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Book part
Publication date: 8 April 2005

J.Daniel Wischnevsky and Fariborz Damanpour

The punctuated equilibrium model (PEM) is an influential model of organizational change that can both advance theory and guide managerial action. However, with the…

Abstract

The punctuated equilibrium model (PEM) is an influential model of organizational change that can both advance theory and guide managerial action. However, with the exception of Romanelli and Tushman’s (1994) study of minicomputer firms, the core assertion of the PEM – that fundamental organizational change would occur through brief, discontinuous, and simultaneous changes in all domains of organizational activity and not through incremental and asynchronous changes – has not been tested in longitudinal, large-sample research. We examined the event histories of 50 bank holding companies in the U.S. between 1975 and 1995, replicating Romanelli and Tushman’s test of the PEM in a less turbulent industry environment. Additionally, we examined the consequences of organizational transformation on subsequent firm performance, an aspect of the PEM that has seldom been studied. We found that both revolutionary and non-revolutionary change patterns were common means to accomplish organizational transformation. We also found that the installation of a new top executive not previously affiliated with the company and major shifts in the regulatory environment increased the likelihood of revolutionary transformation. Whereas severe performance declines before transformation decreased the likelihood of organizational transformation, the occurrence of revolutionary transformation did not significantly influence subsequent organizational performance.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-0-76231-167-5

Book part
Publication date: 28 June 2017

Jean M. Bartunek and Elise B. Jones

We explore how scholarly understandings of and the practice of organizational transformation have evolved since Bartunek and Louis’s (1988) Research in Organizational

Abstract

We explore how scholarly understandings of and the practice of organizational transformation have evolved since Bartunek and Louis’s (1988) Research in Organizational Change and Development chapter. While Bartunek and Louis hoped to see strategy scholarship and OD approaches to transformation inform each other, strategy literature has drifted away from transformation toward more continuous change. OD practice has focused on the implementation of its own versions of transformation through Large Group Interventions, Appreciative Inquiry, the new dialogic OD, and Theory U. Based on a discussion of Theory U, we call attention to the importance of individuals as an important source of new ideas in understanding and practicing large-scale change.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78714-436-1

Keywords

Article
Publication date: 28 January 2019

Senthil Kumar Muthusamy

In the extant organizational change literature scant attention has been given to the communication and cognitive processes consequential to organizational transformation

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Abstract

Purpose

In the extant organizational change literature scant attention has been given to the communication and cognitive processes consequential to organizational transformation. From the communication and sense-making perspectives, this study discusses the role of positive communication involving stories, metaphors or axioms in fostering socio-cognitive routines necessary for organizational change. The study further examines the empirical link between positive communication and organizational transformation with the survey data from professionals who have experienced the organizational change episode. The paper aims to discuss these issues.

Design/methodology/approach

The study examines the empirical link between the positive communication and organizational transformation with a survey data collected from 174 management professionals who have recently experienced the organizational change episodes such as restructuring, reengineering, TQM adoption or new strategy implementation. With the content analysis of narratives containing metaphors, axioms and stories, the study unravels the underlying clusters of organizational and socio-cognitive dimensions associated with organizational transformation.

Findings

The study results affirm the importance of positive communication and its effects on the emotional buy-in, learning and transformation occurring at the individual level, and attest to the transformational effect of positive axioms, metaphors or stories on the organization. The study also revealed that the positive communication diffusing social, cognitive or emotional attributes such as commitment, trust or optimism produces the desired transformational effect.

Practical implications

It is imperative for managers to understand the relationship between socio-linguistic processes and cognitive attributes such as trust, commitment and learning. With the help of right metaphors, stories and axioms that resonate with changing industry conditions, managers can effectively orchestrate the strategic intent and organizational transformation.

Originality/value

Most studies on the relationship between managerial communication and organizational transformation are primarily qualitative case studies focusing on the dialectics of organizational change. This study carries the strong external validity by capturing the connection between managerial communications and their transformational effect with the help of data collected from the management professionals across multiple industries.

Details

Journal of Organizational Change Management, vol. 32 no. 1
Type: Research Article
ISSN: 0953-4814

Keywords

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…

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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: 19 September 2016

Kristen Snyder, Pernilla Ingelsson and Ingela Bäckström

The purpose of this paper is to identify and synthesize approaches to studying Lean transformation to further develop a comprehensive approach that integrates…

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Abstract

Purpose

The purpose of this paper is to identify and synthesize approaches to studying Lean transformation to further develop a comprehensive approach that integrates organizational culture analysis and performance measurement systems from a systems perspective.

