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Article
Publication date: 21 January 2021

Lyndie Bayne, Sharon Purchase and Geoffrey N. Soutar

The purpose of this study is to develop an understanding of how change in environmental practices occurs in business networks. The study examines what types of network change

Abstract

Purpose

The purpose of this study is to develop an understanding of how change in environmental practices occurs in business networks. The study examines what types of network change processes occur in bringing about environmental change. Further, the basic change process theory types (life-cycle, teleology, dialectics and evolution) involved in the change processes are analyzed.

Design/methodology/approach

A multiple, embedded, network case study was undertaken in the Australian agrifood sector, focusing on the pork and dairy industries.

Findings

Change was found to occur through the interaction of multiple network processes operating simultaneously and sequentially over time. Thirteen network process categories were identified, grouped further into legislative, business case and altruistic overarching motivations. Legislative change processes emphasize the need for continued government intervention through enforced legislation. Teleology and dialectics were common at the beginning of many change processes, followed by life-cycle theory types.

Originality/value

The study brings together change process conceptualizations from prior unconnected literatures into a comprehensive change process categorization framework. Examining changes in the activity dimension adds to network dynamics literature previously focusing on changes in the actor and resource dimensions. Contributions are made to processual research methods by theoretically and empirically clarifying connections between events, activities and processes. Analyzing the underlying change process theory types at the network level adds to both management and business network literature. Finally, the study answers calls to study sustainability issues at a network level.

Details

Journal of Business & Industrial Marketing, vol. 36 no. 10
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 1 September 2004

Jesse F. Dillard, John T. Rigsby and Carrie Goodman

Institutional theory is becoming one of the dominant theoretical perspectives in organization theory and is increasingly being applied in accounting research to study the practice…

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Abstract

Institutional theory is becoming one of the dominant theoretical perspectives in organization theory and is increasingly being applied in accounting research to study the practice of accounting in organizations. However, most institutional theory research has adequately theorized neither the institutionalization process through which change takes place nor the socio‐political context of the institutional formations. We propose a social theory based framework for grounding and expanding institutional theory to more fully articulate institutionalization processes. Specifically, we incorporate institutional theory and structuration theory and draw on the work of Max Weber in developing a framework of the context and the processes associated with creating, adopting and discarding institutional practices. We propose that the expanded framework depicts the socio‐economic and political context better and more directly addresses the dynamics of enacting, embedding and changing organizational features and processes. Expanding the focus of the institutional theory based accounting research can facilitate a more comprehensive representation of accounting as the object of institutional practices as well as provide a better articulation of the role of accounting in the institutionalization process.

Details

Accounting, Auditing & Accountability Journal, vol. 17 no. 4
Type: Research Article
ISSN: 0951-3574

Keywords

Book part
Publication date: 10 August 2018

Hans Vermaak and Léon de Caluwé

The colors of change is an overview of change paradigms, created about two decades ago, that has been intensively used, tested, refined, shared, and elaborated by practitioners…

Abstract

The colors of change is an overview of change paradigms, created about two decades ago, that has been intensively used, tested, refined, shared, and elaborated by practitioners and academics alike. Here, the “color theory” is presented as it is now, and is situated within the literature. Its four main applications are described as well as rules of thumb that have been derived from reflective practice. This chapter illustrates that the color theory is clearly not one thing to all people, as it is understood in very different ways, both in terms of its theoretical foundations as well as the complexity of its applications. This probably adds to the versatility of the theory. Bringing together key insights about the color theory for academics and practitioners, this chapter strives both to give a concise overview and to explore its richness.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78756-351-3

Keywords

Book part
Publication date: 10 August 2018

Ramkrishnan (Ram) V. Tenkasi and Lu Zhang

Organizational Development and Change (ODC) has been called to aid organizational greening goals. Carbon labeling of products by organizations is a common greening strategy…

Abstract

Organizational Development and Change (ODC) has been called to aid organizational greening goals. Carbon labeling of products by organizations is a common greening strategy. However, its effectiveness is dependent on supportive consumer behavior. The Theory of Planned Behavior (TPB) is used to explain actor choice in buying low carbon products (LCPs). Actual buying behavior of 873 subjects in China, a country new to carbon labeling, demonstrated that Declarative norms, Attitude, and Perceived behavioral control explained significant variance in actual buying behavior of LCPs. The TPB model may be better served by observing actual behavior versus behavioral intention. Revisions to the TPB model for diagnosis and interventions in behavioral change are indicated. ODC should revert to theoretically informed practice versus the increasing reliance on A-theoretical tools and techniques.

