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Flores, Ivylou M. "Organizational Resilience and Change Management: Inputs to Management Effectiveness." International Journal of Research and Scientific Innovation 09, no. 09 (2022): 73–112. http://dx.doi.org/10.51244/ijrsi.2022.9910.
Повний текст джерелаАнотація:
Management effectiveness influences the overall performance of an organization. This may be shown by achieving organizational goals and employee satisfaction even when change occurs. Organizational changes may involve changes in an organization’s structure and strategy that may be planned in advance or may be implemented because of a sudden shift in the environment. Alongside dealing with these distractions, change management helps an organization to implement strategies for inducing change, controlling change, and helping employees to adapt to change. The organization understudy is the Department of Trade and Industry Laguna Provincial Office (DTI Laguna). This study describes organizational resilience and change management as inputs to management effectiveness. More specifically, it determines the assessment in organizational resilience in terms of capital resilience, strategic resilience, cultural resilience, relationship resilience, and learning resilience and the assessment in change management in terms of project management and corporate culture. Likewise, it determines if there is a significant relationship between assessment in organizational resilience and change management. Moreover, it proposes an action plan based on significant findings as inputs to management effectiveness. The study uses a quantitative method of research to gather information on organizational resilience and change management. The entire population of the organization understudy is small; thus, the participants of the study are all 62 employees of DTI Laguna, including the management and support staff. The data gathering instrument is divided into three major parts (profile of the respondents, a questionnaire on organizational resilience using a 4-point Likert scale, and a questionnaire on change management using a 4-point Likert scale) and is tested for reliability using Cronbach’s alpha. An online survey tool (Google Forms) is used to gather the information. The results are analyzed by a trained statistician using Statistical Package for the Social Sciences tool for frequency distribution and percentages, weighted mean, and ANOVA. Based from the results, the employees agree on the assessment in organizational resilience in terms of capital resilience, strategic resilience, cultural resilience, and learning resilience. Employees strongly agree on the assessment in organizational resilience in terms of relationship resilience. There is a significant difference between assessment in organizational resilience in terms of strategic resilience, cultural resilience, relationship resilience, and learning resilience when grouped to length of service. There is a significant difference between assessment in organizational resilience in terms of capital resilience, strategic resilience, cultural resilience, and learning resilience when grouped to monthly income. Moreover, based from the results, employees agree on the assessment in change management in terms of project management and corporate culture. Corporate culture was ranked first. There is a significant difference between assessment in change management in terms of project management and corporate culture when grouped to length of service and monthly income. There is a significant relationship between assessment in organizational resilience in terms of capital resilience, strategic resilience, cultural resilience, relationship resilience, and learning resilience and assessment in change management in terms of project management and corporate culture. The researcher recommends that the Office of the Provincial Director may want to increase connections with employees by devising online bulletin boards wherein employees’ thoughts (pulse survey perhaps) may be posted. Also, they may want to organize an in-house “mentor me” program wherein an open communication may be facilitated between the management and the employees. The quality management team may want to revisit the implementation of monthly staff meeting and quarterly management reviews to maintain management effectiveness. The Administrative and Finance Management Unit may want to further improve the level of trust of employees to the management by devising an online shared portal of status of funds that is to be updated from time to time. Future researchers may do a similar study or may use other variables not included in this study. More so, they may want to compare two or more government agencies to know if they will come up with the same results.
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Harlow, Harold Dennis. "Vodafone Egypt (B), managing corporate cultural change and organizational performance." Emerald Emerging Markets Case Studies 6, no. 4 (November 15, 2016): 1–17. http://dx.doi.org/10.1108/eemcs-07-2013-0141.
Повний текст джерелаАнотація:
Subject area This telecommunications international business case study is the second in a series (A, B and C) of Vodafone cases. Study level/applicability This case is intended to be used in MBA graduate and undergraduate business courses in strategy, cross-cultural management and human resources. Case overview This case examined organizational structures and human resource operating strategies of Vodafone Egypt from 2002 until 2007. Vodafone’s business model, how Vodafone addressed the differences in national culture between Britain and Egypt and how Vodafone fostered adoption of the Vodafone corporate culture are the main themes of this case. Further, this case examined business issues, products, processes and people systems that challenged Vodafone to grow quickly from zero local operations in 1998 to 4,000 employees and national mobile coverage in 2007. Expected learning outcomes The students who have used this case in the author’s classes have gained a clearer understanding of how international managers often have to develop a change culture and structure as a catalyst for firm growth in emerging markets. Adaptation to the local culture may not be an option for fast growth technology firms and may be ill-suited to meet corporate objectives. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 5: International Business.
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Handfield, Robert, and Soumen Ghosh. "Creating a Quality Culture through Organizational Change: A Case Analysis." Journal of International Marketing 2, no. 3 (September 1994): 7–36. http://dx.doi.org/10.1177/1069031x9400200302.
Повний текст джерелаАнотація:
Previous works on the implementation of strategic objectives have neglected to consider the critical role of quality management. Beginning with the assumption that the role of quality is instrumental to the successful implementation of any form of generic strategy, a conceptual model of quality management is developed through a set of case studies with 13 North American and European Fortune 500 companies. The results suggest that firms that have experienced greater global competition in earlier years have implemented Total Quality Management (TQM) initiatives earlier, and their programs are subsequently more advanced. Firms with advanced TQM implementation have made significant infrastructural changes within their organizations, and have also embraced the principles of continuous improvement as a critical component of their corporate culture. Moreover, quality has developed into a cultural artifact with an associated language and history that provides an integrating mechanism linking a firm's value-adding activities.
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Burrell, Darrell Norman. "Management Consulting Intervention Case Study in a Complex and Toxic Hospital Organizational Culture." HOLISTICA – Journal of Business and Public Administration 11, no. 2 (August 1, 2020): 100–114. http://dx.doi.org/10.2478/hjbpa-2020-0022.
Повний текст джерелаАнотація:
AbstractHealthcare organizations in turmoil often turn to management consultants to collect data, engage in analysis, evaluate processes, and make recommendations. This is a case study of an actual hospital with complex issues around organizational culture, organizational conflict, diversity, and talent management. The paper explores the intervention approaches used to address the toxic organizational cultural problems through the lens of organizational development, change management, and corporate behavioral theory.
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Flemming, Paul Llwellyn. "Building a Climate of Change with a link through Transformational Leadership and Corporate Culture: A Management key to a Global Environment." International Journal of Business and Social Research 7, no. 01 (March 19, 2017): 44. http://dx.doi.org/10.18533/ijbsr.v7i01.1033.
Повний текст джерелаАнотація:
<p>Leaders in the Caribbean Diaspora have argued that there is no documented evidence of the association between the three fundamental pillars of public sector organization: leadership, performance and culture. This cross-culture leadership concern has evoked a series of research which basic aim is to conceptualize the leadership culture phenomenon. The problem is that there is a high degree of dysfunctional leadership within the public sectors organizations in the Caribbean diaspora and there is limited empirical evidence that can be had to validate the reason for this inadequacy. The purpose of this study is to investigate the link between transformational leadership styles, corporate organizational culture types and performance in sixteen public sectors organizations. The methodology implemented in this research is the Multifactor Leadership Questionnaire (MLQ 5X), and the Organizational Culture Assessment Instrument (OCAI) to collect data. Seventy-five executive directors completed measures of the MLQ 5x leadership traits and culture types. A total of 200 employees from across sixteen public sector organizations completed the measures on leadership and culture. The responses were scaled and coded to enable the segmentation of the data into dependent and independent variables based on the leadership, performance and culture variables. The study utilized the multiple regression models and correlation statistical analyses to determine the degree of commonality among the components. The results indicate support for the hypotheses link between the traits of transformational leadership and organizational culture with performance being the mediating variable. Exploratory analysis showed that several executive leaders have leadership traits that support culture values. The study concluded that transformational leadership and corporate organizational culture have positive effects on facilitating performance and is best suited in managing change and innovation in mature public and private sector organizations.</p>
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Sun, Jiaqi. "Organizational leadership as a factor of building corporate culture and performance." Corporate Governance and Organizational Behavior Review 2, no. 2 (2018): 15–24. http://dx.doi.org/10.22495/cgobr_v2_i2_p2.
Повний текст джерелаАнотація:
Organizations encounter the challenge of lacking leadership development pipelines and changing demographics in the workplace. The paper aims to review literature on leadership and its relationship with organizational culture and motivate organizations to embark on change initiatives to continually improve their occupational health and safety (OHS) operations. The key objectives are helping organizations understand the relationship between leadership and OHS performance and how cultural values help connect the dot between them, putting leadership styles into context by focusing on internal factors that impact on an organization, highlighting the development trend of OHS risk management industry throughout the discussion, focusing on some practical guideline on implementing OHS improvement initiatives, introducing the correlation between leading and lagging indicators as a measure of the effectiveness of leadership in enhancing OHS performance. The study develops a framework of operation transmission mechanism that embraces an OHS management system (OHSMS), describes the delivery of cultural value and the impact on workers’ behavior. The outcome of this applied research presents industry good practices that are field tested expertise and guides organizations implement an OHSMS that facilitates organizational leaders to deliver cultural values with appropriate leadership style and organizational health. The OHSMS encompasses, amongst others, policy, process, procedure, standards and techniques. And the design of such a management system is recommended for future research.
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Swierczek, Benjamin Morgan, and Fredric William Swierczek. "An international telecom acquisition: lost in translation when Ya'alla met Boben Yang." Development and Learning in Organizations: An International Journal 32, no. 1 (January 2, 2018): 15–18. http://dx.doi.org/10.1108/dlo-02-2017-0006.
Повний текст джерелаАнотація:
Purpose This study aims to consider the transition that took place between two major telecom multinational companies (MNCs) during an acquisition in an emerging market, Laos. The differences in the orientation of top management, corporate culture and cultural distance led to the ineffective performance of the acquired telecom company. Design/methodology/approach Content analysis is used to identify the key factors in the case. The sources of data are annual reports, past interviews, market reports, and participant observation. Findings The ineffective performance of the acquisition was related to the lack of cultural compatibility of the new top management, a corporate culture that emphasized costs over customer satisfaction and the failure to close the cultural gap between the Middle Eastern cultural values and the Lao values. Research limitations/implications The data are mostly secondary data with some interviews of key managers. The case study would benefit with more extensive primary data, but the company was reluctant to respond. Practical implications The match between the top management leadership style, the complementarity of the new corporate culture with the existing one, and the reduction in the gap in national cultures are all critical in the continuing successful performance of an acquisition. A strategy of localization increasing the competencies of the local managers and professionals and the adaptation of the organization processes and practices to the local context are more effective in achieving positive performance. Social implications The change in corporate cultures from the collaborative/customer satisfaction emphasis of Tigo to a competitive/cost culture of Beeline led to a significant conflict with other telecom providers in Laos. This had performance consequences for Beeline and also the telecom sector. Originality/value This study is a unique demonstration of what happens in an acquisition of a telecom company in an emerging market. It is an interesting interplay of two major telecom companies with similar strategic choices but very different corporate culture orientations.
