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This study aims to explore how to structure an energy organization to be more agile in the context of digitalization and find the common success factors and challenges the organizations face to transform.

A qualitative multiple-case study of an energy company and an online market company, both from the Nordic countries, was conducted in 2023. Data were collected through in-depth individual interviews with 16 participants.

This research provides valuable insights into the challenges and critical success factors crucial for a successful digital transformation. The study illuminates the interplay between technological advancements and organizational shifts, the adoption of agile methodologies, the importance of inclusive leadership and the integration of autonomous teams in realizing digital transformation goals. The research emphasizes the profound impact of these factors on the transformational journey within organizations. In particular, the adoption of agile methodologies takes on heightened significance in the swiftly evolving business landscape of today, calling for a transition from project-centric approaches to more adaptive and sustainable product-centric models.

The study contributes to the practice and enhanced understanding of organizing business and technology teams in energy companies to achieve fast flow. The analysis and discussion of various empirical findings shed light on the success factors and challenges of digital transformation – issues that many organizations are currently or will likely soon be grappling with. The impact of different organizational structures on agility in an organization has yet to be thoroughly studied.

The purpose of this study is to describe and explain the relationship between organizational justice, as an environment and as a buffer and suppressant for influencing cynicism about organizational change (CAOC), thereby influencing change-supportive behavior (CSB) and its impact on higher education performance (OP). The social cognitive theory was applied to test the moderating role of perceived organizational justice in the relationship between CAOC, CSB, and OP.

The research found support for the proposed model using data collected from 91 faculties at 10 autonomous higher education institutions in Indonesia and a multisource research design with a non-academic staff sample.

This finding confirms that distributive and interactional justice only influences organizational performance when perceived as moderate or high. The moderated mediation analysis findings were supported by the moderating variable of procedural justice but were supported by the moderating variables of distributive and interactional justice.

As a determinant of CAOC on non-academic staff in Indonesia, a country with a high-power distance, cynicism towards change is difficult to detect due to the prevalence of silent cynicism.

Despite some academic recognition that leadership is particularly significant in reshaping the oil and gas industry’s contributions to global economic development and the sustainability of global energy supplies at affordable prices (Sharma et al., 2022), the attendant problem of how the industry’s leadership contributes towards the preservation of global environment and the maintenance of ecosystems’ balance, among other sustainability challenges, remains an academic lag. This calls for the urgent need for oil and gas companies to practice effective sustainable leadership approach at multiple organisational levels to address global environmental, economic and social challenges.

This paper adopts an interpretivist/constructivist philosophical stance, where findings have been extracted from in-depth thick descriptive qualitative research in Bahrain oil and gas industry. Companies operating within Bahrain oil and gas industry were identified as the unit of analysis. Empirical data are gathered through semi-structured interviews from senior management and analysed using thematic analysis. This paper is structured as follows: introduction, contextualisation of the UNSDGs in the oil and gas industry, literature on network leadership, research methods used to gather and analyse data from Bahrain oil and gas industry findings, contributions, limitations and trajectories for further studies.

The study’s participants argued that the emergence of transformational and Sustainable Network Leadership is essential to successfully and sustainably implementing the UN SDGs. In other words, the Sustainable Network Leadership is a contribution to the single, leadership competences approach of previous scholarship (Weber et al., 2022; Kumalo and Scheepers, 2021) partly because it evolves around the notion of positioning different network and change actors based on their capacity to lead, exchange their knowledge, effectively communicate the need to comply with SDGs and the skills to establish high density within a complex network of actors.

This study recognises its limitations in the sense that it is based on the single context of Bahrain oil and gas, and data were collected from senior management and executives only. Gathering data from a broader swathe of employees may have provided greater levels of leadership and organisational member nuances in both single and collective differences of leadership attributes.

Transformational and Sustainable Network Leadership provides a new construct in the perception (the “what”), instrumentalisation (the “how”) and theoretical re-conceptualisation of leadership within organisational change settings needing radical rethink for sustainable and successful change. The practical implications of transformational and Sustainable Network Leadership expose the way a variety of highly challenged organisational change contexts are interconnected to highlight not only their different sets of challenges but also their opportunities and the resolution mechanisms they present for organisational leaders and staff alike.

This paper identified the single, leadership competence approach as the dominant discourse in organisational change, leadership studies and presented an alternative collective set of leaders’ attributes. The less utilised network leadership concept was drawn upon to contribute network leadership attributes as a way of addressing the challenges faced by Bahraini oil and gas company leaders. Therefore, this study contributes to both network leadership, transformational leadership by expanding both domains to include organisational transformation and the leadership-of-risky change. This was done by identifying attributes and characteristics of Sustainable Network Leadership, then showing their significance as an approach to successfully and sustainably implementing the UNSDGs.

