Artykuły w czasopismach na temat „Organisational transformation”
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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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Wong, Michael, i Davey Yeung. "Permission-based Leadership and Change Management in Hong Kong's Nongovernment Organisations". Nang Yan Business Journal 3, nr 1 (1.12.2014): 67–91. http://dx.doi.org/10.1515/nybj-2015-0006.
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Abstract This study addresses the management of transformational change by chief executives in nongovernment organisations (NGOs) in Hong Kong. The study takes an exploratory approach with interviews of 18 chief executives from a cross section of Hong Kong's NGOs. The findings indicate that organisational transformation is driven by increasing competition within the NGO sector and from commercial firms, by a demand for greater transparency and by internal forces. These factors are countered by structural inertia. Leadership of the organisational transformation of an NGO is permission-based; agreement from the various stakeholders must be gained to execute a successful transformation. The chief executive should have a humanistic style and be visionary, ethical and participative. Constant communication and involvement facilitate this process. Through this approach, followers will have a greater commitment to the organisational transformation. Organisational change is a combination of planned and emergent processes. The chief executive should relax control and foster a nurturing environment for transformation. This research suggests a leadership style, behavioural approach and model for managing change that will provide chief executives and senior leaders with useful considerations and insights.
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Guimarães, Alexandre Velloso. "When Knowledge Management Drives a Strategic Transformation Project". International Journal of Sociotechnology and Knowledge Development 3, nr 4 (październik 2011): 27–39. http://dx.doi.org/10.4018/jskd.2011100103.
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This article introduces and explores the case of a Brazilian Air Force Organisation, the Aeronautical Economy and Finance Secretariat, which based on different findings provided by knowledge management (KM) research, started a broad strategic transformation process to address KM specific issues while improving organisational performance. The case description is complemented by theory regarding strategic management applied to public organisations to underpin the perception that, for such organisations, not driven by market variables, KM may exert a positive influence as a trigger to strategic changes rather than other performance related aspects.
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Critten, Peter. "A radical agenda for enabling organisation transformation through work-applied learning". Journal of Work-Applied Management 8, nr 1 (1.03.2016): 65–78. http://dx.doi.org/10.1108/jwam-05-2016-0006.
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Purpose The purpose of this paper is to challenge how we have traditionally thought about organisations and introduce two frameworks to enable us to understand how change in organisations might be facilitated better. Design/methodology/approach The paper discusses organisations as complex adaptive systems and uses complexity theory to inform two new frameworks for facilitating organisational learning and change. Findings In order for organisational learning to occur we need to change our mind-set of how we see organisations and to think of learning not just as individual but also as generative “communicative action” that emerge out of collaborative relationships. Research limitations/implications The frameworks proposed are grounded in organisational learning literature and the experience of the author. The proposed agenda for organisational learning has yet to be acted upon and evaluated. Practical implications The frameworks can be used to enhance understanding of learning and change in organisations. The agenda for enabling organisational transformation identifies key steps to put the ideas developed in the paper into practice. Social implications The approach advocated for use within organisations is one of empowerment and collaboration rather than top down direction. Originality/value The paper introduces new frameworks and a practical agenda to bring about organisational transformation through work-applied learning.
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Mr. N. Sundarapandiyan, Mr. N. Sundarapandiyan i Dr S. Babu. "Talent Management practices with reference to Talent Retention in India". International Journal For Research In Business, Management And Accounting (ISSN: 2455-6114) 2, nr 4 (30.09.2017): 31–37. http://dx.doi.org/10.53555/bma.v2i4.1703.
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An organisational strategic plan defines an organisational direction and leads to an effective talent management planning. Planning of talents for the future of an organisation is not a onetime activity; it is a systematic continuous process. Talent Management includes Talent Attraction and Sourcing, Talent Development, Talent Retention and Succession Planning of an organisation. Organisational assessment brings out the gap between where the organisation is now and where it is expected to be in the future. This involves analysing the organisation’s strength, weakness, opportunity and threat and prioritising the corporate vision, mission and values. Based on this, there is a requirement to put in plan and map the talent requirements of today and finding future stars is the responsibility of corporate leaders in transforming the organisation’s success. This paper focuses on the Talent Management issues faced by corporates today and analysis of various possible practices to overcome the challenges for their organisational strategic transformation. This paper also suggests incorporating Talent Management in higher education courses to coach and develop and enhance the potential graduate’s competencies to meet the future organizational needs.
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Baum, Matthias, Anja Danner-Schröder, Gordon Müller-Seitz i Tanja Rabl. "Organisational Emergence – Interdisciplinary Perspectives against the Backdrop of the Digital Transformation". management revue 31, nr 1 (2020): 31–54. http://dx.doi.org/10.5771/0935-9915-2020-1-31.
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Organisational emergence is of key interest in organisational theory. Most of the present studies, however, analyse the emergence of changes in already existing phenomena such as, for example, how strategies or organisational routines are subject to change. In contrast, previous research in organisational theory has rarely addressed organisational emergence in essence (i.e., from scratch) and might benefit from looking beyond the confines of one’s own discipline. To address this void, we draw on the case of digital emergent self-organised organisations as an exemplary form thereof. Emerging organisations in digital environments appear to be created much more spontaneously, and multiple processes occur simultaneously. So, probing into a digital environment allows us to get a fresh perspective on organisational emergence and to advance previous theorising by incorporating notions from the fields of leadership and entrepreneurship.