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Luo, Laura Le, and Qingliang Tang. "Does National Culture Influence Corporate Carbon Disclosure Propensity?" Journal of International Accounting Research 15, no. 1 (April 1, 2015): 17–47. http://dx.doi.org/10.2308/jiar-51131.
Повний текст джерелаАнотація:
ABSTRACTThis study examines the influence of culture on management's response to the challenge of climate change, as manifested in firms' voluntary participation in carbon disclosure via the Carbon Disclosure Project (CDP). We argue that national culture impacts managerial attitudes and philosophies about environmental protection and thus affects the willingness as well as the extent to which managers recognize the need for emissions control and disclosure. Based on a sample of 1,762 firms from 33 countries, we find that cultural dimensions of masculinity, power distance, and uncertainty avoidance are strongly and consistently related to carbon disclosure propensity, regardless of whether G. Hofstede, G. J. Hofstede, and Minkov (2010) or Global Leadership and Organizational Behaviour Effectiveness (GLOBE) culture measures are used. Our results also show individualism and long-term orientation has significant impact under the Hofstede measure, although not under GLOBE measures, after controlling for other compounding factors. In addition, our evidence implies that national culture may moderate the effect of carbon control mechanisms, such as emissions trading schemes. Finally, the empirical evidence indicates that the impact of culture is not sensitive to national wealth and industry membership. The findings suggest culture exerts incremental influences beyond economic and regulatory incentives and therefore should be adequately considered in the combat against global warming and particularly in negotiations for an international climate agreement that is more acceptable to societies with disparate cultural backgrounds.
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Appelbaum, Steven H., Regina Calcagno, Sean Michael Magarelli, and Milad Saliba. "A relationship between corporate sustainability and organizational change (Part One)." Industrial and Commercial Training 48, no. 1 (January 4, 2016): 16–23. http://dx.doi.org/10.1108/ict-07-2014-0045.
Повний текст джерелаАнотація:
Purpose – In the present kaleidoscopic business landscape the concepts of corporate sustainability are increasingly affecting corporations’ relationships with society and shaping how business leaders interpret changes to their organizations. The path to sustainability is best viewed as an organizational change initiative for which the “how” and “why” must be considered. Broadly, change initiatives have a notably poor success rate, which is likely related to discord between an initiative and the people undertaking it. Corporate sustainability is a transformational change that impacts business culture and a firm’s relationship with its community. The purpose of this paper is to examine the corporate-societal relationship to better understand implications of undertaking sustainability change initiatives in today’s global environment in this three-part paper in terms of value creation, for whom, and how sustainability is becoming an increasingly significant portion of this equation. First, a basis for corporate sustainability and the concepts surrounding who the stakeholders need to be examined, after which the reasons for attempting sustainability, in terms of value creation, and considerations for the implementation (culture, identity, attachment) of said change initiative will be explored. Design/methodology/approach – Empirical and practitioner research papers were reviewed to: illustrate the meaning and approaches to corporate sustainability; and analyze how organizational change initiatives can best be used to facilitate organizational transformation. Findings – There is no consensus on the meaning of corporate sustainability, rather there continues to be an evolution of ideas and theories shaping the evolution of corporate sustainability. To implement any form of corporate sustainability requires that managers understand their objective and the cultural and psychological barriers of organizational change. Better engagement with those undertaking organizational change and clear articulation of the change’s purpose can better lend themselves to an initiative’s success. However, there is no panacea and managers must recognize that approaches may need to be altered. Research limitations/implications – Research tends to occupy one of two spheres, either corporate sustainability or change initiatives. More linkage between these two concepts and empirical research of the effectiveness of organizational change practices for corporate sustainability is needed. Practical implications – A better understanding of organizational change theories, practices, and procedures may benefit managers and organizations that endeavor to realize corporate sustainability. Social implications – Given the implications of recent corporate collapses and their perceived malice, there is now greater thought about the role these organizations have in society. Concepts regarding shared value and mutual benefit to society and corporations can be expected to remain at the forefront of the public decorum. Originality/value – This paper sought to draw stronger ties between corporate sustainability and organizational change, highlighting that the two are codependent.
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Appelbaum, Steven H., Regina Calcagno, Sean Michael Magarelli, and Milad Saliba. "A relationship between corporate sustainability and organizational change (part two)." Industrial and Commercial Training 48, no. 2 (February 1, 2016): 89–96. http://dx.doi.org/10.1108/ict-07-2014-0046.
Повний текст джерелаАнотація:
Purpose – In the present kaleidoscopic business landscape the concepts of corporate sustainability are increasingly affecting corporations’ relationships with society and shaping how business leaders interpret changes to their organizations. The path to sustainability is best viewed as an organizational change initiative for which the “how” and “why” must be considered. Broadly, change initiatives have a notably poor success rate, which is likely related to discord between an initiative and the people undertaking it. Corporate sustainability is a transformational change that impacts business culture and a firm’s relationship with its community. To better understand implications of undertaking sustainability change initiatives in today’s global environment the corporate-societal relationship needs to be examined in this three-part paper in terms of value creation, for whom, and how sustainability is becoming an increasingly significant portion of this equation. First, a basis for corporate sustainability and the concepts surrounding who the stakeholders need to be examined, after which the reasons for attempting sustainability, in terms of value creation, and considerations for the implementation (culture, identity, attachment) of said change initiative will be explored. The paper aims to discuss these issues. Design/methodology/approach – Empirical and practitioner research papers were reviewed to illustrate the meaning and approaches to corporate sustainability and analyze how organizational change initiatives can best be used to facilitate organizational transformation. Findings – There is no consensus on the meaning of corporate sustainability, rather there continues to be an evolution of ideas and theories shaping the evolution of corporate sustainability. To implement any form of corporate sustainability requires that managers understand their objective and the cultural and psychological barriers of organizational change. Better engagement with those undertaking organizational change and clear articulation of the change’s purpose can better lend themselves to an initiative’s success. However, there is no panacea and managers must recognize that approaches may need to be altered. Research limitations/implications – Research tends to occupy one of two spheres, either corporate sustainability or change initiatives. More linkage between these two concepts and empirical research of the effectiveness of organizational change practices for corporate sustainability is needed. Practical implications – A better understanding of organizational change theories, practices, and procedures may benefit managers and organizations that endeavor to realize corporate sustainability. Social implications – Given the implications of recent corporate collapses and their perceived malice, there is now greater thought about the role these organizations have in society. Concepts regarding shared value and mutual benefit to society and corporations can be expected to remain at the forefront of the public decorum. Originality/value – This paper sought to draw stronger ties between corporate sustainability and organizational change, highlighting that the two are codependent.
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Appelbaum, Steven H., Regina Calcagno, Sean Michael Magarelli, and Milad Saliba. "A relationship between corporate sustainability and organizational change (part three)." Industrial and Commercial Training 48, no. 3 (March 7, 2016): 133–41. http://dx.doi.org/10.1108/ict-07-2014-0047.
Повний текст джерелаАнотація:
Purpose – In the present kaleidoscopic business landscape the concepts of corporate sustainability are increasingly affecting corporations’ relationships with society and shaping how business leaders interpret changes to their organizations. The path to sustainability is best viewed as an organizational change initiative for which the “how” and “why” must be considered. Broadly, change initiatives have a notably poor success rate, which is likely related to discord between an initiative and the people undertaking it. Corporate sustainability is a transformational change that impacts business culture and a firm’s relationship with its community. The purpose of this paper is to better understand implications of undertaking sustainability change initiatives in today’s global environment the corporate-societal relationship needs to be examined in this three part paper in terms of value creation, for whom, and how sustainability is becoming an increasingly significant portion of this equation. First, a basis for corporate sustainability and the concepts surrounding who the stakeholders need to be examined, after which the reasons for attempting sustainability, in terms of value creation, and considerations for the implementation (culture, identity, attachment) of said change initiative will be explored. Design/methodology/approach – Empirical and practitioner research papers were reviewed to illustrate the meaning and approaches to corporate sustainability and analyze how organizational change initiatives can best be used to facilitate organizational transformation. Findings – There is no consensus on the meaning of corporate sustainability, rather there continues to be an evolution of ideas and theories shaping the evolution of corporate sustainability. To implement any form of corporate sustainability requires that managers understand their objective and the cultural and psychological barriers of organizational change. Better engagement with those undertaking organizational change and clear articulation of the change’s purpose can better lend themselves to an initiative’s success. However, there is no panacea and managers must recognize that approaches may need to be altered. Research limitations/implications – Research tends to occupy one of two spheres, either corporate sustainability or change initiatives. More linkage between these two concepts and empirical research of the effectiveness of organizational change practices for corporate sustainability is needed. Practical implications – A better understanding of organizational change theories, practices, and procedures may benefit managers and organizations that endeavor to realize corporate sustainability. Social implications – Given the implications of recent corporate collapses and their perceived malice, there is now greater thought about the role these organizations have in society. Concepts regarding shared value and mutual benefit to society and corporations can be expected to remain at the forefront of the public decorum. Originality/value – This paper sought to draw stronger ties between corporate sustainability and organizational change, highlighting that the two are codependent.
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Bejtović, Melisa, Edisa Dreković, and Amela Ahmatović. "Analysis of the limitations of Kaizen culture on the example of a furniture manufacturing company." Ekonomski izazovi 10, no. 20 (2021): 141–53. http://dx.doi.org/10.5937/ekoizazov2120141b.
Повний текст джерелаАнотація:
The culture of continuous improvement, as an efficient and effective example of the Toyota factory organization, has found its application in organizations of different types and different process designs. The top and middle managers of the most successful companies in the most developed economies, such as Japan or Germany, know very well how difficult it is to change the organizational culture and implement changes in the existing corporate culture, regardless of the type and size of the change. The paper identifies the key limitations that the management of a furniture company in Serbia encounters in implementing the KAIZEN culture of continuous improvement, the problems they have solved on the threshold of KAIZEN implementation, and the problems that slow down the process of continuous improvement. An in-depth interview was used for the purpose of data collection, and the interviewee was the general manager of a furniture manufacturing company. In the discussion and concluding considerations of the paper, several suggestions for overcoming the problems and several guidelines for solving them were given.
