Search results
1 – 10 of over 230000Maike Tietschert, Sophie Higgins, Alex Haynes, Raffaella Sadun and Sara J. Singer
Designing and developing safe systems has been a persistent challenge in health care, and in surgical settings in particular. In efforts to promote safety, safety culture, i.e.…
Abstract
Designing and developing safe systems has been a persistent challenge in health care, and in surgical settings in particular. In efforts to promote safety, safety culture, i.e., shared values regarding safety management, is considered a key driver of high-quality, safe healthcare delivery. However, changing organizational culture so that it emphasizes and promotes safety is often an elusive goal. The Safe Surgery Checklist is an innovative tool for improving safety culture and surgical care safety, but evidence about Safe Surgery Checklist effectiveness is mixed. We examined the relationship between changes in management practices and changes in perceived safety culture during implementation of safe surgery checklists. Using a pre-posttest design and survey methods, we evaluated Safe Surgery Checklist implementation in a national sample of 42 general acute care hospitals in a leading hospital network. We measured perceived management practices among managers (n = 99) using the World Management Survey. We measured perceived preoperative safety and safety culture among clinical operating room personnel (N = 2,380 (2016); N = 1,433 (2017)) using the Safe Surgical Practice Survey. We collected data in two consecutive years. Multivariable linear regression analysis demonstrated a significant relationship between changes in management practices and overall safety culture and perceived teamwork following Safe Surgery Checklist implementation.
Details
Keywords
Dorothea Kossyva, Georgios Theriou, Vassilis Aggelidis and Lazaros Sarigiannidis
This study aims to explore talent retention in knowledge-intensive industries by investigating the mediating processes between the existence and application of human resource…
Abstract
Purpose
This study aims to explore talent retention in knowledge-intensive industries by investigating the mediating processes between the existence and application of human resource management (HRM) and employee turnover. Toward this end, drawing on the conservation of resources and job demands–resources theories, a three-dimensional model is examined, which includes the relationship between HRM, knowledge management (KM) and change management (CM), as well as their relationship with employee engagement and employee turnover intention.
Design/methodology/approach
The proposed research model has been studied with a sample of 168 talented employees in over six European countries, using a quantitative approach, involving the structural equation modeling method. All data were gathered by a multidimensional questionnaire via prolific, an academic crowdsourcing platform.
Findings
Results indicated that knowledge-intensive services firms may achieve higher talent retention through the interaction of HRM with KM and CM practices, which may lead to enhanced employee engagement.
Research limitations/implications
Possible limitations of the study include the relatively small sample size, the self-rate questions for the collection of data and the use of cross-sectional data.
Practical implications
To retain their talented employees, organizations should identify ways to improve their HRM, CM and KM practices. In addition, HR practitioners ought to include their talented employees in all organizational change and KM processes and create mechanisms that successfully support knowledge acquisition, creation, sharing, retention and codification.
Originality/value
To the best of the authors’ knowledge, this is the first study to examine various factors of retaining talented employees in knowledge-intensive services. Furthermore, the study took place in six European countries, i.e. UK, Poland, Italy, Germany, Portugal and Greece, where the research on talent retention is very limited.
Details
Keywords
Pawan Budhwar, Andy Crane, Annette Davies, Rick Delbridge, Tim Edwards, Mahmoud Ezzamel, Lloyd Harris, Emmanuel Ogbonna and Robyn Thomas
Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce …
Abstract
Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.
Details
Keywords
The purpose of this paper is to propose an institutional entrepreneurship approach to examining management accounting change triggered by social and environmental concerns.
Abstract
Purpose
The purpose of this paper is to propose an institutional entrepreneurship approach to examining management accounting change triggered by social and environmental concerns.
Design/methodology/approach
The study begins with a literature review concerning the role that old institutional economics and new institutional sociology have played in the study of management accounting change, underlining strengths and weaknesses. To deal with the main weaknesses, the institutional entrepreneurship approach is presented and utilized as the basis for the development of a conceptual framework, which is contextualized to the examination of management accounting change triggered by sustainability issues.
Findings
Management accounting change literature has not paid enough attention to the social constructivist roots of institutional theory. Through the application of a conceptual framework inspired by institutional change models and institutional entrepreneurship literature, this paper proposes another approach to examine how new management accounting practices are socially constructed during the course of organizational change, particularly in response to sustainability concerns.
Research limitations/implications
This new framework has not yet demonstrated its explanatory power in a particular field.
Originality/value
The paper examines management accounting change as a social construction process led by institutional entrepreneurs who aim to mobilize resources and negotiate the definition and implementation of sustainability strategies and new management accounting practices, which will take environmental and social issues into consideration, in order to reach an agreement on the pre‐institutionalization, diffusion and institutionalization of sustainable practices.