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Hafis Ahmad, Mohd, Syuhaida Ismail i Abd Latif Saleh. "Readiness of Organisation and Employees in the Malaysian Public Organisation Towards Change Management". International Journal of Engineering & Technology 7, nr 2.29 (22.05.2018): 607. http://dx.doi.org/10.14419/ijet.v7i2.29.13984.
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Organisational change refers to the transformation of an organisation from its present condition to some intended conditions in the future in minimising refusal from employees and expenditure of running the organisation while simultaneously boosting the productiveness of the change attempt. This paper aims to appraise the change administration of organisations in Malaysia since limited research have been done to examine whether the employees are ready to accept change in the organisation. This research is materialising its objectives of (1) identifying the attributes of change management in the Malaysian public organisation; (2) investigating the current practice of organisation and employees in the Malaysian public organisation towards change management and (3) assessing the factors influencing readiness of organisation and employees in the Malaysian public organisation towards change management. It is found that change management is an organised way to make sure that changes are completely implemented without any problems to make transitions from the aspects of individuals, groups, and organisations to an intended circumstances in the coming days by focusing on the wider impacts of change, particularly on people, where change takes place thoroughly in the entire organisation. Furthermore, it is found that current practice of organisation and employees in the organisation towards change management involved in three main factors, namely trust in management, communication and organisational commitment; with the positive vision for the future perceived by management team as the factor of trust in management, meanwhile for communication, it is found that there is good communication between supervisors and employees about the organisation’s policy toward the changes. The factor found in organisational commitment is employees enjoy discussing their organisation with outsiders. The findings of this paper provide a positive impact on change management planning, which ultimately help in ensuring more effective change programme implementation in the public organisation in Malaysia.
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Ganie-Rochman, Meuthia, i Rochman Achwan. "Civic Organisations and Governance Reform in Indonesian Cities". Asian Journal of Social Science 37, nr 5 (2009): 799–820. http://dx.doi.org/10.1163/156848409x12474536440663.
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AbstractMuch has been written about Indonesia's decentralisation since the fall of Soeharto. Scholars have developed different perspectives and provided useful analyses on 'right governance', but they seem to have largely neglected the organisational problems of civic organisations engaged in governance reform. By employing the concepts of legitimacy, organisational field and networks familiar in the sociology of organisation, this paper explores ways in which they develop and transform their organisations and networks, creating political issues and, mobilising the public. Three cities — Padang, Bandung, and Yogyakarta — were chosen as the study locations for the conspicuous and even prominent engagement of civic organisations in the struggle for reform of public governance. A qualitative method was used to collect data from various actors who are directly and indirectly engaged in contesting and cooperating with organisational actors in this area. This paper shows that the principles of independency and freedom within civic organisations have developed rapidly at the expense of organisational accountability. Such development has hampered the transformation of civic organisations into more influential social actors.
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Shankar, Krishnamurthy. "Leveraging Emotions for Successful Organisational Transformation". NHRD Network Journal 12, nr 3 (lipiec 2019): 253–60. http://dx.doi.org/10.1177/2631454119873201.
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Organisations are going through significant change and strategic transformation in these dynamic times. However, emotions have often been under-leveraged in the process of strategic change management. This article explores how leaders and organisational routines can create appropriate collective emotions to achieve relevant objectives in their strategic transformation. Using a case study approach, this study identified that collective emotions formed are dependent on the type of affective events and the current emotion state of the team, including their ‘identity’ strength, and is mediated by the organisational processes of listening and addressing concerns and the historical learning of the team from similar experiences, and moderated by leader emotion management actions. This article outlines the key emotions of excitement, optimism, gratitude, interest, happiness, pride and dissatisfaction, which are necessary at different stages in the strategic transformation process, and the organisational routines and leader actions needed to build them.
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Pasha, Naeema. "Responding to career uncertainty: Applying a 'dual-empathy' approach to career development using corporate strategy theory". Journal of the National Institute for Career Education and Counselling 44, nr 1 (1.04.2020): 44–50. http://dx.doi.org/10.20856/jnicec.4407.
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We live in rapidly changing times, with workers continuously facing challenges as organisations go through repeat and rapid transformations. Furthermore, literature on Future of Work, including the rise of artificial intelligence in the workplace, predicts greater levels of occupational hybridisation and contingent working, which will further increase job uncertainty. This paper argues that by drawing on theory and practice from organisational literature, career practitioners can appreciate better the impact of organisational change on work, and the implications of this for people's careers. Thus, in understanding both organisational and individual transformation, they can offer a 'dual-empathy' approach to career practice.
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Bryman, Alan, David Gillingwater i Iain McGuinness. "Leadership and Organisational Transformation". Management Research News 15, nr 5/6 (maj 1992): 26–27. http://dx.doi.org/10.1108/eb028221.
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Francis, D., J. Bessant i M. Hobday. "Managing radical organisational transformation". Management Decision 41, nr 1 (luty 2003): 18–31. http://dx.doi.org/10.1108/00251740310462023.
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Hugh Macdonald, K. "Organisational Transformation and Alignment". Information Management & Computer Security 2, nr 4 (październik 1994): 16–29. http://dx.doi.org/10.1108/09685229410068217.
