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Article
Publication date: 1 August 1998

Jonathan A. Matheny

The paper depicts an exercise in which a transtheoretical model of planned personal change serves as a metaphor for planned organizational change. Implications from the…

3228

Abstract

The paper depicts an exercise in which a transtheoretical model of planned personal change serves as a metaphor for planned organizational change. Implications from the metaphorical exercise revealed thought provoking findings regarding the limited nature of OD change processes and their ordering in an organizational intervention. Weaknesses and suggestions for future research are provided.

Details

Journal of Managerial Psychology, vol. 13 no. 5/6
Type: Research Article
ISSN: 0268-3946

Keywords

Open Access
Article
Publication date: 25 October 2023

Christian Novak, Lukas Pfahlsberger, Saimir Bala, Kate Revoredo and Jan Mendling

Digitalization, innovation and changing customer requirements drive the continuous improvement of an organization's business processes. IT demand management (ITDM) as a…

Abstract

Purpose

Digitalization, innovation and changing customer requirements drive the continuous improvement of an organization's business processes. IT demand management (ITDM) as a methodology supports the holistic governance of IT and the corresponding business process change (BPC), by allocating resources to meet a company's requirements and strategic objectives. As ITDM decision-makers are not fully aware of how the as-is business processes operate and interact, making informed decisions that positively impact the to-be process is a key challenge.

Design/methodology/approach

In this paper, the authors address this challenge by developing a novel approach that integrates process mining and ITDM. To this end, the authors conduct an action research study where the researchers participated in the design, creation and evaluation of the approach. The proposed approach is illustrated using two sample demands of an insurance claims process. These demands are used to construct the artefact in multiple research circles and to validate the approach in practice. The authors applied learning and reflection methods for incrementally adjusting this study’s approach.

Findings

The study shows that the utilization of process mining activities during process changes on an operational level contributes to (1) increasing accuracy and efficiency of ITDM; (2) timely identification of potential risks and dependencies and (3) support of testing and acceptance of IT demands.

Originality/value

The implementation of this study’s approach improved ITDM practice. It appropriately addressed the information needs of decision-makers and unveiled the effects and consequences of process changes. Furthermore, providing a clearer picture of the process dependencies clarified the responsibilities and the interfaces at the intra- and inter-process level.

Details

Business Process Management Journal, vol. 29 no. 8
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 8 September 2023

Juliano Idogawa, Flávio Santino Bizarrias and Ricardo Câmara

The purpose of this study is to determine the influence of project critical success factors (CSFs) on change management in the context of business process management (BPM)…

1430

Abstract

Purpose

The purpose of this study is to determine the influence of project critical success factors (CSFs) on change management in the context of business process management (BPM). Despite widespread interest in BPM, the existing literature is insufficient in addressing the antecedents that contribute to change management in business process projects.

Design/methodology/approach

Key factors of change management success in BPM projects were initially identified in a systematic literature review (SLR) and were used as antecedents of change management through a structural equation modeling (SEM) with 464 business project stakeholders. Next, a neural network analysis allowed the key factors to be ranked non-linearly. Finally, a latent class analysis (LCA) was performed to determine the sample's heterogeneous groups based on their project management characteristics.

Findings

Project management, top management support and technological competencies were the main CSFs identified as having positive effects on change management. The most important factor is project management, followed by top management support, which plays a crucial mediating role in enabling change management. Although relevant, technological competencies were secondary in the study. Regarding project management CSF, four heterogeneous classes of individuals were determined.

Research limitations/implications

Although this study provides an opportunity to observe CSFs, it does not address the need to analyze the phenomenon in different classifications of projects, regarding maturity, complexity, project management approach and other aspects that differentiate projects in a meaningful way.

Practical implications

The study allows practitioners to understand the critical factors underlying change management and take necessary actions to manage it, recognizing that individuals have heterogeneous profiles regarding project management.

Originality/value

This study pioneeringly discusses the CSFs of change management BPM projects to enable successful change management, ranking the main factors and mapping heterogeneous profiles.

Details

Business Process Management Journal, vol. 29 no. 7
Type: Research Article
ISSN: 1463-7154

Keywords

Open Access
Article
Publication date: 11 August 2022

Maricela Salgado, María Valeria De Castro Martínez, Esperanza Marcos Martínez, Marcos López-Sanz and María Luz Martín-Peña

The purpose of the paper is to present a service design (SD)-based methodology developed to help small and medium enterprises (SMEs) undertake organisational change.

2139

Abstract

Purpose

The purpose of the paper is to present a service design (SD)-based methodology developed to help small and medium enterprises (SMEs) undertake organisational change.

Design/methodology/approach

This research used the design science research methodology, which enabled the creation of the Service Design for Organisational Change (SD4OCh) methodology. A real case study of a small service company specialised in neuropsychological disorders was used for the definition and validation of SD4OCh.

Findings

The main outcome of this study is the SD4OCh methodology, which is based on three key stages: diagnosis (knowing where to begin by detecting the organisation's strengths and weaknesses), innovation (improving the structure/processes and designing/redesigning services by employing a customer-centric approach), and implementation (enabling the definition of the route towards organisational change). There is also a transversal evaluation stage, which quantifies the organisational changes.

