Routledge, 2010.

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Organisational transformation for sustainability: An integral metatheory. New York: Routledge, 2010.

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Melville, Abigail. E-Government and organisational transformation-lessons from Liverpool and Hertfordshire. London: New Local Government Network, 2002.

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Bresnen, Mike. The challenge of change: The theory and practice of organisational transformation. Hull: Barmarick Publications, 1992.

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Jayakumar, K. Dynamics of organisational transformation and executing change: Understanding business processes and architecting change : from a transdisciplinary practitioners perspective. New Delhi: Council of Scientific & Industrial Research, 2011.

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Części książek na temat "Organisational transformation"

Griffiths, Marie, i Richard Dron. "Enabling organisational change". W Strategic Digital Transformation, 165–73. New York : Routledge, 2020. | Series: Business and digital transformation: Routledge, 2019. http://dx.doi.org/10.4324/9780429020469-19.

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Stark, John. "Manage Organisational Change". W Digital Transformation of Industry, 153–58. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-41001-8_25.

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Shannon, Nick, i Bruno Frischherz. "Organisational Transformation—Going Digital". W Management for Professionals, 83–105. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-41064-3_11.

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Pontiggia, Andrea. "Organisational Logic to Mobilise Knowledge and Competences". W Corporate Transformation, 323–44. Boston, MA: Springer US, 1997. http://dx.doi.org/10.1007/978-1-4615-6263-4_12.

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Helbig, Christian, Sandra Hofhues i Bence Lukács. "Multi-Stakeholder Dialogues as Instrument for Design and Qualitative Research in Educational Organisations". W Digital Transformation of Learning Organizations, 23–40. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-55878-9_2.

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AbstractThe article focuses on the value of group discussions both as a method of organisational development and as a method of empirical social research. These two perspectives are discussed as a “double meaning”, which often occurs simultaneously in different forms. The concept of “multi-stakeholder dialogues” takes up this challenge. Following on from this, dimensions of the design and research of group discussions will be discussed. The contribution relates to the subproject “Multi-stakeholder Dialogues and Qualitative Evaluation” of the joint project “#ko.vernetzt”. The subproject had the task of accompanying, structuring and researching organisational development in a networked educational institution with dialogue formats. A total of nine dialogues were conducted with different groups of participants, six of which were analysed using qualitative methods. The research perspective is based on a concept of organisations from a praxeological perspective and an understanding of organisational culture as collective conjunctive experience. Thus, the object of qualitative research is the reconstruction of typical modus operandi of the processing of requirements. The results show that structural deficits in educational organisations are reproduced and reinforced by digitisation.

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Besson, Patrick. "Organisational Transformation: Moves and Rhythms". W Handbook of Top Management Teams, 440–48. London: Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230305335_52.

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Loebbecke, C., P. Powell, P. Finnegan i W. Golden. "Inter organisational systems as a backbone for organisational DSS: scope, impact, examples". W Decision Support in Organizational Transformation, 176–99. Boston, MA: Springer US, 1997. http://dx.doi.org/10.1007/978-0-387-35348-7_10.

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Clohessy, Trevor, Thomas Acton i Nichola Rogers. "Blockchain Adoption: Technological, Organisational and Environmental Considerations". W Business Transformation through Blockchain, 47–76. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-98911-2_2.

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Ayestarán, S., C. Martínez-Taboada, J. Arróspide i L. Garcia. "Organisational Culture and Modes of Conflict Behaviour". W Decision Support in Organizational Transformation, 242–55. Boston, MA: Springer US, 1997. http://dx.doi.org/10.1007/978-0-387-35348-7_14.

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Dyson, Tom. "The British Army’s knowledge transformation capability". W Organisational Learning and the Modern Army, 127–66. Abingdon, Oxon ; New York, NY : Routledge, 2019. | Series: Cass military studies: Routledge, 2019. http://dx.doi.org/10.4324/9780429284014-6.

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Streszczenia konferencji na temat "Organisational transformation"

Mohamed, Mahfudzah, i Nor'azam Mastuki. "Translation of accounting processes in organisational transformation". W 2012 IEEE Symposium on Business, Engineering and Industrial Applications (ISBEIA). IEEE, 2012. http://dx.doi.org/10.1109/isbeia.2012.6422850.

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Cekuls, Andrejs. "THE TRANSFORMATION OF ORGANISATIONAL CULTURE IN THE LEARNING ORGANISATION FOR ENSURING COMPETITIVE INTELLIGENCE". W 2nd International Multidisciplinary Scientific Conference on Social Sciences and Arts SGEM2015. Stef92 Technology, 2015. http://dx.doi.org/10.5593/sgemsocial2015/b23/s7.121.