The paper aims to clarify how work-specific characteristics at both the individual and organizational level influence professional civil servants’ readiness for change during the implementation of reforms in public administration. We examine the influence of work characteristics at the individual and organizational levels, such as reform-related strains, organizational climate, and organizational professionalism, on the employees’ response to change. In addition, we also consider the interaction between these specific work characteristics.

This article employs a quantitative multi-level analysis to examine the influence of individual and collective predictors of employees' readiness for change. For our analysis, we used data from the evaluation of a school reform in Switzerland aimed at aligning teachers' working conditions with those of other administrative employees. The survey conducted for the evaluation includes responses from 2,162 teachers.

Our study expands the understanding in public management research of work characteristics that either promote or reduce employees’ readiness for change in the public sector. Our findings suggest that the organizational level, in our case the school level, influences the individual’s response to change. Furthermore, the role of organizational professionalism in terms of a reform-related transformation of the identities, structures, and practices of the actors concerned is highlighted as a potential stressor and catalyst that reinforces the negative correlation between reform-related stress and willingness to change.

This paper offers insights into how public managers can effectively overcome challenges in the implementation process of public school reforms. This also includes the awareness among change agents that positively associated changes at the organizational level may have negative consequences at the individual level, due to the fact that they affect professional understanding, for example, which may cause the affected actors to respond with resistance.

This paper contributes to the small number of multi-level research studies on the responses to change in public administration and answers the call for research to investigate the hurdles that may arise when implementing change. Further, the paper contributes to the literature on the impact of new public management (NPM) on the identity of professional civil servants.

The purpose of this paper is to assess the success factors in a large organization that contributed to the success of organizational transformation (OT) through business diversification using a complex adaptive systems (CAS) framework. This assessment is done to determine how well the CAS framework can explain the success factors that contribute to the success of large-scale organizational change in complex organizations. If the CAS framework is capable of explaining the organizational factors that lead to the success of change implementation, the managers can employ this framework to increase the likelihood of success while implementing change.

This study uses qualitative research methodology. The data were collected from the case study organization (CSO) through 40 in-depth semi-structured interviews and analyzed using thematic deductive analysis approach.

The CAS framework explains the success factors that contribute to the success of OT through business diversification.

This paper provides a comprehensive guide for change implementation by combining the insights from the CAS framework with identified success factors (for change implementation) from the case organization.

The originality of this paper lies in extending the principles of existing change models, for successful change implementation by using the CAS framework. The prescribed change models and the CAS framework/complexity theory are two distinct sets of literature; this paper successfully merges the two to develop a comprehensive set of guidelines for change implementation. By doing so, this paper highlights the fact that alternative, non-linear, change approaches, instead of conventional multistep change models, can be effective in implementing large-scale organizational change successfully given the complexities of current organizational environments.

Organizational change is a key mechanism to ensure the sustainability of healthcare systems. However, healthcare organizations are persistently difficult to change, and literature is riddled with examples of failed change endeavors. In this chapter, we attempt to unravel the underlying causes for failed organizational change. We distinguish three types of change with different levels of depth that require different change approaches. Transformations are the deepest forms of change where beliefs and principles need to be modified to successfully influence routines. Renewals are deep forms of change where principles need to be modified to successfully influence routines. Improvements are shallow forms of change where only modifications at the level of routines are needed. Using deoxyribonucleic acid (DNA) as our metaphor, we propose a theory of “organizational DNA” to understand organizations and these three types of organizational changes. We posit that organizations are made up of a double helix consisting of a so-called “social string,” which contains the “soft” interaction or communication among the organization's members, and a so-called “technical string,” which contains “hard” organizational aspects such as structure and technology. Ladders of organizational nucleotides (i.e., Routines, Principles, and Beliefs) connect this double helix in various combinations. Together, the double helix and accompanying nucleotides make up the DNA of an organization. Without knowledge of the architecture of organizational DNA and whether a change addresses beliefs, principles, and/or routines, we believe that organizational change is constrained and based on luck rather than change management expertise. Following this metaphor, we show that organizational change fails when it attempts to change one part of the DNA (e.g., routines) in a way that renders it incompatible with the connecting components (e.g., principles and beliefs). We discuss how the theory can be applied in practice using an exemplar case.