Research limitations/implications

This study adds valuable knowledge to the service science research field and contributes to the awareness of the usefulness of SD theory within companies, especially those which are small and medium-sized, since those companies lack the tools and methods required to tackle organisational change, signifying that the challenges the companies confront are different to those of larger companies.

Originality/value

Although this is a SD-based research, the SD4OCh methodology was developed in order to enable companies to make holistic changes, namely, to innovate their services, structure, and processes, thus supporting and guiding organisational change.

Details

Journal of Service Theory and Practice, vol. 32 no. 5
Type: Research Article
ISSN: 2055-6225

Keywords

Open Access
Article
Publication date: 2 February 2023

Åsa Tjulin and Carolina Klockmo

This study explores the organisational dynamics in a change process across work units in a Swedish municipality. The purpose of this study is to understand how and why co-creation…

Abstract

Purpose

This study explores the organisational dynamics in a change process across work units in a Swedish municipality. The purpose of this study is to understand how and why co-creation unfolds during efforts to bring different units into one united work unit.

Design/methodology/approach

A qualitative longitudinal study was designed using data triangulation for eight months, comprising written reflection texts, meeting protocols and interviews. This study is based on a back-and-forth inductive and abductive grounded theory analysis.

Findings

The main results of this study indicate that there was friction in the co-creation process between units, between the members of the change group and supervisors, as well as friction within the change group. Further, the results indicate that communications, relations, supervisor support and governing strategies clashed with work routines and methods, work cultures, roles and responsibilities and that the units had differing views of the needs of the intended target group. This thereby challenged the propensity for change which, in turn, may have limited developmental learning at a workplace and organisational level.

Originality/value

Working across units to find common and new paths and work methods for labour market inclusion proved to be challenging because of contextual circumstances. Crossing and merging organisational boundaries through co-creation processes was demanding because of new expectations from the organisation, as it shifted towards trust-based governance in conjunction with working during a pandemic when social interactions were restricted to digital communication channels.

Details

Journal of Workplace Learning, vol. 35 no. 9
Type: Research Article
ISSN: 1366-5626

Keywords

Article
Publication date: 8 August 2016

Amira Sghari

Employee recognition is presented in the literature as a mean to achieve change according to a schedule already established by the management of the enterprise (planning process)…

1981

Abstract

Purpose

Employee recognition is presented in the literature as a mean to achieve change according to a schedule already established by the management of the enterprise (planning process). Such an approach overlooks the fact that organizational change can be explained by other processes such as the political process, the interpretive process, the incremental process and the complex process. Each of these processes offers specific characteristics of change. Through this research, the author tries to answer the following question, while driving an organizational change project does employee recognition favour a change according to the planned process? The paper aims to discuss these issues.

Design/methodology/approach

To answer the research question, a qualitative research case study is conducted within Basic Bank, a banking leader institution on the Tunisian market. The author analysed a proposed change induced by the implementation of a Global Banking System.

Findings

The results show that monetary recognition helps develop employee motivation to change, thus, ensuring a planned change. However, its variability has encouraged the emergence of conflicts between the actors resulting in an increase of change according to the political process.

Originality/value

Found results enrich the previous work on the role of the staff recognition in the change process. Its originality lies in the study of the relationship between employee recognition and explanatory process of change in a dynamic perspective which enables having an overall view on the evolution of this relationship throughout the implementation of the change.

Details

Journal of Organizational Change Management, vol. 29 no. 5
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 1 September 2006

Subhas C. Misra, Vinod Kumar and Uma Kumar

Because of the competitive economy, organizations today seek to rationalize, innovate and adapt to changing environments and circumstances as part of business process…

Abstract

Purpose

Because of the competitive economy, organizations today seek to rationalize, innovate and adapt to changing environments and circumstances as part of business process reengineering (BPR) efforts. Irrespective of the process reengineering program selected and the technique used to model it, BPR brings with it the issues of organizational and process changes, which involves managing organizational changes (also called “change management”). Change management is non‐trivial, as organizational changes are difficult to accomplish. Though some attempt has been made to model change management in enterprise information systems using conventional conceptual modeling techniques, they have just addressed “what” a change process is like, and they do not address “why” the process is the way it is.

Design/methodology/approach

The approach presents an actor‐dependency‐based technique for analyzing and modeling early‐phase requirements of organizational change management that provides the motivations, intents, and rationales behind the entities and activities.

Findings

A case study illustrates this approach.

Originality/value

This approach is novel in the sense that there is no similar intentional modeling approach for change management to the best of our knowledge. The approach is expected to be valuable because using this approach one can reason about the opportunities and changes that are associated with BPR and can incorporate prominently the issues related to change in the process of system analysis and design.