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Muhamed Salim, Muzahidin, Ian Traboulay, Elfadl Ibrahim, Sara Al Wehaibi i Nasser Ballaith. "Organisational Management System in the Digital Transformation Era". W ADIPEC. SPE, 2022. http://dx.doi.org/10.2118/210854-ms.

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Abstract Oil and gas operators embark on a digital transformation journey in order to maximize their value from every barrel and deliver their greatest possible return to the shareholders in order to meet the world's growing demand for energy. To achieve this, the organization must come up with their new growth strategy that will be sustained through active engagement with the employees and stakeholders who are core to the development and sustainable implementation of their integrated strategy. To align with this strategy, the organization must set up a DOF (Digital Oil Field) organization to identify and implement digital opportunities across the company. During execution, the DOF organization is often faced with multiple challenges to realize the digital vision. To understand these challenges and pain points a detailed study was conducted to assess the maturity level of the DOF organization. Discussions were held with key stakeholders from various departments focusing on their current challenges and pain points of DOF organization. The current state analysis is a combination of inputs received during discussions and through supporting documents. This paper highlights the common practices and pain points of an organization and provides recommendations for improving their future mode of DOF operations through a unified management system framework. The paper also outlines a list of key goals, objectives, and KPIs along with key digital capabilities, enabling tools and technologies required for the organisation to realize their digital vision. To overcome the current challenges of DOF, a new operating model and organization structure has been suggested along with a defined set of operations. To set up the operating model and initiate operations, an indicative roadmap and implementation plan has been outlined highlighting a critical set of activities to be executed over the near term for the new digital organization to be fully operational.

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Newbury, Paul, i Mark Paterson. "‘Creative destruction’ v ‘Creative accumulation’: Organisational transformation challenges confronting electricity distribution monopolies". W 2015 IEEE PES Asia-Pacific Power and Energy Engineering Conference (APPEEC). IEEE, 2015. http://dx.doi.org/10.1109/appeec.2015.7380865.

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Haddad, Peter, Jonathan Schaffer i Nilmini Wickramasinghe. "The Impact of Clinical Information Systems on Patient Outcomes and Organisational Performance". W 30TH Bled eConference: Digital Transformation – From Connecting Things to Transforming Our Lives, June 18 – 21, 2017, Bled, Slovenia. University of Maribor Press, 2017. http://dx.doi.org/10.18690/978-961-286-043-1.14.

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Ward, Steven A., i Simon Caklais. "Piloting the Deployment of ISO 18404 in the Construction Sector, an Approach to Organisational Transformation". W 27th Annual Conference of the International Group for Lean Construction (IGLC). International Group for Lean Construction, 2019. http://dx.doi.org/10.24928/2019/0174.

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Boyce, Gordon. "Beyond Privacy: The Ethics of Customer Information Systems". W 2002 Informing Science + IT Education Conference. Informing Science Institute, 2002. http://dx.doi.org/10.28945/2444.

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The rise of an ostensibly customer-centred corporate culture in the 1980s recogised the importance of “knowing the customer”. As a result, customer information systems and associated practices of marketing, customer segmentation, and customer accounting have become significant elements in corporate customer-focus strategies. This paper discusses a range of ethical considerations that flow from the use of customer information systems and critically examines these systems in their organisational and social context. It is well-recognised that customer information systems give rise to concerns of privacy, but this paper raises perhaps more important ethical issues that relate to organisational transformation and significant links to issues of access, equity, alienation, and social exclusion.

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Mukherjee, Dilip K. "Manufacturers’ Role in the Power Industry". W ASME Turbo Expo 2000: Power for Land, Sea, and Air. American Society of Mechanical Engineers, 2000. http://dx.doi.org/10.1115/2000-gt-0186.

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This paper discusses the transformation which the power industry is presently undergoing and its impact on manufacturers’ business. The key success factors for a Manufacturer in today’s market are: • Global market coverage with local customer services • Broad portfolio of products and solutions • Economy of scale and cost efficiency • Substantial R&D resources for the technology race Significant challenges exist for the manufacturers to fulfil the requirements, especially those relating to the proper organisational set-up, the right product and the required R&D program.

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Romanelli, Mauro. "Rethinking Public Administration through Managers as Leaders". W 2nd International Conference Global Ethics - Key of Sustainability (GEKoS). LUMEN Publishing House, 2021. http://dx.doi.org/10.18662/lumproc/gekos2021/2.

