Search results

The purpose of this paper is to gain understanding into the human factors which might impede the change process. Change is inevitable in contemporary organizations and particularly within the healthcare field with respect to information technology (IT). Regardless of the amount of literature surrounding change management process organizational leaders will often ignore the human factors associated with the introduction of new IT.

This study sought to examine physician resistance surrounding the Electronic health record (EHR) change process through the lens of each of these three aspects of the Bovey and Hede (2001a) model through semi-structured interviews with physicians. Semi-structured interviews were conducted with physicians from hospitals within the Midwest.

The findings suggest that physicians have been impacted by the EHR change management system within their hospitals. Though each of the participants experienced different issues; it was clear from the data the change to an EHR system was disruptive to their day-to-day routines and caused various challenges. EHR change management research demonstrates physicians are resisting the change despite recognizing its potential benefits.

This paper contributes to the change management literature by examining how physician resistance can have a negative impact on healthcare organizations during a precipitous technology change. The study also provides a unique understanding of how technology resistance can disrupt an organizational change process.

The recent adverse economic and military developments in the Balkan Peninsula have provided sound indications regarding the future development of the area. It now seems to be unavoidable that a revised economic environment should be created, based on stability and economic co‐operation. Such a co‐operation among the Balkan countries will assist a common effort in establishing the framework for the development of all the relevant area.

Equity crowdfunding offers a wide audience – the crowd – the possibility of financing a business project by choosing the beneficiary in accordance with the positive impact of the investment on society or the environment. This new funding mode may be located between venture capital and microcredit. In Africa, the phenomenon is embryonic but could find its place in the microfinance system since it is based on the widespread traditional model of “tontines.” We first observed the crowdfunding platforms dedicated to Africa and conducted interviews in Gabon with microfinance institutions and small business owners. This empirical work then led us to mobilize new institutional theory to suggest a conceptual broadening of the participatory financing system, with a view to enhancing local economic development in Africa.

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.

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.

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.

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.

The sociological and demographic reality of recent decades has meant that western companies have seen an evolution towards greater diversification among their staff members. The implementing of a diversity policy in a company cannot be reduced to a managerial fashion or fad, to professional rhetoric or to a set of superficial or illusory initiatives, but it can aim at social transformation. That is why, in this chapter, the authors have chosen to portray the deployment of such an approach from the standpoint of an organisation-changing process, which can, at the same time, alter the language, the standards and the practices of the organisation and led them at the end to identify three managerial levers capable of transforming team diversity into performance enhancers.

Le choix du thème général de ce 35e congrès de l'AIEST n'a pas été laissé au hasard. En analysant les tendances évolutives de la demande touristique, il s'agissait, comme le soulignait le président Kaspar dans son introduction, de prolonger, en une période de crise et de bouleversement de nos sociétés, non seulement la discussion sur l'évolution du tourisme en général, mais d'ajouter un volet spécial celui de la demande touristique, du comportement du touriste vu sous ses aspects socioculturels et économiques.

In recent years, the manifestation of the effects of climate change in coastal zones has prompted governments to mobilize and propose adaptation measures to reduce the vulnerability of their populations. For the governments responsible for the implementation of climate policies, adaptation still represents a novel field of action. The purpose of this paper is to show, via the example of Quebec’s coastal zone, how the transformation of public action relating to adaptation remains difficult.

For this case study, a qualitative method which combines documentary analysis and semi-directed interviews was selected.

The study shows how adaptation becomes a new issue in public action for the different authorities dealing with the effects of climate change in Quebec’s coastal zone. However, the results show that, as with other public policies, path dependence and incrementalism can be observed and limit the scope of public action and of the transformational processes in the field of adaptation. The technical–scientific approach to risk management is dominant, and the adaptation is not approached in a transversal way, despite its importance. Finally, concrete adaptation initiatives appear to be mostly relegated to the local scale, in an informal decentralization process.

This study contributes to improve climate action by favouring a reflection on the consideration of the conceptual and theoretical framework in the climate change adaptation literature and offers decision-makers and practitioners keys to the understanding of mechanisms underlying public action in the field of adaptation.

This chapter is concerned with the social pillar of sustainability and how management education can assist in ensuring the equity among people that is necessary to achieve sustainability. The chapter considers how a sense of responsibility towards ensuring equity and fairness is derived and the sources of this. It argues that early education teaches aspects of fairness, but at a higher education level, further education is a working context continues to be necessary but is very often absent. It is at this stage that the educators in management have a role and responsibility. Unfortunately in a work context, people tend to be considered merely as operands within a production process and not as real people, and thus considerations of fairness and concern tend to be eliminated, with a tendency towards exploitation. This of course is not sustainable, and the chapter argues that at the higher education level this can be addressed with noticeable effect.

The recent evolution of the provision of continued in‐service training in French companies is described and analysed. This evolution is placed in its legal, political and social context with emphasis being placed on the interaction between state action and managerial strategies. It is shown how an interplay of continued “social democratic” legislation and innovation in Human Resources Management policies has served to place training at the top of the economic and social agenda in France. Its role in contemporary French industrial relations is also considered.

Comme le suggèrent à juste titre souvent des auteurs de différentes provenances, le changement constant et progressant dans toutes les conditions de la vie actuelle est la seule constante à laquelle on peut vraiement se fier. De la dernière on peut déduire que toute formation doit être considérée comme un processus dynamique. Les connaissances, le savoir et les facultés acquises à l'école, au cours de l'apprentissage ou à l'université, ne suffisent pas toujours. Pour s'accoutumer à un monde changeant si rapidement, une formation progressive et constante est nécessaire.