The purpose of this paper is to inspire a different way of thinking about digitalization and organizational change by theorizing simultaneity as an alternative to the otherwise dominant root metaphor of sequence in the literature on digitalization and organizational change.

The theoretical argument is based on a reading of central contributions to the literature on digital technology and organizational change, and particularly inspired by the work positing a constitutive entanglement of technology and organization. We argue for an extension of this line of thinking with a reading of Latour’s notion tonalities. The relevance of the theoretical argument is demonstrated through an illustrative empirical example of the phenomenon digital-ready legislation.

The paper identifies sequence as a root metaphor in the organization and digital change literature. It develops a simultaneity view and illustrates its relevance through the example of digital-ready legislation, pinpointing how technological, organizational and legal elements are attuned to one another at the same time rather than in sequence.

The sequentiality view has dominated the change management research, which has travelled from research into practice. The simultaneity view has the potential to offer a new approach to planning change, with a focus on the simultaneous alignment of, e.g. legal, organizational and technological elements.

The paper offers an alternative to dominant views on digitalization and organizational change, drawing on an overlooked notion in Latour’s scholarship, namely tonalities. This has potential to qualify the entanglement thesis and develop simultaneity as a new metaphor for understanding digital change.

The mergers and acquisitions impact the firm’s marketing strategy to target the potential market. To compete with conventional banks, Shariah banks have accommodated financial technology (Fintech) and digitalisation to retain existing customers and attract potential customers. Furthermore, this study aims to analyse the role of organisational trust and commitment in mediating the effect of perceived organisational support and managers’ perceptions of the readiness for Shariah-compliant Fintech adoption.

To obtain information, 115 managers from Shariah bank in Indonesia were surveyed. The data were then analysed using PLS-SEM with SmartPLS software.

Perceived organisational support became crucial in improving readiness to adopt the digitalisation initiative and adhere to Shariah norms. Moreover, organisational trust and commitment fully mediated the effect of perceived organisational support and manager’s readiness to change towards Shariah digital bank.

Adopting Fintech and its services can offer better value to customers. Digital technology has supported the merger acquisition of Shariah bank to reduce operational costs and improve productivity and service quality. The Fintech adoption in Shariah banks needs to align with a marketing strategy that can add value, offer efficient services and ensure that all transactions are safe, transparent and Riba-free (interest charged on financial transactions).

From Shariah bank’s perspective, the role of organisational support in Fintech adoption is limited, and there is a lack of studies investigating managers’ readiness to change in post-merger and acquisitions. This study sheds new light on how Shariah banks must offer Fintech services and adopt digital technology to remain relevant and competitive. This study provides evidence of Shariah-compliant bank readiness and organisational support and commitment enablers using two mediating mechanisms. Properly adopting Fintech can provide superior service and Shariah-compliant banking services.

The literature on routine dynamics widely explores how organizational routines endogenously change over time, emphasizing the benefits of such property. Until now, there has been relatively little research attention devoted to the potential challenges associated with routine changes. This is a problem in a world in flux, where adaptation is more of a continuous rather than intermittent need. The authors suggest that when routines change, the links they create between agents that enable coordination are destabilized, ultimately hindering organizational change. This work draws on a case study in the automotive industry, a sector in which organizations are encountering significant changes in both their business environment and dominant technological design. The authors show that when new systems of organizational routines emerge to fill new spaces of action the established connections decay and generate relational and temporal voids, that is, missing connections among agents and across time. As these voids form, the change process of organizations is made more complex, no matter the emergence of new routines and agents’ willingness to change. The findings offer a fresh perspective on the impact of organizational routines in a “world in flux” by delving into the costly “side effect” of routine dynamics.

(Digital) servitization, referring to service-driven strategies and their increasing implementation in manufacturing, is one of the most rapidly growing areas in industrial service research. However, the cultural change involved in successful servitization is a phenomenon that is widely observed but poorly understood. This research aims to clarify the processes of social construction as manufacturers change their organizational culture to transform into industrial service providers.

This research takes a systematic approach to integrate disparate literature on servitization into a cohesive framework for cultural change, which is purposefully augmented by rationale culled from organizational learning and sensemaking literature.

The organizational learning framework for cultural change in servitization introduces a dynamic perspective on servitizing organizations by explaining social processes between organizational and member-level cultural properties. It identifies three major cultural orientations toward service, digital and learning that govern successful servitization.

This research contributes to the servitization literature by presenting a new approach to reframe and explore cultural change processes across multiple levels, thus providing a concrete starting point for further research in this area.