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Mykhailo Vedernikov, Lesia Volianska-Savchuk, Oksana Chernushkina, Maria Zelena, and Natalia Bazaliyska. "CORPORATE CULTURE AS AN ELEMENT OF THE STRATEGIC MANAGEMENT SYSTEM OF A MACHINE-BUILDING ENTERPRISE." Proceedings of Scientific Works of Cherkasy State Technological University Series Economic Sciences, no. 59 (December 30, 2020): 32–44. http://dx.doi.org/10.24025/2306-4420.1.59.2020.222110.
Повний текст джерелаАнотація:
The purpose of the article. The article analyzes the corporate culture as one of the tools with which you can effectively manage the personnel of the enterprise. The structure of corporate culture is determined. A number of meaningful characteristics inherent in any corporate culture is considered. The factors of formation of enterprise corporate culture are investigated. The degree of conformity of value characteristics of enterprise corporate culture to the task of development is estimated. For the development of corporate culture of a machine-building enterprise, a system conceptual model is proposed, which takes into account various factors of the internal and external environment.Methodology. The most important problem of any Ukrainian enterprise operating in market conditions is the problem of its survival and ensuring continuous development. An effective solution to this problem is to create and implement competitive advantages that can be largely achieved on the basis of a well-designed and effective enterprise development strategy. In the context of radical socio-economic changes, corporate culture has become a significant factor influencing the effective economic activity and competitiveness of machine-building enterprises.Corporate culture is seen as a means of creating favorable conditions conducive to improving the efficiency of enterprise management and achieving competitiveness in the market of goods and services. The general importance of solving problems, their lack of scientific development, misunderstanding and ignoring the role of corporate strategy, the need to analyze existing methods and their in-depth study, the role of strategy for further development of the enterprise, its profitability indicate the urgency of the problem.Results. For the successful realization of strategic goals of the enterprise, the understanding of the role of corporate culture by the management is becoming more and more important. Every company must form its own system of corporate culture in order, first of all, to achieve the set business goal. This system must consist of certain values and be shared by the leaders of this enterprise. That is why the emerging culture becomes a kind of business card of the enterprise, which can be used to draw conclusions about its carrier. At the enterprise, corporate culture creates a special internal atmosphere that mobilizes people to fulfill higher goals and missions: the quality and intensity of work of each employee increases, production conflicts are minimized. Today, most managers see corporate culture as a powerful strategic tool that orients all departments to achieve common goals.Corporate culture and climate in the organization are the main factors of productive functioning of enterprises, i.e. they form the ideal of integrity, which in practice allows the organization to function most optimally both within a given society and as a special social group. Every company has its own corporate culture, which to some extent corresponds to its mission and goals, and the degree of this compliance determines the efficiency of the enterprise. To assess the existing type of corporate culture, you can use the test to identify the type of corporate culture that prevails in the organizationPractical implications. The model of innovation is based on the orientation of corporate development of mechanical engineering industry to stimulate innovation activities related to the development and implementation of innovations. This requires the formation of an innovative corporate culture that operates on the principle of innovation, or change in this way the existing one. The structure of corporate culture carriers is also undergoing changes in the direction of increasing the share of innovation-oriented staff with a high level of development of personal research culture. The complex model, in contrast to the above, is based on the concept of hierarchy of business cultures, according to which the central place is given to the corporate culture of the enterprise, the development of which is possible on the basis of a comprehensive analysis of external and internal cultural environment.Value/originality. The application of strategic management at enterprises allows to characterize economic, organizational, technical possibilities of production and their maximum use, in due time to coordinate work on business plans of the development of the enterprise. Strategic corporations always have the opportunity to behave consistently and systematically in their business, in particular in a dynamic market environment in general, which increases the likelihood of achieving their goal. Therefore, the introduction of a strategic management system in Ukraine is an objectively necessary process in the field of business management, which increases the readiness of business organizations to respond adequately to unforeseen changes and contributes to a sound, agreed solution to both current and strategic problems.
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Kiesnere, Aisma, and Rupert Baumgartner. "Sustainability Management in Practice: Organizational Change for Sustainability in Smaller Large-Sized Companies in Austria." Sustainability 11, no. 3 (January 22, 2019): 572. http://dx.doi.org/10.3390/su11030572.
Повний текст джерелаАнотація:
To facilitate organizational change and improve corporate sustainability, this study identifies change agents and factors driving sustainability integration in the core business of companies. The survey on corporate sustainability management in Austria, with focus on smaller large-sized companies (revenue of €50–300 million, at least 250 employees), fills the research gap between studies commonly concentrating on the largest companies and on SMEs. Companies mainly established integrated cross-departmental sustainability management teams, which required change in the routines of employees and change agents to drive the projects. Possible locations of these change agents were identified. We drafted a process model that visualizes how change agents multiply their impact on the organizational level through interaction. The main sustainability implementation drivers are rooted in personal and organizational values, e.g., organizational culture and personal interest; the main inhibiting factors are the lack of resources or locked-up resources, originating from organizational inertness and other barriers to change. Companies can reduce the barriers by, e.g., providing extra resources in role and routine adaption phases and creating incentives to use sustainability-related skills. Austrian companies focus on established environmental and energy management topics. To implement themes that do not necessarily bring financial return, adopting paradox perspective on tensions between conflicting objectives might be useful.
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Khandwalla, Pradip N., and Kandarp Mehta. "Design of Corporate Creativity." Vikalpa: The Journal for Decision Makers 29, no. 1 (January 2004): 13–28. http://dx.doi.org/10.1177/0256090920040102.
Повний текст джерелаАнотація:
Globalization has created immense competitive pressures on corporates. In order to survive and prosper, organizations in the Third World need to redesign themselves for corporate creativity, i.e., for high rates of sustained and successful technological as well as non-technological innovations. This paper provides several examples of how deregulation of the West's airlines industry in the decade of the 1980s stimulated its corporate creativity. It then reviews the literature on the organizational design for corporate creativity to derive a model of the corporate's organizational design requirements for copious and successful innovations. The model proposes that, for superior corporate creativity in a regime of intensifying environmental pressures, the organization needs to choose the following: i) innovation-friendly business strategies; ii) organizational structure; iii) top management style; iv) middle management practices; and v) effective modes of managing innovations. These choices would lead to innovational success, which, in turn, would confer competitive excellence on the organization. This paper reports a test of the model through questionnaire-based data on 65 Indian corporates collected from late 1999 to early 2003. Data were gathered from an average of five top and senior level executives from each corporate on 6-point scales, and each scale was anchored by a statement at each extreme. All the responses from each organization were averaged for each rated scale and converted into a percentage score for the organization. The scales were grouped for aggregation into: i) environmental pressure; ii) innovations-supportive strategic management; iii) innovations-supportive top management style; iv) innovations-supportive organizational structure; v) innovations- supportive managerial practices and culture; vi) effective management of innovations; vii) corporate innovational success; and viii) corporate competitive excellence. The data were secured for the situation ‘now’ and three years earlier and this enabled the computing of changes in each study variable. The data indicated that change in effective mangement of innovations was the strongest predictor of change in innovational success which, in turn, was the greatest predictor of change in competitive corporate excellence. In order to identify the major strategic choices in the face of high versus low environmental pressure, cluster analysis was performed on the data from the 30 highest scoring corporates on environmental pressure and the 30 lowest scoring corporates on environmental pressure. It revealed that, regardless of environmental pressure, organizations that chose to adopt an organizational design compatible with high corporate creativity outscored those organizations that did not choose such a design in terms of both innovational success and competitive excellence. The data also indicated that organizational design for corporate creativity may yield far better performance when change in environmental pressure is modest than when it is large. The reason may lie in differential rates of the diffusion of innovations in high versus low pressure environments. High pressure environments may induce a more rapid diffusion of innovations. The faster the institution-alization of innovations in an industry, the lower, or less durable, may be the competitive advantage conferred on the innovating organization. This paper strongly recommends the following: Managers should redesign their organizations for higher corporate creativity. The core curriculum of MBA programmes needs to incorporate values, competencies, and management concepts that can nurture organizational creativity. Specifically, this paper provides suggestions to practising managers for enhancing corporate creativity which are as follows: Conduct a diagnosis of the design of your organization and identify the items where the gaps with the model are large. Form a cross-functional team to tackle each major gap area. Review the recommendations of the team and identify action points for implementation. Institutionalize a culture of brainstorming for novel and effective solutions and a number of specific innovation-friendly practices.
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Richards, Cameron, and Irina Safitri Zen. "From surface to deep corporate social responsibility." Journal of Global Responsibility 7, no. 2 (September 12, 2016): 275–87. http://dx.doi.org/10.1108/jgr-04-2016-0010.
Повний текст джерелаАнотація:
Purpose The purpose of this paper is to develop and explore the policy concept of corporate social responsibility (CSR) as a focus for sustainable development. To this end, it develops and explores the implications of a distinction between CSR as a marketing strategy and a more sustainable long-term commitment to changes in organizational culture and also society. Design/methodology/approach This a conceptual paper which develops a policy research framework for examining the CSR rationale as well as general concept as applied to the “plastic bags” public awareness campaign in the Malaysian case study. On this basis, its central inquiry approach is to develop and explore the distinction between surface and deep modes of CSR policy implementation as also related modes of social learning. Findings The findings from the conceptual inquiry recognize that corporations which fail to apply a deep rather than a surface commitment to their own CSR polices will sooner or later be judged on that basis by their customers as well as external stakeholders. Although CSR policies will always involve a corporate marketing focus, this is sustainable only if framed by a long-term organizational commitment to accountable change. Originality/value The paper makes, develops and further explores a basic accountability distinction between surface and deep modes of CSR as a management commitment, corporate policy implementation and related processes of corporate cultural change. This links to the paper’s associated innovation of linking CSR as both internal organizational learning and a larger sustainable development process of social learning.
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Lin, Xiaojun, Ming Liu, Simon So, and Desmond Yuen. "Corporate social responsibility, firm performance and tax risk." Managerial Auditing Journal 34, no. 9 (October 7, 2019): 1101–30. http://dx.doi.org/10.1108/maj-04-2018-1868.