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Rethinking public administration helps to drive public managers as agents of change who assume behaviours coherently with a leadership identity. Public administration is rediscovering the sustainability as a key source and goal for strategic and organisational change by promoting the organisational dimension that relies on enhancing the quality of people as human resources, strengthening both the public manager as a leader and public servants as employees who are committed and motivated to public service. Managers as leaders help to drive public administration as an organisation which is able to proceed towards future as a sustainable public organisation which develops the quality of human capital and improves performances, supports public trust and enhances democratic life. Rediscovering the organisational dimension helps to develop the leadership as identity and source for ethical and transformational behaviours of a leader, and enables public managers to assume coherent values, attitudes and behaviours developing the leadership as central identity. Today, driving public administration requires effective public managers who are able to behave as ethical and transformational leaders who motivate, support and drive the employees at work.

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Wilson, Paul. "Alternative Strategies for Higher Education Provision at TAFE Queensland". W Sixth International Conference on Higher Education Advances. Valencia: Universitat Politècnica de València, 2020. http://dx.doi.org/10.4995/head20.2020.11160.

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Australia’s tertiary education and training sector consists of Higher Education, predominantly funded and controlled by the Federal Government, and Vocational Education and Training (VET) where both the Federal and State Governments have policy and funding responsibilities. While there has been increasing funding and stable policy in Higher Education over the past decade there has been significant change in the Australian VET sector in policy and reduced funding at the Federal and State levels. TAFE Queensland, the public VET provider in the state of Queensland, has undergone a huge transformation of its own over this period of extensive policy change. As a result of policy and organisational changes TAFE Queensland has had to seek alternatives to ensure that students who choose to study at this public provider are able to access higher education courses. This paper outlines various policy change impacts over the past decade and TAFE Queensland’s innovative approach to ensuring that quality applied degrees are available to interested students who prefer to study with this major public vocational education provider.

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Raporty organizacyjne na temat "Organisational transformation"

Kornelakis, Andreas, Chiara Benassi, Damian Grimshaw i Marcela Miozzo. Robots at the Gates? Robotic Process Automation, Skills and Institutions in Knowledge-Intensive Business Services. Digital Futures at Work Research Centre, maj 2022. http://dx.doi.org/10.20919/vunu3389.

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Against the backdrop of the fourth industrial revolution, this paper examines the emergence of Robotic Process Automation (RPA) as one of the new technologies that are shaping the future of work and reconfiguring sectoral business and innovation systems and models. It discusses how the institutional context can potentially mediate the digital transformation of services, how RPA affects workers’ employment and skills, and how it alters inter-organisational relationships and capabilities. Bringing together different strands of academic literature on employment studies, innovation, and technology studies, it deploys a comparative institutional perspective to explore the potential effects of RPA and illustrates their plausibility through mini case studies from knowledge-intensive business services

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Markus, Maurer, Khammounty Bounseng, Morlok Michael i Teutoburg-Weiss Hannes. Boosting Growth and Transformation in Laos’ Industry. Swiss National Science Foundation (SNSF), październik 2019. http://dx.doi.org/10.46446/publication_r4d.2019.2.en.

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Two thirds of Laos’ manufacturing industry has experienced growth and transformation over the last half decade. There are noteworthy differences between small and large companies: whilst both grew quickly, larger ones have achieved more rapid change in products, technology and organisation. However, a dimension of growth and transformation where large companies in Laos are lagging behind is labour productivity.

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Mott, Joanna, Heather Brown, Di Kilsby, Emily Eller i Tshering Choden. Gender Equality and Social Inclusion Self-Assessment Tool. Institute of Development Studies (IDS), kwiecień 2021. http://dx.doi.org/10.19088/slh.2021.016.

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The facilitated self-assessment provides the opportunity to discuss and reflect on current strengths and how to improve processes that drive positive change in GESI through your projects and organisation. It also provides an opportunity for your project and organisation to measure progress towards transformative practice and outcomes. It enables participants to identify strategies to strengthen gender equality/diversity and social inclusion, consider strategies to make change, and highlight opportunities for improvement within their work.

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Scialabba, Nadia El-Hage, Sarah Zitterbarth i Tavseef Mairaj Shah. State of the Debate on Agri-Food Systems Transformation. TMG Research gGmbH, 2023. http://dx.doi.org/10.35435/1.2023.2.