Design/methodology/approach

This paper is conceptual in nature and based on a review of the literature in the areas of measuring Lean transformation and studying organizational culture. Three questions guide this conceptual analysis: “What approaches have been used to examine Lean transformation in business and public sector organizations?”; “Is there evidence of a focus on organizational culture in the measurement practices in Lean transformation and, if so, how?”; and “What can we learn from organizational cultural theorists about developing a more comprehensive framework to study Lean transformation?”. The analysis was conducted in two phases: In Phase 1, a database search was conducted using the key words Lean transformation, studying Lean, studying Lean transformation, studying organizational culture in Lean and measuring Lean, from which eight papers were selected. In Phase 2, the authors reviewed two models for studying organizational culture.

Findings

Findings indicated that the dominant approach to study and measure Lean transformation is based on the performance measurement model. Based on this approach, there was little evidence of a focus on organizational culture, and few integrated the human dimensions with the tools and practices. The authors also found evidence of a greater awareness of the need to develop a balanced performance measurement system that reflects both the subjective soft measures and the objective hard measures. Among the approaches studied, two models did reflect integration between hard and soft measures: Dahlgaard et al.’s (2011) 4Ps and Najem et al. ’s (2012) assessment model for studying organizational culture in Lean. Both of these methods provide a strong framework from which to further enhance the study of Lean transformation by incorporating elements from Bantz’s (1993) organizational communication culture method and Martin’s (1992) Matrix concept.

Originality/value

This paper furthers the academic dialogue on measuring Lean transformation through its unique analysis of studying organizational culture.

Details

International Journal of Quality and Service Sciences, vol. 8 no. 3
Type: Research Article
ISSN: 1756-669X

Keywords

Article
Publication date: 13 March 2017

Supriya Sharma and Pradyumana W. Khokle

This paper aims to develop a comprehensive typology of organizational transformations that is based on both content and process characteristics of transformations, and it…

Abstract

Purpose

This paper aims to develop a comprehensive typology of organizational transformations that is based on both content and process characteristics of transformations, and it is relevant to organizations in India.

Design/methodology/approach

Through a review of literature, 17 different features/elements of organizational transformations were identified and organized into three dimensions – object, magnitude and speed of transformation – to develop a foundational framework of transformations. Through a comprehensive search of publicly available information, 52 cases of organizational transformations between 1991 and 2011 were identified. A case report for each transformation was then prepared and examined to identify elements of each transformation by referring to the foundational framework. Transformations were then classified into different types using cluster analysis, with elements as variables and cases as objects to be clustered.

Findings

Nine distinct types of transformations were found. They were named quickfixer, extender, healer, evolver, peripheral, recurrent, methodical, internal and cultivator based on each case’s characteristics as captured in case reports.

Originality/value

This study brings together transformation characteristics that have been largely considered distinct in literature to develop a comprehensive typology that depicts the complexity of organizational transformations. This is also one of the first studies to develop a typology of transformations that is based on and thus relevant to organizations in India.

Details

International Journal of Organizational Analysis, vol. 25 no. 1
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 22 October 2020

Dilek Cetindamar Kozanoglu and Babak Abedin

Much of recent academic and professional interest in exploring digital transformation and enterprise systems has focused on the technology or the organizations' external…

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Abstract

Purpose

Much of recent academic and professional interest in exploring digital transformation and enterprise systems has focused on the technology or the organizations' external forces, leaving internal factors, in particular employees, overlooked. The purpose of this paper is to explore digital literacy of employees as an organizational affordance to capture contextual factors within which digital technologies are situated and are used.

Design/methodology/approach

We used the evidence-based practice for information systems approach, and undertook a systematic literature review of 30 papers coupled with brainstorming with 11 professional experts on the neglected topic of digital literacy and its assessment.

Findings

This paper draws upon affordance theory, and develops a novel framework for conceptualization of digital literacy of employees as an organizational affordance. We do this by distinguishing digital literacy at the individual level and organizational level, and by assessing digital literacy through Information/Cognitive and Social Practice/Articulation affordances.

Research limitations/implications

The current paper contributes to the notion of organizational affordances by examining the effect of interactions between employee-technology through digital literacy of employees in using digital technologies. We offer a novel conceptualization of digital literacy to improve understanding of the role of employee in digital transformation and utilization of enterprise systems. Thus, our definition of digital literacy offers an extension to the recent discussions in the IS literature regarding the actualization of affordances by bringing a lens of employees into the process.