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Viitala, Riitta. "Leadership in transformation: a longitudinal study in a nursing organization". Journal of Health Organization and Management 28, nr 5 (9.09.2014): 602–18. http://dx.doi.org/10.1108/jhom-02-2014-0032.
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Purpose – Not only does leadership produce changes, but those changes produce leadership in organisations. The purpose of this paper is to present a theoretical and empirical analysis of the transformation of leadership at two different historical points in a health care organisation. It leans on the perspective of social constructionism, drawing especially from the ideas of Berger and Luckmann (1966). The paper seeks to improve understanding of how leaders themselves construct leadership in relation to organisational change. Design/methodology/approach – The empirical material was gathered in a longitudinal case study in a nursing organisation in two different historical and situational points. It consists of written narratives produced by nurse leaders that are analysed by applying discourse analysis. Findings – The empirical study revealed that the constructions of leadership were dramatically different at the two different historical and situational points. Leadership showed up as a complex, fragile and changing phenomenon, which fluctuates along with the other organisational changes. The results signal the importance of agency in leadership and the central role of “significant others”. Originality/value – The paper questions the traditional categorisation and labelling of leadership as well as the cross-sectional studies in understanding leadership transformation. Its originality relates to the longitudinal perspective on transformation of leadership in the context of a health care organisation.
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Pedersen, Keld. "E-government transformations: challenges and strategies". Transforming Government: People, Process and Policy 12, nr 1 (19.03.2018): 84–109. http://dx.doi.org/10.1108/tg-06-2017-0028.
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Purpose The purpose of this paper is to investigate how to analyse the possibilities for e-government transformations in public sector organisations and how these possibilities can be improved. Design/methodology/approach The research constructs a model based on a literature review that focusses on the pressure that drives transformations, on the challenges transformations face and on the abilities needed for overcoming these challenges. The resulting model is subsequently used to analyse a successful case and to identify the keys to success in terms of the strategies used to transform. Findings The possibilities for transformation depend on the organisational and contextual configuration (a public sector organisation and the context it operates in) which is more or less supportive of transformations. The configuration can be characterized by the pressure to transform, the challenges that must be overcome and the abilities to do so. There are some basic conditions that impact the possibilities for making the configuration more supportive of transformations: the interest of powerful stakeholders, the degree of publicness, the possibilities for changing the configuration are path dependent and the factors that matter for the possibilities for transformation are interrelated and might be governed by different authorities which make it difficult to manage and change them. When improving the possibilities for transformation in a configuration, the pressure can be increased, transformations can be made easier to accomplish by reducing challenges and by providing more support and abilities might be developed to better overcome the challenges. Transformation is accomplished through an interplay between actions that improve and exploit the configuration. Research limitations/implications The findings are based on a single case. Practical implications The public sector should find the balance between making transformations easier and increasing capabilities. The lessons from this research suggest that a more balanced strategy focussing more on eliminating the contextual and organisational challenges that make these projects so complex and providing more support might be a better investment than just aiming to increase project level capabilities. Social implications Just as practice might benefit from changing the balance between increasing project level capabilities and making transformation easier, e-government research might improve its relevance by changing the balance between suggesting new approaches and researching the basic conditions for the exploitation of IT in public sector organisations. While the essence of public sector organisations in some cases makes transformations very challenging, there are still factors that might be improved upon through research. Originality/value Previous research has established knowledge about transformational challenges and solutions. Based on this knowledge this research constructs a model that can be used to systematically analyse the possibilities for success, and strategies for dealing with these challenges are suggested.
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Akperov, I. G., B. V. Martynov i E. S. Prokopenko. "The role of digital consciousness in change management". Vestnik Universiteta 1, nr 11 (25.12.2022): 5–10. http://dx.doi.org/10.26425/1816-4277-2022-10-5-10.
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The article deals with the problems of change management in the new conditions of superfragility of the BANI-world. Interpretations of the concepts of “transcendental thinking”, “digital consciousness”, “immersiveness” are given. The prerequisites substantiating the idea that transcendental thinking needs to be cultivated in the organisation in order to achieve effective management flexibility are presented. The latter is formed in the broader context of the digital consciousness organisational culture, without which it is impossible to set up the organisation’s staff for a positive perception of immersive management practices and the digital technologies productive use. Barriers to the transformation of organisational processes have been identified. It has been shown that the digital transformation of the organisation increases the resistance on the part of the staff by digital resistance plane, when aversion to any change correlates with a lack of understanding of digital opportunities. The relationship between the conceptual methodologies of digital consciousness and metacognition and the effectiveness of the formation of a change management strategy has been established.
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Kazuyuki, Maeda. "Can managerialism promote organisational transformation in private universities?" International Journal of Chinese Education 11, nr 1 (styczeń 2022): 221258682110672. http://dx.doi.org/10.1177/22125868211067288.
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Used as a method of university reform, new public management (NPM) involves an ideology of managerialism that conflicts with collegiality and causes ‘hybridisation’. In management organisations, when organisational goals are not shared at the individual level, this adjustment mechanism shifts to the organisational level. This study aimed to examine whether there are coordination mechanisms at the organisational level in universities by focussing on those in Japan, particularly private universities that require autonomous management. Multi-level analysis results revealed that although there is hybridisation associated with increased managerial pressure, there are no organisational-level mechanisms to reduce conflict. In conclusion, the authors point out the difficulty of organising private universities based on managerialism and suggests that university reform in Japan may be ‘hollowing out’ in the public sector as well. Further, the study emphasises the importance of undertaking a comparative study of governance arrangements in China’s private universities in the future.