Повний текст джерелаАнотація:
Purpose The purpose of this study is to investigate whether corporate social responsibility (CSR) can lower tax risk. Previous studies have demonstrated a negative link between CSR and tax aggressiveness. Generally, corporations engaging in social irresponsibility tend to undertake aggressive tax planning; whereas socially responsible firms enjoy tax savings. Because several recent studies have suggested that lower tax payments do not necessarily create higher tax risk, an exploration of the relationship between CSR and tax risk was not only interesting but also important. Design/methodology/approach Using an ethical perspective of CSR, this paper argues that executives who are nourished by an ethical climate tend to make responsible and reliable operating decisions. Therefore, their corporations would have better control of tax administration, and the corresponding tax risk would be constrained. Such corporations would enjoy greater tax savings while keeping their tax risk at relatively low levels. However, this reasoning ignores the fact that limited economic resources would constrain a firm from practicing CSR in the form of donations. This situation would also influence its attitude toward tax strategies. Specifically, when a firm’s performance is unsatisfactory, the cultural effect of CSR may diminish or even disappear. Findings Firms donating additional resources to CSR activities can construct a more ethical work climate that encourages executives to control tax risk while lowering tax expenses. For firms with unsatisfactory performance, the ethical benefits of CSR could disappear, thus suggesting a relationship with firm performance. This finding contributes to the knowledge on the ethical implications of CSR and proposes that the culture argument is conditional on satisfactory firm performance. Originality/value This study explores the association between corporate culture (CSR) and tax risk. The empirical results help shareholders, analysts and other investors to make their business decision better because CSR or corporate culture is less likely to change suddenly or dramatically in an abbreviated time. The finding of this study shed light on the importance of corporate culture on making an investment evaluation or decision. In addition, this study extends the research on CSR by demonstrating that the effects of CSR are conditioned on firm performance. The beneficial effect of CSR on tax risk would disappear when firms have unfavorable financial performance.
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Lucks, Kai. "Industry 4.0 from An Entrepreneurial Transformation and Financing Perspective." Sci 4, no. 4 (December 1, 2022): 47. http://dx.doi.org/10.3390/sci4040047.
Повний текст джерелаАнотація:
This paper addresses the management of digital–informational transformation of industrial enterprises. Any transformation requires the coordinated action of several independent actors. Similarly, the digital–informational transformation required for the fourth industrial revolution (i.e., Industry 4.0) requires the involvement of multiple actors from the public and private sectors. This applies to an individual company as well as to the entire sector, regardless of the desired level of transformation. The increasing dissolution of boundaries between industrial and non-industrial actors is therefore essential for Industry 4.0. This paper addresses the above dissolution activities, focusing on cross-company networks and management issues. The management aspects of the following factors are examined: culture change, strategies, degree of digitalization, degree of networking, Internet of Things, digital ecosystems, human resources, organizational development, hierarchies, cross-functional collaboration, cost drivers, innovation pressures, supply chains, enterprise resource planning systems and corporate acquisitions/mergers. Based on the findings on the above factors, a management-driven model of the “transformation to Industry 4.0” for manufacturing companies is presented and discussed. This work thus complements the existing literature on Industry 4.0, as the majority of the literature on Industry 4.0 deals with technical problem solving at the field level.
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Zahay, Debra, James Peltier, Anjala S. Krishen, and Don E. Schultz. "Organizational processes for B2B services IMC data quality." Journal of Business & Industrial Marketing 29, no. 1 (January 16, 2014): 63–74. http://dx.doi.org/10.1108/jbim-09-2011-0132.
Повний текст джерелаАнотація:
Purpose – The objective of this paper is to investigate IMC metrics in the lens of an institution-wide change management process, and to do so, the authors develop and test an organizational data quality enhancement model. Design/methodology/approach – Qualitative research was conducted, with a follow-on quantitative pre-test. A subsequent, larger-scale quantitative survey resulted in a total of 128 responses, 124 useable. A regression analysis was conducted using the factor scores of the six organizational dimensions as independent variables and overall data quality as the dependent variable. Findings – The findings show that overcoming poor IMC data quality requires a corporate culture that reduces cross-functional and departmental divides. The authors also support the idea that horizontally organized learning organizations not only have superior IMC data, but they also achieve higher rates of return on their cross-platform IMC efforts. Research limitations/implications – The research has limitations in terms of substantive generalizability, since it focuses on one industry within the USA. Future research can expand to other industries and expand to a global setting in order to replicate these findings. Practical implications – Most improvement seems to be needed in the area of sharing customer data. The findings provide a signal to marketing organizations that want to connect with their customers that data quality must be a strategic priority, with appropriate processes in place to manage data at every touch point. Originality/value – Research is needed that establishes effective methods for measuring the success of data-driven communication efforts to support management.
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Subramanian, K. R. "Moving Beyond the Green Wall – Overcoming Environmental Pressures." Journal of Advance Research in Business Management and Accounting (ISSN: 2456-3544) 3, no. 10 (October 31, 2017): 01–12. http://dx.doi.org/10.53555/nnbma.v3i10.47.
Повний текст джерелаАнотація:
In response to business environment several organizations in the last few decades added a department having responsibility to deal with environmental related issues. Mostly the activities were dominated by legal and regulatory action and the end-of-the-pipe, technically based solutions to these issues. Their position and authority rarely offered the potential for lending value to the firm; more often, they were viewed as a cost center by top management. When businesses’ responses to environmentalism have been tied to core business decisions, however, a great deal of organizational change has been required— including overcoming the “Green Wall” between early treatment of environmental issues and the language, tools, and culture of business. Corporate leaders have been driven to evolve over time from early focus on industrial, regulatory, and social responsibility toward a mindset of the natural environment as strategic in nature. This recognition is increasingly important, especially with the rise of broader sustainable development and corporate social responsibility concerns. This recognition is increasingly important, especially with the rise of broader sustainable development and corporate social responsibility concerns. Clearly, environmental management and strategy has reached the executive level in many larger businesses, yet often the Green Wall remains a deeply rooted cultural obstacle in organizations.
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Subramanian, K. R. "Moving Beyond the Green Wall: Overcoming Environmental Pressures." Journal of Advance Research in Applied Science (ISSN: 2208-2352) 4, no. 10 (October 31, 2017): 11–22. http://dx.doi.org/10.53555/nnas.v4i10.640.
Повний текст джерелаАнотація:
In response to business environment several organizations in the last few decades added a department having responsibility to deal with environmental related issues. Mostly the activities were dominated by legal and regulatory action and the end-of-the-pipe, technically based solutions to these issues. Their position and authority rarely offered the potential for lending value to the firm; more often, they were viewed as a cost center by top management. When businesses’ responses to environmentalism have been tied to core business decisions, however, a great deal of organizational change has been required— including overcoming the “Green Wall” between early treatment of environmental issues and the language, tools, and culture of business. Corporate leaders have been driven to evolve over time from early focus on industrial, regulatory, and social responsibility toward a mindset of the natural environment as strategic in nature. This recognition is increasingly important, especially with the rise of broader sustainable development and corporate social responsibility concerns. This recognition is increasingly important, especially with the rise of broader sustainable development and corporate social responsibility concerns. Clearly, environmental management and strategy has reached the executive level in many larger businesses, yet often the Green Wall remains a deeply rooted cultural obstacle in organizations.
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Moustaghfir, Karim, Sara El Fatihi, and Mohammed Benouarrek. "Human resource management practices, entrepreneurial orientation and firm performance: what is the link?" Measuring Business Excellence 24, no. 2 (March 27, 2020): 267–83. http://dx.doi.org/10.1108/mbe-12-2019-0119.
Повний текст джерелаАнотація:
Purpose Building on the little guidance in the existing literature regarding the relationship between human resource management (HRM) practices, entrepreneurial orientation and firm performance, this study aims to generate theoretical propositions that underpin an integrative framework following a systematic literature review, then to test such a framework within the context of a small and medium enterprise (SME) to demonstrate how employees’ knowledge and competencies are translated into added value while fostering the company’s entrepreneurial capabilities and culture. Design/methodology/approach For the purpose of this research, a systematic literature review was adopted to build the propositions underpinning an integrative theoretical framework linking HRM practices, entrepreneurial orientation and firm performance. A single case study approach was then followed to test the propositions of the integrative theoretical framework within the context of an SME, while adopting a triangulation methodology for data collection, including questionnaires, interviews and archival data. Data analysis was conducted following the procedures of a pattern-matching methodology. Findings This research confirms the strategic role of HRM practices in fostering the firm’s entrepreneurial orientation and capabilities, while nurturing, enriching and bundling employees’ knowledge, skills and distinctive competencies within the context of a company’s innovation-driven strategy. HRM practices through a strategic alignment with the company’s business strategy, contribute to shaping up organizational attitudes, behaviors and cultural determinants that are, in turn, conducive to better innovativeness, risk propensity and initiative-taking. Theoretical and empirical evidence shows how such corporate entrepreneurialism is then translated into adding value activities, individual and group productivity and overall organizational performance. Research limitations implications This research generates meaningful insights on how HRM practices contribute to shaping up corporate entrepreneurship attitudes and transforming them into both individual and organizational results while building on conceptual assumptions and empirical evidence. The authors believe such insights have the potential to lay the foundations of a comprehensive theoretical model that disentangles the complexities and the dynamics of how strategically-oriented HRM interventions could help an organization redirect its employees’ competencies into innovation and entrepreneurial capabilities to generate a competitive advantage in an ever-changing business environment. Future research should emphasize mainly on multiple case study approaches and ethnographic methodologies for the sake of result generalizability and holistic understandings. Practical implications This research draws significant conclusions for SMEs to cope with the change and the fierce competitive dynamics affecting current business environments. To consolidate and further develop their strategic positioning, this research suggests that SMEs could leverage distinctive individual and group competencies, through strategically aligned HRM actions and investments, to foster learning and generate entrepreneurially-oriented cultural values and management style conducive to innovation, performance and competitive advantage. Originality/value This research offers integrated and holistic views of how HRM practices affect organizational performance while leveraging on learning to create the necessary cultural and managerial conditions for corporate entrepreneurialism. This research builds on both theoretical propositions and empirical evidence to lay the foundations of a comprehensive model linking HRM practices, entrepreneurial orientation and firm performance. From a practical perspective, the research findings suggest new human resource developmental venues while placing much emphasis on the value of creating the innovation-driven managerial culture and fostering entrepreneurially-oriented attitudes to achieve better performance results.