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TMG Research gGmbH aims to help develop a more systematic understanding of how agri-food systems can be transformed as part of a project on the Assessment and Communication of Climate Impacts of Food (CLIF), funded through the International Climate Initiative (IKI) of the German Federal Ministry for the Environment, Nature Conservation, Nuclear Safety and Consumer Protection (BMUV) and jointly implemented with corsus and WWF Germany. This project promotes sustainable consumption patterns and helps companies, policymakers, and consumers choose more sustainable options in relation to food. The main contribution of TMG to this project is in developing a more systematic understanding of how to transform agri-food systems by publishing a series of strategic reports on the current status of agri-food systems and the likely drivers and agents of their transformation. This report is part of the FORESEE (4C) series on The Transformation of Agri-Food Systems in Times of Multiple Crises, which explores the current agri-food system in light of challenges linked to the four crises known as the 4 Cs (Climate, Covid-19, Conflict, and Cost of externalities). This part of the series reviews the state of the debate around agri-food systems transformation from the perspective of different organisations that represent a wide range of actors and stakeholders. Furthermore, this report provides an overview of the different proposed approaches to achieving the goals of agri-food system transformation aligned to the themes of people, planet, and prosperity. The report was drafted by TMG in consultations with an extended group of experts.

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Bongomin, Godfrey, Chelsea Huggett, Juhi Jain, Sunetra Lala, Relvie Poilapa, Elis Lee, Chloe Morrison, Novika Noerdiyanti, Rosie Sanderson i Proshanto Roy. Emerging Practice for the Engagement of Men and Boys in WASH, Frontiers 20. The Sanitation Learning Hub, Institute of Development Studies, lipiec 2022. http://dx.doi.org/10.19088/slh.2022.005.

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This document accompanies Frontiers of Sanitation: Engaging men for gender transformative WASH, Part 2, which explores the extent to which engaging men and boys in WASH processes is leading to transformative change in gender roles, attitudes, and sustainable change in reducing gender inequalities across households, communities, organisations, and policy. Practical examples are presented here from Uganda, Zambia, Timor-Leste, Papua NewGuinea (PNG), Solomon Islands, Bangladesh, India, Indonesia, Vanuatu,and Nepal. Each of these examples, all of which are from projects funded by the Australian Government’s Water for Women Fund, describe interventions that employed different gender-transformative approaches to engage with and reach men and boys. They also describe the projects’ successes and challenges.

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Cavill, Sue, Chelsea Huggett i Jose Mott. Engaging Men and Boys for Gender-Transformative WASH: Part 2, Frontiers of Sanitation. The Sanitation Learning Hub, Institute of Development Studies, lipiec 2022. http://dx.doi.org/10.19088/slh.2022.004.

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This issue of Frontiers of Sanitation explores the extent to which engaging men and boys in WASH processes is leading to transformative change in gender roles, attitudes, and sustainable change in reducing gender inequalities across households, communities, organisations, and policy. This document is an update to Frontiers Part 1 produced in 2018. In Part 1, the differing roles of men and boys were reviewed in terms of objects to change (i.e. to change sanitation or hygiene behaviours), agents of change (in promoting improved practices), and partners for change in gender-transformative WASH processes. This update reviews progress and provides practical examples of the opportunities and challenges with this endeavour. It also includes recommendations for those thinking about why and how to include engaging men and boys as part of their WASH programmes.

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Pickard, Justin, Shilpi Srivastava, Mihir R. Bhatt i Lyla Mehta. SSHAP In-Focus: COVID-19, Uncertainty, Vulnerability and Recovery in India. Institute of Development Studies (IDS), listopad 2020. http://dx.doi.org/10.19088/sshap.2021.011.

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This paper addresses COVID-19 in India, looking at how the interplay of inequality, vulnerability, and the pandemic has compounded uncertainties for poor and marginalised groups, leading to insecurity, stigma and a severe loss of livelihoods. A strict government lockdown destroyed the incomes of farmers and urban informal workers and triggered an exodus of migrant workers from Indian cities, a mass movement which placed additional pressures on the country's rural communities. Elsewhere in the country, lockdown restrictions and pandemic response have coincided with heatwaves, floods and cyclones, impeding disaster response and relief. At the same time, the pandemic has been politicised to target minority groups (such as Muslims, Dalits), suppress dissent, and undermine constitutional values. The paper focuses on how COVID-19 has intersected with and multiplied existing uncertainties faced by different vulnerable groups and communities in India who have remained largely invisible in India's development story. With the biggest challenge for government now being to mitigate the further fall of millions of people into extreme poverty, the brief also reflects on pathways for recovery and transformation, including opportunities for rural revival, inclusive welfare, and community response. This brief is based on a review of existing published and grey literature, and 23 interviews with experts and practitioners from 12 states in India, including representation from domestic and international NGOs, and local civil society organisations. It was developed for the Social Science in Humanitarian Action Platform (SSHAP) by Justin Pickard, Shilpi Srivastava, Lyla Mehta (IDS), and Mihir R. Bhatt. Some of the cases draw on ongoing research of the TAPESTRY project, which explores bottom-up transformations in marginal environments across India and Bangladesh.