Details

Journal of Modelling in Management, vol. 1 no. 3
Type: Research Article
ISSN: 1746-5664

Keywords

Article
Publication date: 4 May 2012

Kari Kerttula and Tuomo Takala

The aim of the study was to analyze the use of power in a strategic change process within a large forest industry company. The organization in question had a total of 7,700…

1836

Abstract

Purpose

The aim of the study was to analyze the use of power in a strategic change process within a large forest industry company. The organization in question had a total of 7,700 employees, 6‐8 organizational levels, over 30 production units and a widespread international sales network. The study highlighted the organization's internal narration as an important element in the use of power. It started in conjunction with the appointment of the new management group and continued throughout the two‐year monitoring period, so that gradually all organizational layers were involved in interpreting their roles and positions in the new structure.

Design/methodology/approach

The empirical data were collected during a period of more than two years through participatory observation and the change narrative was made using the change report method. The use of power was observed from the perspective of the management group. The researcher had a dual role; he served both as a researcher and a member of the management group.

Findings

The first conclusion revealed that the change did not represent a separate process that was taking place outside the normal, established functioning and management process of the organization. The second conclusion was that implementing a transformative change in a large organization is a multi‐stage and challenging learning process, both for the change makers as well as for other members of the organization. The third conclusion was that there were no shortcuts to change. It took place through the thinking and actions of the people starting from the understanding of the measures required for the change.

Research limitations/implications

There are three limitations to the study. First, its findings are based on the viewpoint of the new management group. Second, the role of the researcher and the episodic progress narrative edited by himself defined the change process as a five‐phased process. Third, and closely linked to the previous limitation, the possible narrowness of the researcher in his thinking is also a potential limitation.

Practical implications

The results of the study could pave the way to a more realistic understanding of power and change in large multinational companies.

Originality/value

This article is a genuine research paper with profound fieldwork. It broadens viewpoints considering power, change and the role of top management in a large and global Finnish forest industry corporation.

Details

Leadership & Organization Development Journal, vol. 33 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 1 December 1998

Ann L. Casebeer and Kathryn J. Hannah

Efforts of governments to adjust the responsiveness and efficiency of their health care systems are evident across the globe. In the seemingly constant search for solutions…

2035

Abstract

Efforts of governments to adjust the responsiveness and efficiency of their health care systems are evident across the globe. In the seemingly constant search for solutions providing both better health outcomes and manageable costs, the directions and designs for change are neither consistent nor well studied. Opportunities for shared learning concerning what strategies for transforming health care systems lead to effective and sustainable change are being missed. There is an urgent need to study and understand the processes of change initiated by health policy shifts aimed at controlling health care costs, altering health service delivery and influencing outcomes of health care. In partial response to this need, research was initiated to study health policy transition within the Western Canadian province of Alberta. The primary objective of this research was: to identify, describe, compare and contrast the processes of change adopted and implemented in a variety of health authorities as a result of health policy shift. Change processes initiated by a specific health policy shift (the restructuring of Alberta’s health care system) were explored from the perspective of the change agents (individuals managing the health system reforms) in order to discover indicators of effective change and to identify questions for further consideration and testing in relation to change process related to health policy shift. This qualitative exploratory study coincided with real time alteration to the health system via legislated health policy shift. Findings relate changes in the structure, process and outcome of the health policy transition. Additionally, a number of questions linked to the reported findings are highlighted to encourage additional and continuing efforts to improve understanding of change process related to health policy shift.

Details

International Journal of Public Sector Management, vol. 11 no. 7
Type: Research Article
ISSN: 0951-3558

Keywords

Article
Publication date: 26 July 2019

Grégory Jemine, Christophe Dubois and François Pichault

Several studies have recently documented projects of organizational transformation and modernization which, commonly clustered under the umbrella term “New Ways of Working”…

1002

Abstract

Purpose

Several studies have recently documented projects of organizational transformation and modernization which, commonly clustered under the umbrella term “New Ways of Working” (NWoW), simultaneously entail material, technological, cultural and managerial dimensions. Academic contributions, however, have paid little attention to the mechanisms allowing such projects to progressively become legitimized in organizational discourses and practices. The purpose of this paper is to investigate the distinctive features of the legitimation process underlying the implementation of NWoW projects.

Design/methodology/approach

This paper relies on a longitudinal, three-year analysis of a large insurance company. Data were collected through qualitative methods including semi-structured interviews (48), periods of observation (3 months) and document analysis (78).

Findings

The paper develops a grounded and integrative framework of legitimation processes underlying “NWoW” change projects. The framework emphasizes four decisive operations of translation in “NWoW” design and implementation: translating material constraints into strategic opportunities; translating strategic opportunities into a quantitative business plan supported by the top management; translating compelling discourses around “NWoW” into an organizational machinery; and translating a transformation project into discourses of unequivocal success, conveyed by legitimate spokespeople within and beyond the organization.

Originality/value

Besides contributing to the understanding of a managerial fashion, which has received little academic attention so far, the paper also offers an original integrative framework to account for legitimation processes that combines two theoretical approaches – the sociology of translation and research on institutionalist work.

Details

Qualitative Research in Organizations and Management: An International Journal, vol. 15 no. 3
Type: Research Article
ISSN: 1746-5648

Keywords

1 – 10 of over 261000