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Bundtzen, Hennings, and Gerriet Hinrichs. "Innovation capability of the company: the roles of leadership and error management." Marketing and Management of Innovations, no. 1 (2021): 112–23. http://dx.doi.org/10.21272/mmi.2021.1-09.
Повний текст джерелаАнотація:
Extensive research has been conducted promoting empowerment, inclusive decision making, and self-determination by employees. However, where does an organization initiate change if employees stay in their comfort zone and rather have a work-to-rule mentality? They just do not take over responsibility and the power they are given. The inductive case study involved first-hand data about leader-member exchange and corporate culture. A qualitative research approach was selected by employing personal construct psychology to receive an unbiased cultural view of employees and leaders interacting. A sample of 61 repertory grid structured interviews with 21 leaders and 40 employees produced 782 unique personal assessment criteria. The applied methodology allows a quantitative analysis of these assessments in association with leadership, error management, and employees' proactive behavior. This unusual psychological-based approach chosen as intuitive interviews predicated on personal construct psychology is unlikely to provoke socially desirable or questionnaire-driven results. Based on the case study findings, a systematic review of contemporary scientific literature was conducted to generate broadly applicable results. The final qualitative synthesis included 41 research articles relevant to the investigated topic. Theoretical and empirical results allowed concluding that leadership vulnerability supports error management and employees' psychological safety. These combinations are prerequisites to proactive behavior. Additional preconditions to proactivity are employee resilience and organizational commitment. This article's results could give practical recommendations in case organizations lack the proactive behavior of their workforce. Finally, this article advocates further research on vulnerability in leadership and managers communicating their own weaknesses and mistakes as it is an underrepresented area in current scientific literature.
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Hariyadi, Ahmad. "KEPEMIMPINAN KARISMATIK KIAI DALAM MEMBANGUN BUDAYA ORGANISASI PESANTREN." Equity In Education Journal 2, no. 2 (October 20, 2020): 96–104. http://dx.doi.org/10.37304/eej.v2i2.1694.
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Abstrak: Penelitian ini bertujuan untuk mendeskripsikan kepemimpinan karismatik Kiai dalam membangun budaya organisasi pesantren. Penelitian ini dilakukan dengan menggunakan pendekatan kualitatif dengan rancangan studi kasus. Pengumpulan data dilakukan dengan teknik: wawancara mendalam, observasi partisipan, dan studi dokumentasi. Penetapan informan sebagai sumber data dilakukan dengan teknik purposive sampling. Analisis data dilakukan dengan menggunakan pola interaktif data. Pengecekan keabsahan data menggunakan derajat kredibilitas, transferabilitas, dan konfirmabilitas. Hasil penelitian menunjukkan bahwa: (1) budaya organisasi di pondok pesantren diterapkan melalui kegiatan-kegiatan santri, yang meliputi kegiatan harian, mingguan, bulanan, maupun tambahan; (2) kepemimpinan kiai karismatik di Pondok Pesantren Raudlatut Thalibin dan Al-Anwar memiliki perbedaan. KH. Ahmad Mustofa Bisri menerapkan sistem kepemimpinan demokrasi dalam menjalankan pondok pesantren, sedangkan KH. Maimoen Zubair menerapkan kepemimpinan terpimpin; dan (3) Kiai karismatik memiliki peran strategis dalam upaya mengembangkan budaya organisasi. Abstract: This study aims to describe the charismatic leadership of the Kiai in building a pesantren organizational culture. This research was conducted using a qualitative approach with a case study design. The data was collected by using the following techniques: in-depth interviews, participant observation, and documentation study. The determination of informants as data sources was carried out by using purposive sampling technique. Data analysis was performed using interactive data patterns. Data validity checks using the degree of credibility, transferability and confirmability. The results showed that: (1) organizational culture in Islamic boarding schools is implemented through santri activities, which include daily, weekly, monthly and additional activities; (2) the leadership of the charismatic kiai in the Raudlatut Thalibin and Al-Anwar Islamic Boarding Schools is different. KH. Ahmad Mustofa Bisri applies a democratic leadership system in running Islamic boarding schools, while KH. Maimoen Zubair applies guided leadership; and (3) Charismatic clerics have a strategic role in developing organizational culture. References: AlGhazali, I. (1997). Ihya’ Ulumuddin. Beirut: Darul Fikri. Amirin, T. M (2007). Kepemimpinan yang amanah. Dinamika Pendidikan, 1(14), 1-11. Bate, P. (1994). Strategies for Cultural Change. London: Butterworth-Heinemann. Bruinessen, M. V. (1994). Tradisi, Relasi Kuasa, Pencarian Wacana Baru. Yogyakarta. LkiS. Dhofier, Z. (2009). Tradisi Pesantren: Memadu Modernitas untuk Kemajuan Bangsa. Yogyakarta: Newsea Press. Haedari, A., & Hanif, A. (2004). Masa Depan Pesantren dalam Tantangan Modernitas dan Tantangan Kompleksitas Globalitas. Jakarta: IRD Press. Hofl, H. (1992). The Making of The Corporate Acolyte: Some Thoughts on Charismatic Leadership and the Reality of Organizational Commitment. Journal of Management Studies, 29(1). Hofstede, G. (1980). Culture’s Consequences: International Differences in Work Related Values. California: Sage Publication. Javidan, M., & Waldman, D. A. (2003). Exploring Charismatic Leadership in The Public Sector: Measurement and Consequences. Public Administration Review, 63(2), 229–242. Kartono, K. (2008). Pemimpin dan Kepemimpinan, Jakarta: CV. Rajawali. Kast, F. E., & Rosenzweig, J. E. (2007). Organisasi dan Manjemen. Jakarta: Bumi Aksara. Kavanagh, M. H. & Ashkanasy, N. M., (2006). The Impact of Leadership and Change Management Strategy on Organisational Culture and Individual Acceptance of Change During a Merger. British Journal of Management17(1), S81–S103. https://doi.org/10.1111/j.1467-8551.2006.00480.x Ma’arif, S. (2003). Manajemen Operasi. Jakarta: Grasindo. Margono, S. (1997). Metodologi Penelitian Pendidikan. Jakarta: Rineka Cipta. McMillan, J. H., & Schumacher, S. (2006). Research in Education. New Jersey: Pearson. Nawawi, H. (2006). Instrumen Penelitian Bidang Sosial. Yogjakarta: Gadjah Mada University Press. Robbins, S. P., & Judge, J. A. (2008). Perilaku Organisasi. Jakarta: Salemba Empat. Shastari, R.K., Mishra, K. S., & Sinha, A. (2010). Charismatic Leadership and Organizational Commitment: An Indian Perspective. African Journal of Business Management, 4(10), 1946-1953. Sukamto, 1999. Kepemimpinan Kyai dalam Pesantren. Jakarta: LP3ES Tika, M. P. (2006). Budaya Organisasi dan Peningkatan Kinerja Perusahaan. Jakarta: PT. Bumi Aksara. Tunggal, A. W. (2010). Peran Budaya Organisasi dalam Keberhasilan Perusahaan. Jakarta: Harvarindo. Yukl, G. (2007). Kepemimpinan dalam Organisasi. Jakarta: Prenhalindo. Ziemek, M. (1986). Pesantren dalam Perubahan Sosial. Jakarta: P3M.
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Chang, Christina Ling-hsing, and Tung-Ching Lin. "The role of organizational culture in the knowledge management process." Journal of Knowledge Management 19, no. 3 (May 11, 2015): 433–55. http://dx.doi.org/10.1108/jkm-08-2014-0353.
Повний текст джерелаАнотація:
Purpose – The purpose of the study is to focus on the enhancement of knowledge management (KM) performance and the relationship between organizational culture and KM process intention of individuals because of the diversity of organizational cultures (which include results-oriented, tightly controlled, job-oriented, closed system and professional-oriented cultures). Knowledge is a primary resource in organizations. If firms are able to effectively manage their knowledge resources, then a wide range of benefits can be reaped such as improved corporate efficiency, effectiveness, innovation and customer service. Design/methodology/approach – The survey methodology, which has the ability to enhance generalization of results (Dooley, 2001), was used to collect the data utilized in the testing of the research hypotheses. Findings – Results- and job-oriented cultures have positive effects on employee intention in the KM process (creation, storage, transfer and application), whereas a tightly controlled culture has negative effects. Research limitations/implications – However, it would have been better to use a longitudinal study to collect useful long-term data to understand how the KM process would be influenced when organizational culture dimensions are changed through/by management. This is the first limitation of this study. According to Mason and Pauleen (2003), KM culture is a powerful predictor of individual knowledge-sharing behavior, which is not included in this study. Thus, this is the second limitation of this paper. Moreover, national culture could be an important issue in the KM process (Jacks et al., 2012), which is the third limitation of this paper for not comprising it. Practical implications – In researchers’ point of view, results- and job-oriented cultures have positive effects, whereas a tightly controlled culture has a negative effect on the KM process intention of the individual. These findings provide evidences that challenge the perspective of Kayworth and Leidner (2003) on this issue. As for practitioners, management has a direction to modify their organizational culture to improve the performance of KM process. Social implications – Both behavioral and value perspectives of the organizational cultural dimensions (results-oriented, tightly control, job-oriented, sociability, solidarity, need for achievement and democracy) should be examined to ascertain their effects firstly on KM culture and then on the KM process intention of the individual. It is hoped that the current study will spawn future investigations that lead to the development of an integrated model which includes organizational culture, KM culture and the KM process intention of the individual. Originality/value – The results-oriented, loosely controlled and job-oriented cultures will improve the effectiveness of the KM process and will also increase employees’ satisfaction and willingness to stay with the organization.
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Voroniuk, Yevheniia V., and Karina V. Satusheva. "MANAGING ECONOMIC SECURITY OF AN INTERNATIONAL VENTURE: A PSYCHOLOGICAL PERSPECTIVE." Journal of Strategic Economic Research, no. 2 (December 24, 2021): 57–66. http://dx.doi.org/10.30857/2786-5398.2021.2.6.