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Freed, Danielle. K4D’s Tax and Gender Learning Journey Boosting Social Reform in Pakistan. Institute of Development Studies, wrzesień 2022. http://dx.doi.org/10.19088/k4d.2022.163.

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As a means to reduce discrimination and promote the economic empowerment of women, there is a growing understanding that tax policy, tax administration and tax research need to be gender transformative. Recognising this need, the Foreign, Commonwealth and Development Office (FCDO) is reshaping and building its approach to tax and gender programming. K4D’s Tax and Gender Learning Journey brought together tax and gender teams to identify other tax and gender stakeholders and collaboratively craft a future approach to tax and gender for FCDO and partners. Initial exploration of the early impact from activities that have taken place amongst partner organisations in Pakistan suggests K4D’s inputs have the potential to bolster intended social reforms across the country’s revenue and other government departments.

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David, Raluca. Advancing gender equality and closing the gender digital gap: Three principles to support behavioural change policy and intervention. Digital Pathways at Oxford, marzec 2022. http://dx.doi.org/10.35489/bsg-dp-wp_2022/02.

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Worldwide, interventions and policies to improve gender equality or close gender gaps often struggle to reach their targets. For example, women lag considerably behind in use of even simple digital technologies such as mobile phones or the internet. In 2020, the gap in mobile internet use in low- and middle-income countries was at 15%, while in South Asian and Sub-Saharan African countries, it remained as high as 36% and 37% respectively (GSMA, 2021). Use of the internet for more complex activities shows an even wider gap. In Cairo, in 2018, only 21% of female internet users gained economically, and only 7% were able to voice their opinions online (with similar statistics for India, Indonesia, Kenya, Uganda and Colombia, Sambuli et al., 2018). This is despite the fact that empowering women through digital technologies is central to global gender equality strategies (e.g. Sustainable Development Goals, United Nations, 2015), and is believed to facilitate economic growth and industry-level transformation (International Monetary Fund, 2020). Progress is slow because behaviours are gendered: there are stark dissociations between what women and men do – or are expected to do. These dissociations are deeply entrenched by social norms, to the extent that interventions to change them face resistance or can even backfire. Increasingly, governments are using behavioural change interventions in a bid to improve public policy outcomes, while development or gender organisations are using behavioural change programmes to shift gender norms. However, very little is known about how gendered social norms impact the digital divide, or how to use behavioural interventions to shift these norms. Drawing on several research papers that look at the gender digital gap, this brief examines why behavioural change is difficult, and how it could be implemented more effectively. This brief is addressed to policymakers, programme co-ordinators in development organisations, and strategy planners in gender equality interventions who are interested in ways to accelerate progress on gender equality, and close the gender digital gap. The brief offers a set of principles on which to base interventions, programmes and strategies to change gendered behaviours. The principles in this brief were developed as part of a programme of research into ways to close the gender digital gap.

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Haider, Huma. Political Settlements: The Case of Moldova. Institute of Development Studies, maj 2022. http://dx.doi.org/10.19088/k4d.2022.065.

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The new elite in post-1991 independent Moldova gradually captured state institutions, while internal drivers of reforms have generally been weak. Civil society has had limited effectiveness; and the media is largely dominated by political and business circles (BTI, 2022). The Moldovan diaspora has emerged in recent years, however, as a powerful driver of reform. In addition, new political parties and politicians have in recent years focused on common social and economic problems, rather than exploiting identity and geopolitical cleavages. These two developments played a crucial role in the transformative changes in the presidential and parliamentary elections in 2020 and 2021, respectively.1 The new Moldovan leadership has experienced many challenges, however, in achieving justice and anti-corruption reforms—the primary components of their electoral platform—due to the persistence of rent-seeking and corruption in the justice sector (Minzarari, 2022). This rapid review examines literature—primarily academic and non-governmental organisation (NGO)-based—in relation to the political settlement of Moldova. It provides an overview of the political settlement framework and the political history of Moldova. It then draws on the literature to explore aspects of the social foundation and the power configuration in Moldova; and implications for governance and inclusive development. The report concludes with recommendations for government, domestic reformers, Moldovan society, and donors for improving inclusive governance and development in Moldova, identified throughout the literature. This report does not cover political settlement in relation to Transnistria.

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