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Venkataramani, Sankaran, i Krishnamurthy Kothandaraman. "Driving Transformational Change through Organisational Culture". NHRD Network Journal 13, nr 2 (kwiecień 2020): 116–28. http://dx.doi.org/10.1177/2631454120918103.
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Culture is just like a ‘breeze’ that cannot be seen while for sure it can be felt and experienced. Often organisations believe that the success of any change initiative depends on the strength of execution focus, while on the contrary the success of transformation is sustainable only when it is driven through the organisations’ DNA. Organisations’ DNA is ingrained in its ‘culture’ dimension. Business success is not just about embracing a change one time, but it is about internalising the change in a manner to sustain and experience consistent outcomes benefiting all the associated stakeholders. This article would bring out the practical aspects of aligning culture and transformational change to attain sustainable outcomes. Exploring the cultural journey of organisations would not be complete until we deep-dive on aspects such as origin of organisational culture, impact of new technology and ways of working, dynamism of the ecosystem and the business-critical success factors. Success of transformational change is determined by the strength of its alignment with business benefits. Through our study, we have seen several organisations that in order to reap the fullest business benefits, transformational change needs to be evolved, ingrained and habituated through the dimensions of organisational culture.
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Shanks, Graeme, Nargiza Bekmamedova i Leslie Willcocks. "Using Business Analytics for Strategic Alignment and Organisational Transformation". International Journal of Business Intelligence Research 4, nr 3 (lipiec 2013): 1–15. http://dx.doi.org/10.4018/ijbir.2013070101.
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Organisations use business analytics (BA) systems to create value and provide competitive advantage. They frequently use BA systems to respond quickly to market changes and customer demand, and for market differentiation with better customer service and new types of products and services. The authors argue that BA systems can also enable alignment between business strategy and information technology (IT) strategy and support organisational transformation. The authors use a single case study to explain how a global data warehouse, standardized metrics and sophisticated reporting capabilities supported the strategic transformation of a diversified and multi-layered international mining company into a unified and integrated global organisation. They identify a number of core technology, management, culture, governance and people related capabilities that were crucial to the success of the global transformation initiative. Two important implications of the case study are the importance of BA systems in the alignment of IT and business strategy and the synergistic interaction of BA systems and other organizational resources in achieving benefits.
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Lukić, Jelena. "Transformation of Coordination Mechanisms in Companies Due to New Technologies: Evidence from Empirical Research". Economic Themes 55, nr 3 (1.09.2017): 421–36. http://dx.doi.org/10.1515/ethemes-2017-0023.
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AbstractThroughout the history, technology was the key factor in the organisation of working processes and designing organisations. Today, many new forms of information and communication technologies lead to many benefits in designing organisations and impact on all parameters of organisational structure. The aim of this paper is to examine how new development forms of modern ICT technologies – Big Data impact on coordination mechanisms, one of the most important parameter of organisational structure. For the purpose of the paper, empirical research was conducted with specially designed questionnaire which was filled by 214 companies worldwide that use Big Data technologies. Results conducted from empirical research showed that companies that use those technologies have implemented many changes in coordination mechanisms in companies. The most important research results are that all available data were integrated in companies, while working processes, activities and decisions were automated. Due to the application of Big Data technologies coordination mechanisms in companies obtained completely new characteristics. Consequently, with improved coordination mechanisms companies were able to improve their strategic and operational activities.
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Kopp, Tobias, Steffen Kinkel, Teresa Schäfer, Barbara Kieslinger i Alan John Brown. "Measuring the impact of learning at the workplace on organisational performance". International Journal of Productivity and Performance Management 69, nr 7 (10.02.2020): 1455–74. http://dx.doi.org/10.1108/ijppm-12-2018-0443.
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PurposeThe purpose of this article is to explore the importance of workplace learning in the context of performance measurement on an organisational level. It shows how workplace learning analytics can be grounded on professional identity transformation theory and integrated into performance measurement approaches to understand its organisation-wide impact.Design/methodology/approachIn a conceptual approach, a framework to measure the organisation-wide impact of workplace learning interventions has been developed. As a basis for the description of the framework, related research on relevant concepts in the field of performance measurement approaches, workplace learning, professional identity transformation, workplace and social learning analytics are discussed. A case study in a European Public Employment Service is presented. The framework is validated by qualitative evaluation data from three case studies. Finally, theoretical as well as practical implications are discussed.FindingsProfessional identity transformation theory provides a suitable theoretical framework to gain new insights into various dimensions of workplace learning. Workplace learning analytics can reasonably be combined with classical performance management approaches to demonstrate its organisation-wide impact. A holistic and streamlined framework is perceived as beneficial by practitioners from several European Public Employment Services.Research limitations/implicationsEmpirical data originates from three case studies in the non-profit sector only. The presented framework needs to be further evaluated in different organisations and settings.Practical implicationsThe presented framework enables non-profit organisations to integrate workplace learning analytics in their organisation-wide performance measurement, which raises awareness for the importance of social learning at the workplace.Originality/valueThe paper enriches the scarce research base about workplace learning analytics and its potential links to organisation-wide performance measurement approaches. In contrast to most previous literature, a thorough conceptualisation of workplace learning as a process of professional identity transformation is used.