Details
Keywords
Khaled Medath Aldossari, Brian C. Lines, Jake B. Smithwick, Kristen C. Hurtado and Kenneth T. Sullivan
Although numerous studies have examined alternative project delivery methods (APDMs), most of these studies have focused on the relationship between these methods and improved…
Abstract
Purpose
Although numerous studies have examined alternative project delivery methods (APDMs), most of these studies have focused on the relationship between these methods and improved project performance. Limited research identifies how to successfully add these methods within architectural, engineering and construction (AEC) organizations. The purpose of this paper is to identifying organizational change management (OCM) practices that, when effectively executed, lead to increased success rates of adopting APDMs in owner AEC organizations.
Design/methodology/approach
Seven OCM practices were identified through a comprehensive literature review. Then, through a survey of 140 individuals at 98 AEC organizations, the relationships between OCM practices and organizational adoption of APDMs were established.
Findings
The findings indicate that OCM practices with the strongest relationship to successful APDM adoption are realistic timeframe, effective change agents, workloads adjustments, senior-leadership commitment and sufficient change-related training.
Practical implications
Adopting APDMs can be extremely difficult and requires significant organizational change efforts to ensure the change is a success. Organizations that are implementing APDMs for the first time should consider applying the OCM practices that this study identifies as most related to successful APDM adoption.
Originality/value
This study contributes to the existing body of knowledge by identifying the OCM practices that are most significantly associated with successfully adopting APDMs.
Details
Keywords
The purpose of this paper is to introduce a Foucauldian concept into the theory and practice of OD and change management. The piece challenges Habermasian a priori assumptions…
Abstract
Purpose
The purpose of this paper is to introduce a Foucauldian concept into the theory and practice of OD and change management. The piece challenges Habermasian a priori assumptions about organizational diagnosis and intervention.
Design/methodology/approach
This is a conceptual paper.
Findings
Literature points to the benefit of considering the possibility of parrhesiastic behavior in change management and organization development as part of a broader set of diagnostic tools.
Research limitations/implications
Future research should engage in practice driven test cases, interview practicing change managers, and refine the concept for use as a diagnostic tool.
Practical implications
Including discussions of parrhesia in change management and OD study and practices can better prepare change professionals for the realities of contemporary organizational practices.
Originality/value
To date, the links developed in this manuscript have not been made in the management literature, though it builds upon emerging literature in critical management studies and human resource management. It has the potential to influence both theory and practices of both OD and change management.
Details
Keywords
Thomas G. Cummings and Christopher G. Worley
Organization change (OC) is increasingly important in today's volatile world. Understanding OC is a growing emphasis of management and organization (M&O) research and the singular…
Abstract
Organization change (OC) is increasingly important in today's volatile world. Understanding OC is a growing emphasis of management and organization (M&O) research and the singular focus of OC scholarship and practice. We show how selected M&O theories inform OC at the organization level. These theoretical perspectives diverge on issues central to OC. We explore what these conceptual differences mean for OC study and practice going forward.
Details
Keywords
Jacob Hallencreutz and Dawn‐Marie Turner
The purpose of this paper is to explore whether there are some existing widespread and common models and definitions for organizational change best practice in the literature.
Abstract
Purpose
The purpose of this paper is to explore whether there are some existing widespread and common models and definitions for organizational change best practice in the literature.
Design/methodology/approach
This paper builds on previous research to define a model of evidence‐based change management base practice. A structured literature review is used to search for contemporary models and definitions of organizational change best practice.
Findings
No consistent definitions of organizational change best practice are to be found in the literature.
Originality/value
The paper provides a snapshot of the current literature on organizational change best practice. Implications of the findings on organizational change best practice are discussed and further research suggested.
Details
Keywords
Peter Yamakawa, Claudio Obregón Noriega, Alfredo Novoa Linares and Willy Vega Ramírez
Although various practices to facilitate organizational change are proposed in the literature, very little is known about how these practices impact on ITIL adoptions. Therefore…
Abstract
Purpose
Although various practices to facilitate organizational change are proposed in the literature, very little is known about how these practices impact on ITIL adoptions. Therefore, the purpose of this study is to address this gap in the literature by offering insights on how change management practices impact on levels of ITIL compliance.
Design/methodology/approach
This exploratory research reports on four case studies of completed implementations of IT service management using the process – based ITILv2 framework. The firms studied are from the Peruvian financial sector. Data were gained primarily through semi‐structured in‐depth interviews with managers involved in the implementation process. Compliance was measured using the itSMF self assessment questionnaire, which assesses the overall process capability.
Findings
This study finds that not all of the case firms took full advantage of change management practices while implementing the ITIL framework. The results show that the firms with a higher use of change management practices achieved higher levels of ITIL compliance. Additionally, change practices related to change preparation were used more frequently and fewer practices related to the implementation and consolidation stages were reported.
Originality/value
Few studies have examined change management practices in the context of ITIL implementation projects. This study also uses the levels of ITIL compliance as an outcome measure.
Details