Article
Publication date: 31 May 2011

Maria Jakubik

The paper seeks to provide a theoretical contribution to the current phase of the knowledge creation theory of knowledge management (KM) by addressing the need for a paradigm

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Abstract

Purpose

The paper seeks to provide a theoretical contribution to the current phase of the knowledge creation theory of knowledge management (KM) by addressing the need for a paradigm shift and having more ontological and epistemological discussions.

Design/methodology/approach

The proposed “becoming to know” framework builds on the KM literature review and on the study of learning, knowing and becoming concepts from several perspectives. Both conceptual and empirical research papers contribute to the framework.

Findings

The paper presents the challenges of KM; it identifies five phases of the knowledge creation theory development through 1995‐2008; it summarizes the main criticism against the theory; and it proposes the “becoming epistemology” concept and the “becoming to know” framework. The main elements of this framework are: engaging, exploring, experiencing, emerging, enabling and evolving.

Research implications

Study of the KM literature reveals several other challenges that are not addressed here and could provide opportunities for researchers. The paper calls for more discussions regarding the paradigm shift and for more attention to the participative research paradigm, as well as action and case study research in KM.

Originality/value

Drawing on the participative paradigm, epistemology of practice, extended epistemology, transformative teleology, becoming ontology and on concepts of learning, knowing, and becoming, the proposed framework illustrates the dynamic, iterative, interactive interplay and evolution of ontological and epistemological knowledge creation spirals that is the essence of the knowledge creation theory.

Details

Journal of Knowledge Management, vol. 15 no. 3
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 23 March 2012

Peter Zettinig and Zsuzsanna Vincze

The purpose of this paper is to construct a process theory of cluster development, in order to complement the many studies focusing on the factors that determine successful…

Abstract

Purpose

The purpose of this paper is to construct a process theory of cluster development, in order to complement the many studies focusing on the factors that determine successful clusters.

Design/methodology/approach

This theory‐building effort relies on event‐driven methodology, which triangulates narratives collected at different points in time with other documented materials, in order to trace cluster development over a six‐year period. The empirical data are analysed according to theoretical classes formed a priori and anchored in Aldrich's framework of emergence, events and consequences. The idea is to identify critical events that subsequently inform theory development.

Findings

The authors show that three critical processes drive sustainable cluster development: the exploitation of current opportunities, the exploration of future opportunities, and processes that facilitate the balancing of the two. Whereas the conceptual focus in the extant literature is on exploration and exploitation processes, the authors find that balancing processes are also critical.

Practical implications

The paper's findings are of practical relevance to private and public policy makers with regard to the management and financing of balancing mechanisms that help to secure sustainable development. The authors will continue to follow the development of this specific cluster in order to identify a wider range of sub‐processes that contribute to the long‐term viability of clusters in general.

Originality/value

This work is original in the sense that it extends March's exploration and exploitation theory, applies it to the inter‐organisational context of clusters, and links the two processes through a process of balancing. The empirical evidence and the methodological approach used contribute in terms of building a “real process theory”, according to Aldrich's specification of an event‐driven research approach.