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Mrwebi, Viwe. "The impact of leadership style on employment in the context of an emerging economy". Corporate Governance and Organizational Behavior Review 3, nr 1 (2019): 19–31. http://dx.doi.org/10.22495/cgobr_v3_i1_p2.
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The leadership styles such as transformational leadership and transactional leadership have captured the interest of scholars in the contemporary world of organisational behaviour since it is associated with the perceptions of supervision skills to the presence of retentions within the organisational setting. The primary objective of this study is to examine the impact of leadership style on employee retention in the South African automotive industry. A quantitative research design was employed. Non-probability sampling was used and 96 usable questionnaires were returned. The empirical results reveal that transactional and transformation leadership have positive influence on employee retention. Evidence shows that a leadership style is a powerful instrument that can be used to retain talent within the organisational settings. The main aim of this study was to determine the impact of leadership style on employee retention in the context of automobile sector. By using descriptive and inferential statistics, the study shows that there is a negative relationship between leadership style and employee retention. In particular, the study argues that transactional leadership style and transformational leadership style are forces that are needed in order to retain talents in the organisation settings. Furthermore, based on the findings, the study, therefore, recommends the implementation of both transformational leadership style and transactional leadership style in mitigating employee turnover in the automotive organisations in South Africa.
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Ahmed, Eltigani, James Kilika i Clare Gakenia. "Organisational Transformation through Leadership Strategy". International Journal of Finance & Banking Studies (2147-4486) 11, nr 1 (27.02.2022): 161–76. http://dx.doi.org/10.20525/ijfbs.v11i1.1635.
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This paper aimed to deepen the sense-making of organisational transformation in the banking sector through operationalisation of leadership strategy as the set of policy actions and strategic pursuits. The qualitative data were collected from cumulative 96 annual corporate disclosures of the 12 banks listed in the Nairobi Securities Exchange as of the year 2020 covering 2007 to 2020 and corresponding to specific systemic disruptive events. Data were analysed using thematic content analysis. Two research questions were answered. First, what leadership strategy set do bank executives deploy to achieve organisational transformation? Second, what mechanism explains how leadership strategy translate into organisational transformation? The study found that activation of leadership strategy as an input factor provided a mural for its advancement as a policy tool that can be evaluated in organisational transformation as a manifest output. The study identified a gap in the extant literature that organisational resilience paid limited attention to policy choices and actions deployed to orchestrate organisational transformation as a distinct feature.
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Harris, Philip R. "Leadership Strategies for Organisational Transformation". Management Research News 9, nr 1 (styczeń 1986): 12–16. http://dx.doi.org/10.1108/eb027873.
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Benjamin, Graham, i Chris Mabey. "Organisational Transformation and the Self". Management Education and Development 21, nr 4 (grudzień 1990): 327–34. http://dx.doi.org/10.1177/135050769002100407.
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Ho, W. "Hospital transformation and organisational learning". Journal of the Royal Society for the Promotion of Health 119, nr 4 (grudzień 1999): 247–50. http://dx.doi.org/10.1177/146642409911900409.
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Snopko, Joanna. "Analysis of changes in the organizational structure of municipal offices". Management 16, nr 2 (1.12.2012): 373–87. http://dx.doi.org/10.2478/v10286-012-0071-z.
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Abstract Organisational Structure of Municipal Offices - Key Determinats The multitude of tasks and problem issued faced by local governments necessitates their evolution towards improvement of the existing organisational structures. Comparison of the existing organisational structures of various municipal offices could create a misleading that their organizational structures do not undergo any transformations. In reality, the type of an organisational structure remains unchanged while its elements change very frequently. These changes are activated when, according to the office management, they do not ensure proper performance of tasks faced by local government administration and appropriate customer service. Also note that, in the applied solutions, there is a strive for perfection which can be noticed, in a sense. It expresses the concept that this is not a structure which can effectively play its role today and is prepared for challenges of tomorrow. However, the process of transformations has not developed any new solutions. To this end, the local government must develop organisational structures appropriate for identifying and reaching its objectives. For this reason, it’s worthwhile to consider solutions which combine elements of the existing and modern solutions or address new opportunities created by process-oriented structures. However, these transformations must, first and foremost, cause a transformation of bureaucratic-style municipal offices into modern organisations which apply modern methods of management. These are organisations which introduce deep-reaching organisational changes, i.e. transform their hierarchic interorganisational relations into more partner relations and transform their structural solutions into more flexible solutions as well as change their employees’ way of thinking. Without such transformations in local government, municipal offices will be still referred to as bureaucracy and civil servants as bureaucrats.
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Espinosa, Angela. "Governance for sustainability: learning from VSM practice". Kybernetes 44, nr 6/7 (1.06.2015): 955–69. http://dx.doi.org/10.1108/k-02-2015-0043.
