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Article
Publication date: 1 January 1990

Thomas L. Case, Robert J. Vandenberg and Paul H. Meredith

A survey questionnaire was designed and distributed to samples ofinternal and external change agents which measured the extent to whichthey professed values traditionally…

3277

Abstract

A survey questionnaire was designed and distributed to samples of internal and external change agents which measured the extent to which they professed values traditionally associated with the field of OD. The survey also included questions concerning the types of interventions utilised in the change programmes that respondents had been associated with in the previous five years as well as how these programmes had been evaluated. As predicted, external change agents were more likely to profess traditional OD values and to be associated with change programmes which included human processual interventions. Contrary to expectations, internal change agents were less likely than external change agents to be associated with the utilisation of technostructural interventions. Support was also generated for the prediction that internal change agents are more likely to carry out extensive programme evaluations.

Details

Leadership & Organization Development Journal, vol. 11 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

Book part
Publication date: 10 August 2018

Danielle A. Tucker and Stefano Cirella

In the context of organizational change, identifying, and organizing the various roles of change agents remains a challenge for practitioners and scholars alike. This chapter…

Abstract

In the context of organizational change, identifying, and organizing the various roles of change agents remains a challenge for practitioners and scholars alike. This chapter examines how different agents can enable an effective change process. Empirical evidence from three hospitals illustrates the process of transformation and its underlying arrangements to identify agents and their roles. The findings underline the importance of designing a coherent system of agents, determining where they come from, their role during the process, and how this may change throughout the change process. Managerial choices in the cases are discussed, leading to implications for theory and practice.

Details

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

Keywords

Article
Publication date: 28 June 2019

Mohsin Malik, Salam Abdallah, Stuart Orr and Uzma Chaudhary

This paper responds to calls from the literature for research identifying the difference between the effect of internal agents and external agents, such as customers, suppliers…

Abstract

Purpose

This paper responds to calls from the literature for research identifying the difference between the effect of internal agents and external agents, such as customers, suppliers and government on sustainable supply chain management (SSCM). The paper also determines whether there is a dynamic or interactive relationship between the two types of agents.

Design/methodology/approach

Activity theory was used as the theoretical framework for understanding how internal and external agents affected both SSCM motivation and facilitation and possible interactions between the two. A cluster analysis identified how internal and external agents affected SSCM initiatives, interactions, the conditions under which this occurs and the mechanisms of this effect.

Findings

Internal and external agents differ in the type, sequence and diversity of their effect on SSCM. While external agents had both an SSCM motivating and facilitation effect, internal agents only had a facilitating effect. Customers were only a significant SSCM motivation in 35% of the cases. Government regulations had a dynamic effect, changing from motivation to facilitation as the SSCM initiative developed. External agent SSCM motivation and facilitation were more internalized in organizations which were more internationally oriented.

Practical implications

Local institutional frameworks motivate and facilitate SSCM initiatives, while head office initiatives and international best practice agencies encourage an integrated combination of external agent motivation and facilitation and internal facilitation.

Originality/value

The findings extend the SSCM literature by identifying the processes of agent SSCM motivation and facilitation, the dynamic nature of agent SSCM effects and the mechanism through which externally motivated and facilitated SSCM becomes internalized.

Details

Supply Chain Management: An International Journal, vol. 24 no. 5
Type: Research Article
ISSN: 1359-8546

Keywords

Article
Publication date: 14 March 2022

Devi Akella and Grace Khoury

This paper reconceptualizes resistance as a stimulant of organizational learning from a change agent's perspective. Adopting a social constructivism lens, the paper argues that…

Abstract

Purpose

This paper reconceptualizes resistance as a stimulant of organizational learning from a change agent's perspective. Adopting a social constructivism lens, the paper argues that employee resistance has the capacity to trigger individual, group and organizational learning. It explores the “how” question—how can employee resistance be transformed into organizational learning?

Design/methodology/approach

This study utilizes the qualitative research method of auto-ethnography. Sensemaking auto-ethnographic narrative accounts of two change agents, internal and external is used to synchronize resistance and learning as well as reflect on the positive impact of organizational change.

Findings

Rather than, suppressing resistance as a dysfunctional aspect of the change process, becoming aware and making sense of this “misconstrued barrier” to learning and change can transform it into an appropriate feedback mechanism to initiate organizational learning.

Practical implications

This paper emphasizes the role of change agents in the change process and how their understanding of the culture, change recipients, organizational climate and work environment could increase the success of transforming resistance into learning. Collaboration through social interaction, communication, participation and awareness creation are utilized as effective mechanisms to develop a learning environment.

Originality/value

This research was carried out within an academic setting in a challenging context where not much is known about change initiatives and resistance at a university level.