Повний текст джерелаАнотація:
This article seeks to provide argument that effective performance in modern realia of business and management is impossible without understanding the socio-psychological processes that accompany entrepreneurial endeavours. Further development of market competition in the national economy, its inclusion in the system of global economic relationships, aggravation of internal barriers to successful implementation of economic reforms significantly raise the issue of exploring a psychological aspect of economic security of businesses, and in international ventures, in particular. An emphasis is put that the roots of genesis and evolution of economic psychology refer to radical changes, especially changes occurred in the economic paradigm and attitudes towards ownership for the means of production in the first place, as well as the emergence of new economic actors. Apart from that, pressing globalization trends, changes in political and economic patterns, as well as rapid technological advances in society have greatly affected socio-cultural values of the population. However, even the very speed and extent of global change faced by modern society depends on psychological characteristics inherent in different social groups. Different psychological patterns and perspectives that drive the development of business environment world-wide have created a new background for shaping and launching new economic security strategies for international business entities and ventures. The findings have verified that business economic security directly relates to management's understanding of the needs and the specifics of business structure and their alignment with the personal goals of the leader. Moreover, business operation of economic entities, both in the external and internal environment, encourages them to search for the new pathways and raise awareness of the need for effective interaction between the internal corporate culture and its organizational structure, ensuring and managing economic security and values of international markets. To attain the above objectives, a thorough research on the international business environment is of critical significance. It is argued that deep insights into psychological factors driving drastic change in the politicians’ perceptions of the need to make a shift from a planned socialist paradigm to a market economy, exploring the psychology of transformation of the theoretical concepts from Marxist political economy to Western market theories will facilitate better understanding of the nature of economic security of international ventures.
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Lattuch, Frank, and Enno Ruppert. "Human resources, organizational learning and due diligence: avoiding the honeymoon hangover effect in mergers & acquisitions." Development and Learning in Organizations: An International Journal 36, no. 3 (October 1, 2021): 12–14. http://dx.doi.org/10.1108/dlo-07-2021-0120.
Повний текст джерелаАнотація:
Purpose Mergers & acquisitions (M&As) can be an effective way to expand into new markets or business opportunities. Yet, a considerable number of failed M&As can be attributed to disregarded human resource (HR) concerns. In particular, an organization’s leadership tends to hail the advantages of a merger or acquisition during the early stages, raising employees’ expectations (honeymoon effect). Many documented failures in such corporate transactions indicate organizational members’ declining satisfaction following a deal (hangover effect). Design/methodology/approach Drawing on in-depth interviews with senior M&A experts (n = 12) at a global big-four accountancy firm and focus group sessions with their respective clients, this study investigates in two cases the interplay between HR issues and M&A transactions and infers effective risk management actions. Findings A honeymoon hangover after a transaction may appear in organizations if HR issues are neglected. Study results provide notable implications for HR departments and HR professionals facing a merger or acquisition. These implications include (1) focusing on HR risks, (2) involving HR executives to manage the HR due diligence efforts, (3) setting up transition teams that communicate well, (4) creating policies for learning and knowledge sharing, (5) developing new competencies for the NewCo, (6) being sensitive to cultural differences and (7) considering legal aspects. Research limitations/implications The two transactions studied revealed patterns that are important for successful change. However, we should not underestimate the individual perspective in M&As. Further studies with interview data directly from stakeholders are important to analyze further the relationships between HR due diligence, organizational learning, effective knowledge transfer, and culture. Due to our research approach, we cannot claim that the results can be generalizable to all major M&As. Further research is needed to measure the impact of the HR Due Diligence aspects outlined on M&A success. Originality/value Although M&As have been much researched, relatively little has been written on practical managerial adaptation from a human resource perspective and its implications for organizational learning. This article helps address this imbalance by providing a people-oriented approach for effectively managing M&As from beginning to integration.
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Duneva, Emiliya. "ELEMENTS OF THE MANAGEMENT CULTURE DERIVING FROM THE CORPORATE CULTURE." Volume 8, Issue 2 v8, no. 2 (November 10, 2020): 43–62. http://dx.doi.org/10.37708/ep.swu.v8i2.5.
Повний текст джерелаАнотація:
Nowadays, there is a growing need for a change in response to the environment in which the objects of management operate. The change takes place in conditions characterized by lack of management skills, ignorance of the dynamic processes that influence decision-making, the use of ineffective management approaches and a way of thinking that does not change with the change of the organizational environment. In the business environment, the concept of management culture is perceived as one of the main ways to achieve success and competitiveness. The subject of this research is the management culture of the Bulgarian managers. Initially, the elements were derived from a comparative analysis of different concepts and the search for an analogy with the elements of management culture. Subsequently, after conducting the survey, the respondents will evaluate and compile a final list of elements of the management culture of managers in Bulgarian conditions. In order to achieve the goal stated in the article, we applied: a survey and a method of expert evaluations.
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Ntongho, Rachael Ajomboh. "Culture and corporate governance convergence." International Journal of Law and Management 58, no. 5 (September 12, 2016): 523–44. http://dx.doi.org/10.1108/ijlma-04-2015-0016.
Повний текст джерелаАнотація:
Purpose This paper aims to analyse the link between culture and corporate governance. In particular, it demonstrates the impact of culture in inhibiting convergence of corporate governance. Overall, the paper provides an appraisal of corporate governance laws in stakeholder-oriented states that have endured market pressure for convergence. Design/methodology/approach The paper utilises historical trend in analyzing changes in corporate governance regulation in six countries covering three continents with stakeholder-oriented corporate governance model to determine the effect of culture in the convergence or divergence of corporate governance. Findings The view that corporate governance is converging towards the shareholder model largely ignores cultural differences in states. An appraisal of corporate governance rules and principles that have endured Anglo-American influence reveals a strong propensity for cultural norms to dictate areas where changes occur. This paper demonstrates nominal changes in corporate governance regulation and ideologies, as states still turn to design corporate governance rules around their cultural philosophy. The paper also reveals weak political authority for convergence vis-à-vis market forces. Practical implications Laws are strongly embedded in the corporate philosophies of states. Thus, the market and managers need to incorporate national culture into corporate practices for effective implementation. Originality/value Few studies have examined the effect of culture on the convergence of corporate governance regulation, especially across different countries. This study does not only analyze corporate governance in developed countries but also examines emerging nations in Africa where research on convergence is very scarce.
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Wagner, Bruno, and Adriana Victoria Garibaldi de Hilal. "The human factor: a successful acquisition in Brazil." Management Research Review 37, no. 3 (March 11, 2014): 261–87. http://dx.doi.org/10.1108/mrr-09-2012-0200.
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Purpose – The purpose of this case study was to identify how the human factor influenced the 2010 acquisition of company X's cement factory, located in town C in the Brazilian State of Goiás, by the multinational company A. Design/methodology/approach – Seventeen in-depth interviews were conducted with employees who participated of the acquisition process: 15 with professionals with leadership roles at the factory, the others with company A corporate executives. The data collected were qualitatively treated using discourse analysis to unveil the perceptions of the interviewees. Findings – The discussion involved topics such as: resistance to change, uncertainty, employees' expectations and commitment, stress, employee turnover and retention. The present study contextualizes existing theoretical approaches, and its main conclusion confirms that not all M&A processes cause permanent negative impacts that lead to the failure of the acquisition or are perceived as a strong and lasting source of uncertainty by the employees of the involved companies. On the contrary, depending mainly on the perception, employees have of their working conditions at the time the acquisition process takes place; on the strategic relevance of the acquisition to the acquiring company (its motivation); on how the process is managed by the executives of the acquiring company; on the communication strategy employed by the acquiring company, as well as on the understanding of the cultural setting; and on the acquiring company having an organizational culture with policies that value employees, the community and sustainability; this change can be perceived as favourable by employees thus fostering a successful acculturation and outcome. Finally, this study is considered valuable to researchers and practitioners as it indicates that although the human factor is not considered a priority in most M&A processes, it is clearly paramount to its success or failure, specially in lock-in situations when the acquiring and acquired companies have complementary and reciprocal interdependencies. Research limitations/implications – In spite of the contributions of this research to the field of studies on M&A, the authors have to acknowledge limitations, such us: as town C was a small factory at the time of the acquisition, there were only 17 interviewees, which does not constitute a large sample. The possibility of a certain amount of unavoidable subjectivity in both the interviewees when relating their experience and the interviewer when analyzing the collected data. As stated before, being a case study, results cannot be generalized. Originality/value – This research adds to the actual state of the art on M&A signalling that there should be a match between the strategies selected by the executives of the acquiring company and the specificities of the human factor and its cultural environment. Specifically, this case study contributes to theory advancement by proposing the concept of lock-in in M&A.
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Whiteley, Alma, Christine Price, and Rod Palmer. "Corporate culture change: adaptive culture structuration and negotiated practice." Journal of Workplace Learning 25, no. 7 (September 9, 2013): 476–98. http://dx.doi.org/10.1108/jwl-09-2012-0069.
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Nase, Ilir, and Monique Arkesteijn. "Corporate real estate strategies and organizational culture." Journal of Corporate Real Estate 20, no. 3 (September 10, 2018): 154–76. http://dx.doi.org/10.1108/jcre-10-2017-0035.
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PurposeThe purpose of this paper is to investigate how strategic corporate real estate (CRE) management varies across different types of organizational culture. Additionally, the authors examine how a set of well-established strategies is categorized by CRE executives and investigate whether there have been any changes in priorities of managers’ rating in importance of these strategies compared to a post-GFC study. Design/methodology/approachA wide-scale survey of CRE managers was undertaken in summer 2016. Two key components of the survey are namely importance scoring of CRE strategies after the framework of Gibler and Lindholm (2012) and organizational culture assessment based on the competing values framework of Cameron and Quinn (2006). Analysis of CRE strategy importance is undertaken based on the average score comparison per each cultural family, and additional features are reported based on the industry sector, firm size and CRE department size. Principal component analysis is used to provide statistical evidence on the grouping of CRE strategies by practitioners. FindingsEmpirical evidence points toward a clear division on the organizational culture dimension that differentiates effectiveness criteria of flexibility and discretion from stability and control. More specifically, clan and adhocracy cultural types prioritize employee-centric CRE strategies, whereas hierarchy and market cultures consider “Reducing real estate cost” as their single most influential strategy. Research limitations/implicationsThe competing values framework has been adapted from the original ipsative scoring process to reflect the fact that only one respondent per firm assesses their organization’s culture. Practical implicationsThe findings of this study are useful to CRE managers striving for maximum strategic fit within their firms as they unveil clear patterns of CRE strategy prioritization among different organizational culture types. Originality/valueTo the authors’ best knowledge, this is the first study that analyzes the inter-relationships among CRE strategies and organizational culture variations. Additionally, the paper provides a categorization of CRE strategies through statistical methods that follow a clear pattern based on the scope of each strategy.
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Yuan, Ying, and Tong Chen. "The Influence of Enterprise Culture Innovation on Organizational Knowledge Creation and Innovation under the Ecological Environment." Journal of Environmental and Public Health 2022 (July 13, 2022): 1–13. http://dx.doi.org/10.1155/2022/3419918.