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Purpose – While there is some agreement on the usefulness of systems and complexity approaches to tackle the sustainability challenges facing the organisations and governments in the twenty-first century, less is clear regarding the way such approaches can inspire new ways of governance for sustainability. The purpose of this paper is to progress ongoing research using the Viable System Model (VSM) as a meta-language to facilitate long-term sustainability in business, communities and societies, using the “Methodology to support self-transformation”, by focusing on ways of learning about governance for sustainability. Design/methodology/approach – It summarises core self-governance challenges for long-term sustainability, and the organisational capabilities required to face them, at the “Framework for Assessing Sustainable Governance”. This tool is then used to analyse capabilities for governance for sustainability at three real situations where the mentioned Methodology inspired bottom up processes of self-organisation. It analyses the transformations decided from each organisation, in terms of capabilities for sustainable governance, using the suggested Framework. Findings – Core technical lessons learned from using the framework are discussed, include the usefulness of using a unified language and tool when studying governance for sustainability in differing types and scales of case study organisations. Research limitations/implications – As with other exploratory research, it reckons the convenience for further development and testing of the proposed tools to improve their reliability and robustness. Practical implications – A final conclusion suggests that the suggested tools offer a useful heuristic path to learn about governance for sustainability, from a VSM perspective; the learning from each organisational self-transformation regarding governance for sustainability is insightful for policy and strategy design and evaluation; in particular the possibility of comparing situations from different scales and types of organisations. Originality/value – There is very little coherence in the governance literature and the field of governance for sustainability is an emerging field. This piece of exploratory research is valuable as it presents an effective tool to learn about governance for sustainability, based in the “Methodology for Self-Transformation”; and offers reflexions on applications of the methodology and the tool, that contribute to clarify the meaning of governance for sustainability in practice, in organisations from different scales and types.
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Bullock, Karen. "The Police Use of Social Media: Transformation or Normalisation?" Social Policy and Society 17, nr 2 (18.04.2017): 245–58. http://dx.doi.org/10.1017/s1474746417000112.
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There has been optimism that social media will facilitate citizen participation and transform the communication strategies of public organisations. Drawing on a case study of the public police in England, this article considers whether social media are transforming or normalising communications. Arguing that social media have not yet served to facilitate interaction between constabularies and citizens in the ways that have been proposed and desired, the article considers factors that structure the transformative potential of social media. It is argued that the uses of social media are mediated by the existing organisational and occupational concerns of the police. This article reveals how an interplay of organisational, technological and individual and cultural dynamics come together to shape how social media are used in constabularies. Embedding social media into police communications is challenging and the technology itself will not bring about the organisational and cultural changes needed to transform police–citizen engagement.
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Faldetta, Guglielmo, Maria Laura Frigotto, Alessandra Lazazzara, Michela Marchiori, Mario Pezzillo Iacono i Anna Chiara Scapolan. "Digital Technologies within and beyond the Workplace: Impacts, Ambiguities, and Transformative Trends". puntOorg International Journal 6, nr 2 (24.05.2021): 81–86. http://dx.doi.org/10.19245/25.05.pij.6.2.1.
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Digital transformation (DT) is increasingly establishing itself as a constant theme in contemporary academic and practitioner conversations (Hanelt et al., 2020). Organisation scholars are attentive to the role and impact of digitalisation (Hinings, Gegenhuber and Greenwood, 2018), investigating how digital technologies affect individuals (Zuboff, 2015; 2019), organisations and professions (Foer, 2017), entire industries (Taplin, 2017), and societies (Morozov, 2011). There is no doubt that digitally-enabled arrangements permeate and reshape industries and fields, challenging organisational models, HRM practices, power structures and meaning systems (Alvesson and Kärreman, 2011). Moreover, the COVID-19 pandemic has accelerated the digitalisation of economy and organisations, anticipated many issues and transformations that would have taken longer to be addressed and posed unique demands in terms of conditions and scale of technology adoption at work (Wang et al., 2021). Thus, promoting theory and research development on this important substantive and methodological topic is therefore of foremost importance.
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Escobar-Sierra, Manuela, i Felipe Calderón-Valencia. "A tool for analysing organisational clans and tribes: the case of the transformation of Medellin city, Colombia". Industrial and Commercial Training 54, nr 1 (23.08.2021): 17–35. http://dx.doi.org/10.1108/ict-02-2021-0007.
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Purpose Organisational clans and tribes are entities that prescribe the behaviour of collaborators on the basis of cultural values and norms. Consequently, this study aims to propose a management tool based on the analysis and interpretation of organisational clans and tribes. Design/methodology/approach With this purpose, first, the authors review the current status of the discussion about organisational clans and tribes, following a sequential mix-method approach that begins with a bibliometric analysis and end with a content review. Based on these results, in the second stage, the authors propose a conceptual tool that analyses clans and tribes in organisations to create and consolidate alliances. Then in the third stage, the authors apply this tool to the transformation of Medellin – a city that was first conceived as violent and now become a good place to live and travel. Findings By applying the tool proposed in this study, it is possible to analyse and understand how to transform disagreement into alliance and how clans and tribes – in addition to taking a leading role in organising – are jointly responsible for the results. Originality/value Clans and tribes of management are proposed as a tool for organisational management from the analysis and interpretation of clans and tribes in organisations. These clans and tribes of management allow for the intervention of clans and tribes of reference and their consequent emancipation, through organisational clans and tribes that arise naturally, by association or disintegration and that support the management of change required to create effective alliances. Thus, the strategy that should be followed to reinforce the management of changes in organisations is to align alliances with organisational clans and tribes.