Practical implications

This paper operationalizes digital literacy at organizational and individual levels, and offers managers a high-level tool to assess digital literacy of their employees. By doing so, managers can achieve the fit between employees' capabilities and digital technologies that will improve affordance actualization and support their digital transformation initiatives.

Originality/value

The study is one of early attempts to apply and extend affordance theory on digital literacy at organizational level by not limiting the concept to the individual level. The proposed framework improves the communication among researchers and between researchers and practitioners.

Details

Journal of Enterprise Information Management, vol. 34 no. 6
Type: Research Article
ISSN: 1741-0398

Keywords

Article
Publication date: 23 June 2021

Wouter Smit

The purpose of this case study is to gain insight into how a cultural change process develops as a result of organizational transformation.

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Abstract

Purpose

The purpose of this case study is to gain insight into how a cultural change process develops as a result of organizational transformation.

Design/methodology/approach

This case study employs an ethnographic and longitudinal research design. The transformation period of the organization is described by means of desk research and interviews with the management. Simultaneously, the cultural change process is described following four organizational mindset analyses.

Findings

This paper supports the theoretical assumption that culture changes as a reaction to transformation. However, in this case study, culture is also proven to be proactive, in that it emerged a year before the actual transformation was carried out. It is believed that the announcement of the new transformation caused a shift in the organizational mindset, enabling its members to deal with a situation of high uncertainty and stress. Whether the cultural change process in reaction to the transformation will evolve into a new sustainable cultural equilibrium could not yet be determined.

Originality/value

This study has contributed to comprehending the relationship between transformation and the process of cultural change. Cultural change is not solely a reaction to transformation. It can also be proactive in that it emerges before the transformation is carried out. That makes cultural change both proactive and reactive in relation to transformation, an insight that, as such, has not yet been discussed in the cultural theory.

Article
Publication date: 8 February 2018

Filomena Canterino, Stefano Cirella and Abraham Baruch (Rami) Shani

The purpose of this paper is to address a specific gap in the literature that centers on individual perspective of leadership within the context of organizational

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Abstract

Purpose

The purpose of this paper is to address a specific gap in the literature that centers on individual perspective of leadership within the context of organizational transformation. It explores synergies between leadership, analyzed as a combination of individual and plural perspectives, and managerial drivers relating to organizational transformation (communicating, mobilizing, and evaluating).

Design/methodology/approach

The study examines a complex organizational transformation initiative faced by an Italian, family-owned fashion design company through an action research project.

Findings

The results illustrate that context may play a role in accelerating the implementation of plural forms of leadership and their effectiveness during some phases of transformation. Specific emerging manifestations of leadership and synergies with transformation drivers are identified.

Research limitations/implications

This is a single case study derived from an action research project. Although the approach is congruent with the nature of the phenomenon and the purpose of the study, it does not aim for generalizability, and as such further empirical investigation is advocated.

Originality/value

The paper offers an original perspective on leadership of organizational transformation, discussing in particular the co-existence of individual and plural leadership and the role of context.

Details

Journal of Managerial Psychology, vol. 33 no. 1
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 6 May 2021

Carmenza Gallego and Gregorio Calderón Hernández

This paper aims to comprehend organizational transformation (OT) as a permanent, continuous and iterative system, which integrates large transformations that, in turn…

Abstract

Purpose

This paper aims to comprehend organizational transformation (OT) as a permanent, continuous and iterative system, which integrates large transformations that, in turn, require smaller, additional transformations. For OT implementation, a conceptual model is proposed, called the four orders of OT.

Design/methodology/approach

Case study with a qualitative approach, used critical incident interviews, which were applied to describe both successful and unsuccessful events. Participants were chosen by convenience, and information was processed with Nvivo software.

Findings

The Colombian family holding studied was founded in 1974, and in its 47 years of existence, has implemented important transformations in its three companies. These showcase the four types of OT proposed, although third order support has been applied most often. The events that triggered said transformations are mainly of exogenous character, and broad responsibility was found on both the upper management and work team levels for implementation processes. This was also found for the indicator use and the various planning approaches used, depending upon the transformation type.

Practical implications

Future research is required, so as to refine and validate the conceptual OT model proposed in other types of companies and development contexts. The proposed construct permits company managers to design and more efficiently manage transformations, while satisfying the diverse orders proposed in the theoretical model.

Originality/value

An integrative conceptual model called “the four orders of OT” is proposed and validated in a Colombian family businesses group, which is composed of three companies.

Details

Journal of Accounting & Organizational Change, vol. 17 no. 5
Type: Research Article
ISSN: 1832-5912

Keywords

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