Details

Qualitative Research in Organizations and Management: An International Journal, vol. 17 no. 3
Type: Research Article
ISSN: 1746-5648

Keywords

Article
Publication date: 2 May 2017

Tom McGovern, Adrian Small and Christian Hicks

The purpose of this paper is to evaluate the European Regions for Innovative Productivity project that established Innovative Productivity Centres (IPCs) to assist SMEs in the…

1278

Abstract

Purpose

The purpose of this paper is to evaluate the European Regions for Innovative Productivity project that established Innovative Productivity Centres (IPCs) to assist SMEs in the North Sea Region of Europe to develop a process improvement capability. A conceptual framework explains how a process improvement methodology developed for large firms was adapted and shaped to meet the needs of SMEs.

Design/methodology/approach

A comparative case study of 23 SMEs within six European countries. A protocol was developed to collect financial and operational data. This was supplemented by observations, secondary data and field notes. An established research model was used to evaluate the effectiveness and impact of the process improvement interventions.

Findings

The intervention context and structure of the IPCs varied by country which shaped process improvement interventions at two levels: the country and the firm. During diffusion three process improvement variants emerged that were tailored to fit the local context. Developing a process improvement capability depended upon the availability of company resources, establishing KPIs and change agent support.

Originality/value

The research contributes to knowledge and theory on diffusion and institutionalization by examining how SMEs responded to institutional pressures by implementing process improvement practices in different ways. Heterogeneity of both the IPCs and the external change agents were the drivers in shaping the improvement practices.

Details

International Journal of Operations & Production Management, vol. 37 no. 5
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 1 December 1999

Michelle Lynn Kaarst‐Brown

Power and politics have long been accepted as often detrimental elements of change processes. An element of the political arena that has received limited attention, however, is…

8357

Abstract

Power and politics have long been accepted as often detrimental elements of change processes. An element of the political arena that has received limited attention, however, is the inadvertent symbolism associated with the presence of an external consultant or change agent. Presents a retrospective analysis of role symbolism of two consultants during a 14‐month change project. Using concepts drawn from theories on organizational power, stages of change, and symbolism, a framework of five symbolic roles of the external consultant is presented. These roles include symbol of change‐to‐come, symbol of changing norms and values, symbol of power redistribution, symbolic wishing well, and symbol of organizational empowerment. The emergence, significance and implications of these symbolic roles during different change stages are explored. Implications are developed for researchers, change agents and external consultants in general.

Details

Journal of Organizational Change Management, vol. 12 no. 6
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 15 June 2018

Jie Xue and Zhengang Zhang

The purpose of this paper is to analyze how internal-driven management innovation (IDMI) takes shape, which highlights the objective-oriented and problem-oriented property of the…

Abstract

Purpose

The purpose of this paper is to analyze how internal-driven management innovation (IDMI) takes shape, which highlights the objective-oriented and problem-oriented property of the innovation.

Design/methodology/approach

Based on a case study of a new practice called 11X integration strategy in Guangzhou Pharmaceutical Holdings Limited, a Chinese pharmaceutical group in Guangdong province, through applying Grounded Theory the authors get a concise systematic framework of generation process that is more practical and more understandable than the counterparts in current literature.

Findings

First, this paper uncovers five stages and two parallel sub processes in the generation process of IDMI. The sub processes involves practical exploration process (i.e. primary activities) carried out by the internal change agents and theoretical support process (i.e. support activities) carried out by the external change agents. Second, by adopting a process perspective the authors are able to demonstrate how the different activities in both types of processes are combined over time in an intertwined way.

Research limitations/implications

First, the case the authors studied is embedded in the context of China’s transitional economy, and the single case study limits us to make comparisons of the generation process of management innovation between different market economies. Second, the external-driven management innovation is still a field untouched. Third, in the research the authors explore the issues of how new management innovation is generated and implemented, but the authors do not systematically research on why different companies exhibit different levels of management innovativeness.

Practical implications

First, the findings suggest that firms should consciously and systematically invest in IDMI to create sustainable competitive advantage. Second, the process framework provides a clear guidance to the managers in Chinese state-owned enterprises who are engaged in developing or adopting management innovation. Third, the study indicates the managers in Chinese company should be aware of the importance of external change agents to IDMI. Fourth, this study could facilitate the enterprises to develop or adopt management innovation based on their real needs rather than just “jumping on the bandwagon” when adopting certain new management skills.

Originality/value

This study offers a new generation framework by identifying possible facilitators of IDMI that does not yet exist in extant literatures, and the two sub processes – the practical exploration process and the theoretical support process – deepen the understanding of the generation mechanisms of IDMI. Furthermore, the study contributes to reaching a better understanding of management innovation in the context of transitional economy such as China.