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Navrátil, Matej. "The EU Delegation Sarajevo as an Organisational Proxy of the EU’s Administrative Co-governance". Hague Journal of Diplomacy 15, nr 3 (5.08.2020): 252–78. http://dx.doi.org/10.1163/1871191x-bja10031.
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Summary This article argues that by using the European Union Delegation (EUD) in Sarajevo as an organisational proxy, the EU creates tools allowing it to participate in the enhancement of external administrative co-governance in Bosnia and Herzegovina. Inspired by the organisation theory approach, this article conceives of the EUD Sarajevo as a hybrid organisation. Such organisations are defined as a product of a combination of two sovereign organisations pursuing a common interest. They recombine multiple institutional logics, stimulate institutional change and spark innovative practices. The conceptualisation of the EUD Sarajevo as a hybrid organisation offers analytical insight for understanding the EU’s role in the society of states and allows us to theorise more concretely about the impact that a non-state actor has on the transformation of the institutions of diplomacy and sovereignty, which are foundational institutions of the international system of states.
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Bushuyev, Sergey Dmitrievich, Denis Antonovich Bushuiev, Victoria Borisovna Bushuieva i Oleksiy Olecsandrivich Bojko. "AGILE TRANSFORMATION BY ORGANISATIONAL DEVELOPMENT PROJECTS". Bulletin of NTU "KhPI". Series: Strategic Management, Portfolio, Program and Project Management, nr 1 (3.02.2020): 3–10. http://dx.doi.org/10.20998/2413-3000.2020.1.1.
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Banner, David K. "Of Paradigm, Transformation and Organisational Effectiveness". Leadership & Organization Development Journal 8, nr 2 (luty 1987): 17–28. http://dx.doi.org/10.1108/eb053613.
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Hassan Asaari, Muhammad Hasmi Abu, Ashish Dwivedi, Alan Lawton i Nasina Mat Desa. "Academic Leadership And Organizational Commitment In Public Universities Of Malaysia". European Scientific Journal, ESJ 12, nr 16 (28.06.2016): 329. http://dx.doi.org/10.19044/esj.2016.v12n16p329.
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The purpose of this paper is to examine the relationship between academic leadersip and organisational commitment. The independent variable, academic leadership, is formed by visionary, adaptable to change, competency, effective leadership, transformational style, and charisma while the dependent variable is organisational commitment. A total of 251 questionnaires were obained from faculty members of public universities in Malaysia, which yielded a response rate of 41.8%. The results reveal that academic leadership, namely adaptable to change, transformational style and charisma, are significantly and positively related to organisational commitment. Theoretically, this paper contributes to the literature on academic leadership and organizational commitment. Practically, top management of public universities should consider trainings and courses on change, transformation, and charisma that boost academic leadership of faculty members. In conclusion, this paper reveals the importance of change, transformation, and charisma as factors of academic leadership in affecting organisational commitment of faculty members of public universities in Malaysia.
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Jones, Lorelei, Linda Pomeroy, Glenn Robert, Susan Burnett, Janet E. Anderson, Stephen Morris, Estela Capelas Barbosa i Naomi J. Fulop. "Explaining organisational responses to a board-level quality improvement intervention: findings from an evaluation in six providers in the English National Health Service". BMJ Quality & Safety 28, nr 3 (31.10.2018): 198–204. http://dx.doi.org/10.1136/bmjqs-2018-008291.
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BackgroundHealthcare systems worldwide are concerned with strengthening board-level governance of quality. We applied Lozeau, Langley and Denis’ typology (transformation, customisation, loose coupling and corruption) to describe and explain the organisational response to an improvement intervention in six hospital boards in England.MethodsWe conducted fieldwork over a 30-month period as part of an evaluation in six healthcare provider organisations in England. Our data comprised board member interviews (n=54), board meeting observations (24 hours) and relevant documents.ResultsTwo organisations transformed their processes in a way that was consistent with the objectives of the intervention, and one customised the intervention with positive effects. In two further organisations, the intervention was only loosely coupled with organisational processes, and participation in the intervention stopped when it competed with other initiatives. In the final case, the intervention was corrupted to reinforce existing organisational processes (a focus on external regulatory requirements). The organisational response was contingent on the availability of ‘slack’—expressed by participants as the ‘space to think’ and ‘someone to do the doing’—and the presence of a functioning board.ConclusionsUnderperforming organisations, under pressure to improve, have little time or resources to devote to organisation-wide quality improvement initiatives. Our research highlights the need for policy-makers and regulators to extend their focus beyond the choice of intervention, to consider how the chosen intervention will be implemented in public sector hospitals, how this will vary between contexts and with what effects. We provide useful information on the necessary conditions for a board-level quality improvement intervention to have positive effects.
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Adams, Ted, Danny Ryan i Richard Taunt. "Making sense of place-based clinical leadership: is England catching up?" BMJ Leader 2, nr 2 (3.03.2018): 76–79. http://dx.doi.org/10.1136/leader-2017-000030.