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With the continuous development of economy and society, ecological environmental governance has been put on the priority agenda. In the process of ecological environmental governance, the state, society, and enterprises bear different responsibilities, respectively. As the main body of social economy, in the development of enterprises, the protection of ecological environment is the due meaning of enterprise culture is always paid attention. Whether enterprises can achieve success is not only directly affected by the development strategy, management mode, business philosophy, management tools, and other aspects but also indirectly affected by its own cultural construction level. Although corporate culture has changed due to the development of the network environment, the challenges of corporate culture innovation in terms of values and cultural conflicts should not be underestimated. It can not only enhance the centripetal force of all the employees but also enhance the competitive advantage of the enterprise. In addition, corporate culture also plays a positive role in enhancing office efficiency and increasing production capacity and output. Starting from the role of corporate culture, this study studies the characteristics of corporate culture under the background of implementing ecological environmental governance, addresses the challenges of corporate culture innovation in the new environment, and puts forward the measures of corporate cultural innovation, which provides reference for corporate culture innovation.
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Wilkinson, Merv, Merv Fogarty, and David Melville. "Organizational culture change through training and cultural immersion." Journal of Organizational Change Management 9, no. 4 (August 1996): 69–81. http://dx.doi.org/10.1108/09534819610124070.
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H. James, Harrington, and Voehl Frank. "Cultural Change Management." International Journal of Innovation Science 7, no. 1 (March 1, 2015): 55–74. http://dx.doi.org/10.1260/1757-2223.7.1.55.
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A lot of brilliant work has been done to develop methodologies and approaches to apply change management concepts to managing the development and implementation of projects and programs. This has resulted in major improvements in success rates, delays, and the total effectiveness of these projects and programs. Unfortunately, these endeavors have not resulted in the desired improvement in the organization’s ability to endure the constant change activities that the environment, technology, customer, and international competition have placed upon the organization. This technical paper presents a new concept called Culture Change Management (CCM) that will strengthen the total organization’s capability and willingness to accept and prosper in a rapidly changing worldwide environment. It will require a major change in the way organizational change management has been structured, minimizing the focus on projects and programs and maximizing the focus on organizational operations.
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Lopes, Izabela, and João Carlos Boyadjian. "Impact of national culture in projects involving organizational culture change:." Quaestum 2 (December 20, 2021): 1–17. http://dx.doi.org/10.22167/2675-441x-20210575.
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Globalization exerts a significant impact on project management processes by adding the complexity to operate across borders and in multicultural environments. For that reason, international collaborations require cultural affairs to be at the center of business strategies to avoid conflicts with the host country practices. For instance, Japan has unique business practices compared to most Western countries, and those must be considered in an eventual organizational culture change. This paper aims to demonstrate the importance of respecting national culture's boundaries in organizational culture change of international projects. Therefore, it will describe some peculiarities of Japanese business culture and how they were formed while making a parallel comparison with western business practices. A case study of the first project of the Renault-Nissan Alliance was applied to highlight the contrasts of Japanese and Western business practices. To understand the complexities of culture from different angles, this paper divided the research into different phases, each exploring the different cultural aspects of Japanese and French business practices in the context of the Renault-Nissan Alliance, using a mix of different theories. The theoretical approach was reinforced with interviews with two high-level executives of Renault and Nissan. The study was able to identify several cultural disparities between Japan and France that impacted the Alliance in the long run while offering an alternative solution to help project managers to improve strategies for inter-cultural collaborations.
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Tandogan, Mustafa. "Corporation culture in businesses and innovation management." Global Journal of Business, Economics and Management: Current Issues 8, no. 2 (July 30, 2018): 49–60. http://dx.doi.org/10.18844/gjbem.v8i2.3528.
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“Change”, typically speaking, whether planned or not, is transformation of a system (humans or organizations), progress or environment from a circumstance to another in certain conditions . Change also represents the qualities that organizations and humans have changing dimensions. Change is a fundamental characteristic of every human society. Heraclius said “Nothing is permanent except change.” To change, in a way, is life itself. Whether we want it or not, change is always on our footstep. Change, as it can on a personal basis, can be on a corporation, social, national or universal basis as well. In other words, change is seen on every stage of life. Social change is change within the structure of a society. As for organizational change, it expresses all manner of change that can take place within various subsystems and factors of an organization and relations between them. “Innovation”, however, is a process of change, but not every change is an innovation. If the change is original and contributes to efficient and economic implementation of objectives to the system its changes, it can be counted as innovation. With this quality innovation is a more narrow-scoped concept than change. While change can be in a positive or negative way, innovation can only be positive.
Key Words : Corporate Culture ,Innovation Management ,Innovation
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Weston, Harold, Thomas A. Conklin, and Kristen Drobnis. "Assessing and Re-setting Culture in Enterprise Risk Management." Assurances et gestion des risques 85, no. 1-2 (September 17, 2018): 131–72. http://dx.doi.org/10.7202/1051319ar.
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Among the tenets of enterprise risk management (ERM) is the need to instill a risk-aware culture throughout the firm. Yet, how to actually interpret and change organizational culture is generally missing from the ERM literature. Prior surveys found risk managers lacked useful information about organizational culture and cultural change to implement a “risk aware culture.” Our survey of risk managers found this gap persists. The disciplines of organizational studies, business anthropology and sociology provide guidance on organizational culture, which involves identifying and interpreting the embedded assumptions, values, myths, artifacts, rituals, and stories that communicate and perpetuate a culture. The risk manager can use this knowledge to apply change to the culture. Changing behavior without changing culture may simply result in compliance without adoption. This article seeks to bridge the studies of organizational culture and change to the risk manager.
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Gulua, Ekaterine. "Organizational Culture Management Challenges." European Journal of Interdisciplinary Studies 4, no. 1 (March 2, 2018): 67. http://dx.doi.org/10.26417/ejis.v4i1.p67-79.
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Healthy organizational culture is an important condition for the long-term stable successful functioning of the organization. It is important for the organization to share the understanding and interpretation of culture, forming healthy attitudes, complex of values, developing strategies for combining personality and organizational cultures, ensuring compatibility with universal humanitarian values of organizational culture. Our research carried out by the Human Potential Management Laboratory is linked to the identification of the main characteristics of organizational culture at Ivane Javakhishvili Tbilisi State University (TSU), revealing of challenges and elaboration of appropriate recommendations. TSU is the oldest higher educational institution in Georgia and also in the Caucasus region. It is the largest university in Georgia, where the best students are enrolled from all regions of Georgia. The established norms of culture, the forms of relations, the system of recognized values here extend not only to the personnel but also to the younger generations that represent the country's significant intellectual potential. The culture they have accepted affects the cultural value system of the country in general. For analysing organizational culture we have used the analysis of its expressive components, such as history, traditions, material symbols, language; Beliefs - understanding how the goals and ideas are related to each other; Routine behaviors established in the organization; Norms shared by groups). The dominant values - the firm, long-term belief of what is important; Expectations - Understanding how events will develop in the organization; The philosophy of organizational policy that determines the attitudes towards the employees, customers (the students); Rules of the game existing in the organization; Climate of the organization; Innovation and the ability to risk; Artifacts - aspects of organizational culture that you can see, hear and feel. The work was based on the qualitative and quantitative research. We studied not only the normative grounds for determining the organizational culture, but also developed hypotheses, we made a questionnaire. 34 closed and 2 open questions were answered by survey respondents. The survey covered 458 representatives of the Faculty of Economics and Business: Bachelor's, Master's and PhD students, academic and administrative staff. The study has shown that a strong culture is established in the organization, it was found that the influence of the socialist system on it is very high. It needs a great effort to change if needed. It has been revealed that the culture is not managed by open methods, it is less visible that it is an immediate objective of managing management, and its primary expressions are formed as a result of the interaction of normative regulators and individual interpretations of the activity. As a result of the research it has been revealed that the attitudes of different focus groups towards the same event differ, as well as the perceptions of respondents from different categories about cultural trends in the organization. It is interesting that radically different positions have been revealed among the respondents of one category towards certain issues, which gives the basis for making important conclusions. The conducted survey is a kind of supplement to the results of the earlier research carried out by us, which deals with the issue of improving management at higher education institutions in Georgia and in the post-Soviet space in general.
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Andrіeіeva, Yaroslava, and Oksana Shchotka. "Staff adjustment potential in corporate cultures of different types." Організаційна психологія Економічна психологія 1, no. 25 (May 16, 2022): 7–15. http://dx.doi.org/10.31108/2.2022.1.25.1.
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Introduction. The corporate culture, as the basis of organizational behavior, is seen a modern management tool, which can improve management. Aim: to establish the relationship between the type of corporate culture and staff adjustment to organizational innovations. Methods. L. Konstantinov Corporate Culture Type, A. Rean Achievement and Avoidance Motivation; Personal Readiness for Change (Rodnik, Heather, Gold, Hal, adapted by N. Bazhanova and G. Bardier) as well as correlation analysis (Statistica 10). Results. The authors have analyzed the opposite types and leading characteristics of corporate culture («open» and «closed» types), found the distinctive tendencies of staff motivation and readiness for change and the relationship between the corporate culture type and staff adjustment capabilities. Conclusions. The staff of organizations with the open type of corporate culture, compared to the staff of the closed-corporate-culture organizations had greater adjustment capacity to innovations. Effective implementation of organizational changes should be based on the characteristics of corporate culture, managers' creativity, careful planning, and assessment of potential risks and staff resistance to change.
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Graamans, Ernst, Wouter ten Have, and Steven ten Have. "Against the current: Cultural psychology and culture change management." Culture & Psychology 27, no. 2 (March 16, 2021): 325–43. http://dx.doi.org/10.1177/1354067x21993789.
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Since the 1980s, psychologists and management scholars have contributed significantly to the popularity of the idea of culture in organizations. A common and tenacious pitfall surrounding this idea, at times pointed out by these scholars themselves, is that culture is too often hypostatized and superimposed upon people. In doing so, this can have harmful consequences for employees at every level of organization. In this article, we reiterate this critique, challenge familiar managerial notions used to address “shared” behavior among employees, and answer to an old but neglected call to bring back real people to the forefront of our analyses. Based upon our adaptation of the enactive approach to the social tuning of behavior developed by Paul Voestermans and Theo Verheggen—made applicable in empirical studies on culture change conducted by the first author of this article—and inspired by principles of Gestalt, we propose a novel heuristic model to address organizational culture change. We attempt to do so both from an analytical and interventionist standpoint, while avoiding attributing causality to the idea of culture.