Details

Competitiveness Review: An International Business Journal, vol. 22 no. 2
Type: Research Article
ISSN: 1059-5422

Keywords

Book part
Publication date: 21 January 2022

Karen Laing and Liz Todd

The chapter will explore a collaborative theory of change approach that the authors used to evaluate three projects. The three projects worked with young people out of school in…

Abstract

The chapter will explore a collaborative theory of change approach that the authors used to evaluate three projects. The three projects worked with young people out of school in different ways to enable the young people to become agents of change in tackling the causes of alcohol misuse in their local Scottish communities. A theory of change approach provides a way of conceptualising programmes from inception, through to implementation and the evaluation of outcomes, in order to develop an understanding of how they work, for whom and in what circumstances. Using a collaborative model of this approach challenged prevailing notions of evaluation being the job of the evaluator and situated evaluation as a shared endeavour with the project staff. We outline the key attributes of such a collaborative model of theory of change and reflect on how this model can contribute to the evaluation of out-of-school activity.

Details

Repositioning Out-of-School Learning
Type: Book
ISBN: 978-1-78769-739-3

Keywords

Book part
Publication date: 15 July 2019

David Coghlan, Abraham B. (Rami) Shani and George W. Hay

This chapter informs current research and practice in organization development and change (ODC) with an actionable knowledge of the social science philosophies. It adds value to…

Abstract

This chapter informs current research and practice in organization development and change (ODC) with an actionable knowledge of the social science philosophies. It adds value to the scholarship of ODC by charting the progression of philosophies of social science, by showing how researchers in ODC structure their inquiry based on the inherent philosophical dimensions, and by offering useful and actionable knowledge for research and practice. The aim of the chapter is to reflect on the practice of ODC as a social science and to consolidate its social science philosophies so to provide solid philosophical and methodological foundations for the field.

Article
Publication date: 31 August 2020

Jan vom Brocke, Alexander Michael Schmid, Alexander Simons and Norizan Safrudin

This paper presents a structured literature review of studies on IT-enabled organizational transformation to determine the state of the art and to identify areas for future…

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Abstract

Purpose

This paper presents a structured literature review of studies on IT-enabled organizational transformation to determine the state of the art and to identify areas for future research.

Design/methodology/approach

We collect 201 academic publications on IT-enabled organizational transformation and analyze them from three perspectives: a publication perspective, a research perspective and a conceptual perspective.

Findings

From a publication perspective, we identify and synthesize the seminal works to provide a brief history of research on IT-enabled organizational transformation. From a research perspective, we show that studies in this area have seldom been grounded in theory and have predominantly used qualitative approaches, while only a few studies have drawn from quantitative data. From a conceptual perspective, we show that most research has studied higher levels of transformation, especially process redesign.

Originality/value

This review presents the landscape of the literature on IT-enabled organizational transformation, which provides a foundation for future research.

Details

Business Process Management Journal, vol. 27 no. 1
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 12 January 2010

Bärbel Lauser

The purpose of this paper is to analyse change processes in the post‐merger integration (PMI) phase from a complexity theory perspective. Therefore, it looks at the merged…

3740

Abstract

Purpose

The purpose of this paper is to analyse change processes in the post‐merger integration (PMI) phase from a complexity theory perspective. Therefore, it looks at the merged organisation as a complex adaptive system (CAS).

Design/methodology/approach

Post‐merger situations borrowed from literature and a one‐day expert workshop with integration managers are related to the characteristics of CASs. During the workshop, data of the change process in different PMI phases are collected and the integration activities are analysed with a coded event history analysis.

Findings

Change processes in the PMI phase are very complex and the newly merged organisations experience tension and non‐linear behaviour, but positive self‐organisation, a major property of CASs, cannot always emerge as the required prerequisites are sometimes not given.

Research limitations/implications

Insights of the workshop are limited to personal statements of the participants. In order to further investigate the PMI process under a complexity perspective, additional research in the form of longitudinal case studies including methods of storytelling and narratives should be considered.

Practical implications

Leaders and integration managers need a great repertoire of behaviours in order to both manage the challenging change processes by planning and controlling the integration activities and allow self‐organisation to emerge.

Originality/value

The paper offers a deeper understanding of the complex change processes in the PMI phase by using the metaphor of complexity theory and CASs.

Details

Baltic Journal of Management, vol. 5 no. 1
Type: Research Article
ISSN: 1746-5265

Keywords

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