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IntroductionSuccessful health care organisations have understood the need to engage with clinicians, with a resulting desire for clinical leaders to emerge and be trained.Sustainability and transformation plans (STPs)The development of sustainability and transformation plans has highlighted the need for clinical leaders to be engaged at every level of each regional plan. The plans are based around a geographical area rather than being focussed on pre-existing organisations, so-called place-based plans. Health care place-based plans need place-based clincal leaders.Examples of clincial place-based leadershipClinical leaders have existed across boundaries before STPs were developed, for example in Canterbury District Health Board in New Zealand or closer to home in Wales.ConclusionWe discuss the benefits that removing organisation boundaries could have on clinical care, believing that as patients cross organisational boundaries so should their health care and so should clinical leaders.
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Bracher, David, i Peter Hingley. "Ethical maturity and organisational health: Some implications for educational psychology services". Educational and Child Psychology 19, nr 1 (2002): 81–96. http://dx.doi.org/10.53841/bpsecp.2002.19.1.81.
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AbstractThis paper explores the relationship between the development of organisational ethical maturity (OEM) and the process of becoming a “learning organisation”, for any organisation such as an educational psychology service or a local education authority. Organisations and agencies do not spring up as fully developed entities; rather they can be seen to gradually evolve in a dynamic way. This article attempts to trace this evolution through a consideration of the concept of the learning organisation and the development of a model of OEM. In addition, it explores the professional implications of the various stages of ethical development, and finally suggests mechanisms by which an organisation might move effectively towards transformation and a more developed ethical stance. To aid this process the authors have created an “agency awareness checklist”, which focuses upon four facets of agency function – commitment, direction, monitoring and professional training and support – and some ideas for checking to see if the organisation is open to learning. The authors believe that it is crucial to raise the profile of the issue of agency maturity/organisational health within the context of educational psychology services. If an agency or profession cannot examine, regulate and enhance its own ethical maturity/health, can it be entrusted to manage the psychological wellbeing of its clients?
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Beattie, Alastair, i Birju Bartoli. "Organisational intelligence and successful change in NHS organisations". British Journal of Healthcare Management 26, nr 3 (2.03.2020): 78–83. http://dx.doi.org/10.12968/bjhc.2019.0060.
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Change or transformation projects within the NHS can range from an extensive organisational change, such as a new clinical model, to altered clinical processes or even the development and implementation of a new IT system. However, it is common for such projects to fail. The authors of this article used both experience and multidisciplinary group reflection to produce a Venn diagram showing the interactions between three ‘intelligences’ – intellectual, emotional and organisational – and why the use of all three together is essential to successful change projects. Organisational intelligence is not easy to define; it is something that successful systems-thinking people ‘just get’ after they have worked in their organisation for a while. This article describes what is meant by this term, provides a checklist which others may find helpful and outlines an example involving the implementation of an electronic system for triage and observations in a large emergency department.
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Chang, Wee Leong, Jill Meyer i Fabrice Merien. "Organisational culture: the hidden operand in clinical laboratories". International Journal of Health Care Quality Assurance 32, nr 1 (11.02.2019): 273–80. http://dx.doi.org/10.1108/ijhcqa-11-2017-0219.
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Purpose The purpose of this paper is to present organisational cultural determinants that can influence total quality management (TQM) in clinical laboratories. Design/methodology/approach This is a viewpoint paper using evidence provided by a literature research about cultural patterns using Competing Values Framework to explain the relationship between organisational culture and TQM. Findings Cultural aspects likely to enhance creativity and innovation are considered as incentives in promoting cultural transformation. TQM in the average modern clinical laboratory requires a long overdue transformational change in values, culture and attitude. Social implications Valuing people, making up an organisation, is expected to enhance TQM. Originality/value This paper provokes a shift in thinking among traditional clinical laboratory managers and results in a win-win for both staff and total quality outcomes.
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Bak, Ozlem. "An application of the BPCM model in an e-business driven transformation agenda". Information Technology & People 29, nr 2 (6.06.2016): 334–53. http://dx.doi.org/10.1108/itp-12-2013-0212.
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Purpose – The purpose of this paper is to evaluate e-business driven organisational transformation and its resource implications for a European automotive multinational corporation. The application of Business Process Change Model (BPCM) was used to investigate throughout the five developmental stages of transformation and the associated resource implications in business-to-business (B2B) and extranet applications. Design/methodology/approach – Based on a case study design, B2B and extranet applications were selected. A triangulated research approach was used to capture the resource implications upon transformation, incorporating a participant observation and interviews. Findings – The findings indicate that the resource implications change in a transformation process based on individual e-business applications as well as the developmental stages of BPCM. Throughout the transformation only resource investment remained present in both applications. The change in resource implications and iterations between the BPCM stages in the case of “process redefinition”, “continuous improvement” underline why organisational transformation in similar settings could indicate variances in organisations’ transformation results. Research limitations/implications – The paper offers an insight into the resource implications in an e-business enabled transformation and underpins the importance of using developmental stages to bridge the divide between planning and application. The resource impact has been evaluated within the automotive sector using BPCM, future empirical research is needed to test the BPCM in other industrial e-business enabled transformation settings. Practical implications – Organisations should take a developmental approach to transformation that assesses resources implications. This also raises the need for using models such as the BPCM to fine-tune the transformation effort, through the inclusion of a more interactive iteration between BPCM stages. Originality/value – In this paper, the authors present an analysis of an e-business related, organisational transformation project, including an assessment of its ultimate effectiveness. This is the first case study, which focuses on resource implications solely and utilises the BPCM framework to understand the evolution of transformation effort and its resource implications.