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R. Kattman, Braden. "In today's global environment organizational culture dominates national culture!" Benchmarking: An International Journal 21, no. 4 (July 1, 2014): 651–64. http://dx.doi.org/10.1108/bij-06-2012-0044.
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Purpose – The specific problem this research addresses is whether cultural differences, national or organizational, impact how effectively the continuous improvement process is received within the supply chain in order to improve supplier performance. The paper aims to discuss these issues. Design/methodology/approach – The research design used a mixed methods approach, combining quantitative and qualitative research. Findings – The research found that Canada was most receptive to continuous improvement, with China being the least receptive. The study found that organizational culture was more influential than national culture. Isomorphism and benchmarking is driving continuous-improvement language and methods to be more universally known within business. Business and management practices appear to take precedence in driving change within organizations. Research limitations/implications – The sample size and countries involved was very small and limited to key medium sized distributed power company (MSDPC) suppliers. This limited diversity and may have introduced supplier selection bias, as well as survey response bias. Practical implications – This research concludes that organizational culture is more dominant over national culture and the influence of leadership within the organization drives the impact of continuous improvement. Originality/value – With isomorphism and the fact that businesses want to be successful, continuous improvement language and methods are becoming more universally known. Business and management practices are now taking precedence in driving change within organizations. Organizational culture is now more influential than national culture.
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Wałek, Anna. "MANAGEMENT IN ACADEMIC LIBRARIES – BUILDING SMART ORGANIZATIONS BASED ON CORPORATE CULTURE." Przegląd Biblioteczny 89, no. 4 (July 29, 2022): 495–520. http://dx.doi.org/10.36702/pb.875.
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Thesis – Changes in academic libraries are now an indispensable part of the process of their development and professionalization. A number of additional tasks that are set for libraries, ranging from participation in the digitization and sharing of digital collections, Open Access resources and Open Research Data, to participation in the evaluation process of universities and scientific disciplines, determine the initiation of the process of change in many units and in entire organizations. This article aims to introduce the principles that accompanythe process of change in a contemporary academic library, and at the same time constitutes an introduction to a series of publications devoted to various examples of change management in Polish and foreign academic libraries. In particular, the role of creating an organizational culture and social capital was taken into account, while the difficulties and barriers (such as resistance to change) that accompany this process were also analyzed. These issues are the basis for defining the role of the library manager as a leader in implementing changes. Methods – The method used by this article is an analysis of literature devoted to the issues of change in the library, as well as change management in a broader context, especially in the context of human resource management. Selected publications on learning organizations and intelligent organizations were also used to determinewhether academic libraries can be considered as this type of organization, characterized by a modern approach to management. The author’s own managerial experience was also used in the examples and conclusions. Conclusions – The process of planning and implementing a change in a library, as in any other organization, should be properly planned and prepared. Correct definition of tasks, schedules and strategies for change, including strategies for preventing the occurrence of resistance to change, influences the course and success of theentire process, bringing numerous benefits to the organization. Libraries that adequately adopt and implement change processes are perceived as innovative libraries that may aspire to be considered as learning organizations or intelligent organizations responding to the needs of the environment. The above-mentioned examples show that depending on the organizational culture, as well as the attitudes of employees and managers of organizations entering into a process of change, its effects may vary.
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Barratt-Pugh, Llandis, and Susanne Bahn. "HR strategy during culture change: Building change agency." Journal of Management & Organization 21, no. 6 (February 10, 2015): 741–54. http://dx.doi.org/10.1017/jmo.2014.95.
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AbstractThis paper explores the role played by a Human Resources (HR) department orchestrating culture change during the merger of two large State departments with dissimilar cultures. A 2-year case study determined what HR strategies were having the greatest impact on embedding new organisational values to produce a more flexible culture and how these practices could be accelerated. This paper indicates how a more strategic approach by HR departments can support and develop relational managing capability that accelerates cultures change towards a more flexible work environment.This paper describes the context of the change process, the relevant literature, and outlines the research process. The findings from the phases of the data collection are summarised revealing the traumatic perceptions of the change process, but also the instrumental actions of some managers, working creatively with their teams to tackle new tasks and projects. The evidence suggests that these informal practices of task allocation were at the core of change agency in this case study and put the new flexible organisational values into action. The findings illustrate how the organisation moves from valuing managers for their technical competence to valuing managers for their relational competence.The paper then discusses what strategic HR actions were accelerating this process and illuminates the critical role of building managers as change agents. The paper concludes by confirming the need for a strategic approach by HR during organisational change. Building manager capability and supporting informal change agency practices is presented as a core focus for HR during such organisational cultural change programmes.
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Eti-Tofinga, Buriata, Gurmeet Singh, and Heather Douglas. "Facilitating cultural change in social enterprises." Journal of Organizational Change Management 31, no. 3 (May 14, 2018): 619–36. http://dx.doi.org/10.1108/jocm-12-2016-0296.
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Purpose The purpose of this paper is to examine the relationships and influences of change enablers for social enterprises in organizations undergoing cultural change. Design/methodology/approach Data were collected through a survey of social enterprises in two Pacific Island nations, and analyzed with Pearson and regression analyses. Findings The study finds that social enterprises are better equipped to implement cultural change when they exploit a robust entrepreneurial capability while optimizing strategic, financial and adaptive capabilities. These capabilities should be aligned with the enterprise’s culture and processes associated with transitioning the organizational culture to access resources and achieve its mission. Based on these results, a Cultural Change Enabling (CCE) Framework is proposed to help social enterprises leverage the dynamic interactions between the enterprise, its capabilities and environment, and organizational change processes. Practical implications Using the CCE Framework will benefit leaders of public benefit organizations, including social enterprises, to identify their capabilities, and develop an enabling culture to advance their trading activities and social mission so that social enterprises might operate sustainably. Originality/value As one of the first studies to examine the readiness for organizational change in social enterprises, this study provides new insights on the capabilities for organizational change, and the dynamics of organizations undergoing cultural transformation.
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Guidroz, Ashley M., Karen W. Luce, and Daniel R. Denison. "Integrated change: creating synergy between leader and organizational development." Industrial and Commercial Training 42, no. 3 (April 20, 2010): 151–55. http://dx.doi.org/10.1108/00197851011038141.
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PurposeThe purpose of this paper is to share with organizations a method for integrating organizational culture change and leadership development within one balanced corporate initiative.Design/methodology/approachThis paper describes the benefits of organizational culture and leadership development, the steps taken to design such a program within a large, global manufacturing organization, and the benefits of the integrated program.FindingsIntegrating organizational culture with leadership development can help create a clear “line of sight” between the individual and the organization and builds broader accountability for the success of organizational change initiatives.Practical implicationsIntegrated culture and leadership programs can be designed within any environment. This case study serves as an example to provide readers with ideas for how to create and implement similar programs in other organizations.Originality/valueKotter stresses the need for leadership in organizational change, however, few case studies have been published in this area that articulate how leadership and organizational development can be successfully integrated.
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Moraes, Caroline Relva de, and Paulo Rupino Cunha. "Enterprise Servitization: Practical Guidelines for Culture Transformation Management." Sustainability 15, no. 1 (December 30, 2022): 705. http://dx.doi.org/10.3390/su15010705.
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We propose a framework based on ADKAR (awareness, desire, knowledge, ability, and reinforcement) with guidelines to manage the organizational culture change required for servitization—the transition of a company towards a product–service system (PSS) business model that provides cohesive delivery of products and services, increasingly supported on digital technologies. We departed from a systematic literature review across five academic databases, covering human and technological aspects, that confirmed corporate culture as one of the pillars of a successful transformation, along with relevant factors to account for. The results of this work have both theoretical and managerial implications. Companies can apply the framework to support planning implementation strategies that require a corporate mind shift. Finally, we identified directions for future servitization research.
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Wilcock, Keith D. "Rhetorical rules can change corporate tribes but not corporate culture." Human Resource Development Quarterly 2, no. 1 (1991): 83–85. http://dx.doi.org/10.1002/hrdq.3920020111.
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Holbeche, Linda Susan. "Shifts in Organizational Culture When Implementing Agility." Journal of Creating Value 5, no. 2 (September 13, 2019): 124–38. http://dx.doi.org/10.1177/2394964319853164.
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The present article is premised on the argument that a combination of drive from the top and other business pressures is demanding that organizations take an Agile approach to the planning, delivery and continual adaptation of their business models. Notions of culture change, the role and purpose of business, flexibility, resilience, the nature of leadership, the employment relationship and talent are themselves embedded in this macro context and in need of revision. The range of working practices and related values associated with Agile, and the changing expectations of workers and customers, suggests that new approaches to leadership and change management are needed. Attempts to scale up Agile to an enterprise level generally meet with little success typically due to cultural barriers, with conventional leadership approaches, linear thinking and mechanistic change management being particular stumbling blocks. It is often assumed that, as people engage and start using agile methodologies, they will feel committed to sustain the benefits of agility, including innovation. However, tackling only one aspect of cultural change is unlikely to produce lasting value. The article suggests various ways in which organizational cultures, leadership behaviours and change management practices may need to shift to deliver sustainable value through a better balance of organizational and employee needs. The role of senior leaders in committing to, and enabling these shifts, is pivotal.
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Sorakraikitikul, Monthon, and Sununta Siengthai. "Organizational learning culture and workplace spirituality." Learning Organization 21, no. 3 (April 8, 2014): 175–92. http://dx.doi.org/10.1108/tlo-08-2011-0046.
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Purpose – The purpose of this study is to investigate the role of organizational learning culture as an enabler of knowledge-sharing behaviours and workplace spirituality. A model is proposed to examine the mediating role of knowledge-sharing behaviours between organizational learning culture and workplace spirituality. Design/methodology/approach – Employees from various Thai industries participated in the study, and structural equation modelling was used to test hypothesized relationships. Findings – Results suggest a positive relationship between organizational learning culture and workplace spirituality, partially mediated by knowledge-sharing behaviours. Research limitations/implications – The study was limited to Thailand, and is a cross-sectional design. Further investigation into the causality of relationships and cultural disparities is needed. Practical implications – Friendly learning environments enable both knowledge sharing and change organization members’ views regarding learning and performance improvements for organizational sustainability. Originality/value – This paper bridges a gap between theory and practice concerning the outcomes of organizational learning and factors that lead to workplace spirituality.