Details

Journal of Organizational Change Management, vol. 31 no. 4
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 6 July 2017

Heiko Gebauer, Mirella Haldimann and Caroline Jennings Saul

The purpose of this paper is to develop a typology of management innovations.

1176

Abstract

Purpose

The purpose of this paper is to develop a typology of management innovations.

Design/methodology/approach

The authors apply a multiple-case (embedded) design, with each organization representing a case, which entails a few embedded units of analysis. Case studies are about the base-of-the-pyramid (BoP) initiatives, during which all organizations are interested in management innovations which support them in coming up with and implementing between two and four new management practices.

Findings

The findings suggest four types of management innovations: efficiency-driven, externally recommended, problem-oriented, and opportunity-oriented management innovation.

Research limitations/implications

This paper explores and analyses management innovations, rather than testing them. As with most qualitative research, the transferability of the findings is limited.

Practical implications

Managers should vigorously pursue management innovations, not only in BoP markets, but also in all markets. Practitioners must, however, ensure that they are not fully absorbed by a single type of management innovation, and recognize the importance of pursing multiple ones.

Social implications

For academics, the authors revitalize the concept of engaged scholarship.

Originality/value

Surprisingly, previous research looks either into generic or specific management innovations. The typology is original, since the typology offers a more fine-grained view on management innovations.

Details

European Journal of Innovation Management, vol. 20 no. 4
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 7 May 2021

Fiona Robertson

This paper aims to investigate social influences on the UK integrated reporting (<IR>) adoption and implementation.

Abstract

Purpose

This paper aims to investigate social influences on the UK integrated reporting (<IR>) adoption and implementation.

Design/methodology/approach

The study was based on in-depth semi-structured interviews with 36 senior executives actively involved in <IR> within 17 organisations.

Findings

Main social influences on adoption externally were reported design consultants and to a lesser extent, external auditors, primarily to legitimise <IR>. Internal influences were board support for <IR>, with the main driver being the mind-set of the CFO/Chairman to drive sustainability throughout the organisation or to regain trust in society. Social influences aiding further diffusion at the implementation stage came from three external sources: business networks; report design consultants; and external auditors. Internal influences in driving <IR> diffusion within organisations were identified in five functional areas, with finance, sustainability and communications functions exerting the greatest external influence on the diffusion of <IR>.

Research limitations/implications

This research study was limited by the small sample of organisations that participated, although significant efforts were made to ensure that the sample incorporated the majority of early adopter UK organisations who demonstrated best practice in <IR>. Therefore, the findings are specific to the research context and do not represent statistical generalisations.

Practical implications

Empirical evidence identifying social influences from a practitioner perspective provides recommendations as to how <IR> may be further diffused in the future.

Social implications

<IR> creates the potential to significantly improve the long-term health of corporations and the external environment they impact through consideration of the three indivisible and integrated dimensions of sustainable development, the economy, society and the environment and can contribute to a sustainable society by providing the opportunity for organisations to respond to the UN Sustainable Development Goals. This highlights the significance of the research, which aims to gain insights into <IR> social influences which can assist in the adoption and implementation of <IR>.

Originality/value

This is the first comprehensive study of social influences on the <IR> adoption and implementation practices in the UK. It incorporates recommendations to improve the likelihood of subsequent adoption and diffusion of <IR> based on the findings.

Details

Journal of Global Responsibility, vol. 12 no. 3
Type: Research Article
ISSN: 2041-2568

Keywords

Article
Publication date: 1 February 1979

Stephen Fineman and Colin Eden

The present account results from twelve months of the authors' involvement with a probation service undergoing change. The change was initiated by an external body to the service…

Abstract

The present account results from twelve months of the authors' involvement with a probation service undergoing change. The change was initiated by an external body to the service and was based upon an apparently plausible rationale. Nevertheless considerable difficulties arose in the implementation of the change and these have provided some specific insights into the functioning of the organisation, and the values, attitudes and beliefs of some of its key decision‐makers. The data have also formed the basis of an action research programme (which is currently underway) and have generated substantive material from which to draw conclusions concerning the salient factors affecting the change. We believe that these conclusions, which form the core of this article, have particular implications for the management of change in professional settings, such as research and development, schools and further education establishments. These settings, like a probation service, are characteristically client centred, where the professionals ‘… are trained on the outside, usually at the public expense, and a large number of rules are inculcated into them. They bring these into the organization and are expected to act upon them without further reference to their skills’. Furthermore we consider that the essence of our findings has important implications for any organisation where internal or external change agents are attempting to bring about change.

Details

Personnel Review, vol. 8 no. 2
Type: Research Article
ISSN: 0048-3486

1 – 10 of over 38000