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Case study
Publication date: 24 August 2020

Anuradha M.V., Rajan C.R. and Uma Rao Ganduri

Change in culture brought about by effective leadership is at the core of this case. Therefore, two broad topics can be discussed using this case: organizational culture change

Abstract

Theoretical basis

Change in culture brought about by effective leadership is at the core of this case. Therefore, two broad topics can be discussed using this case: organizational culture change and Change Leadership OR Role of leaders in organzational change.

Research methodology

The case was prepared using primary data collected through a series of interviews conducted with participants of the change process. The participants included R. Sivanesan, Senior Vice President (Quality, Sourcing and Supply Chain) of Ashok Leyland, many members of the quality team, production department, HR executives and members of the marketing team. Secondary data in the form of an interview of Mr Vinod Dasari published in a popular magazine Autocar Professionals and organizational documents/presentations used during the change process were also used to build the case.

Case overview/synopsis

In 2011, when Vinod Dasari took over as the Managing Director and CEO of Ashok Leyland (AL), he hired R. Sivanesan. The quality standards of the vehicles produced in the AL plants in 2011 was far from satisfactory. He decided to change this. Part A of the case discusses the challenges faced by Sivanesan and Vinod Dasari in bringing about a change in the quality management practices at AL. Part B discusses the steps they actually took and the change that resulted from it.

Learning objectives

At the end of the case discussion, the participants will be able to develop an understanding of the various aspects of organizational culture and how it manifests itself; become aware of the underlying causes of resistance to change; critically evaluate and apply various theories of change management; create an action plan for changing the culture of any organization; and appreciate the role of leaders as change agents.

Complexity academic level

The central theme in this case is managing culture change within organizations through effective leadership. Instructors teaching courses in organizational theory, organization structure/culture and leadership will find this case relevant. It is primarily intended for use in MBA and Executive Education programs in Management.

Details

The CASE Journal, vol. 16 no. 5
Type: Case Study
ISSN:

Keywords

Article
Publication date: 1 August 1995

Clive F. Jeanes

Describes how Milliken’s European Division became acustomer‐focused, total quality driven management business. Highlightschanges in management and organizational culture since…

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Abstract

Describes how Milliken’s European Division became a customer‐focused, total quality driven management business. Highlights changes in management and organizational culture since 1981. The company now sees quality management as the responsibility of all staff. It has developed a flatter organization, with correspondingly larger spans of control and responsibility and authority exercised at much less senior levels. There are stronger relationships with both customers and suppliers, with a much smaller supplier base. Just‐in‐time manufacturing has been adopted to respond quickly to short‐term changes in demand while keeping work‐in‐progress stocks at the lowest possible level. The company encourages a culture of continuous improvement and, above all, of understanding and then meeting the needs of the customer.

Details

Managing Service Quality: An International Journal, vol. 5 no. 4
Type: Research Article
ISSN: 0960-4529

Keywords

Article
Publication date: 11 January 2011

A. Espinosa and T. Porter

The purpose of this research is to explore core contributions from two different approaches to complexity management in organisations aiming to improve their sustainability,: the…

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Abstract

Purpose

The purpose of this research is to explore core contributions from two different approaches to complexity management in organisations aiming to improve their sustainability,: the Viable Systems Model (VSM), and the Complex Adaptive Systems (CAS). It is proposed to perform this by summarising the main insights each approach offers to understanding organisational transformations aiming to improve sustainability; and by presenting examples of applied research on each case and reflecting on the learning emerging from them.

Design/methodology/approach

An action science approach was followed: the conceptual framework used in each case was first presented, which then illustrates its application through a case study; at the first one the VSM framework supports an organisational transformation towards sustainability in a community; the second one is a quantitative case study of intended greening of two firms in the supermarket industry, taken from a CAS perspective. The learning from each case study on how they support/explain organisational learning in transformations towards more sustainable organisations was illustrated.

Findings

It wase found that the VSM and the CAS approaches offer internally consistent and complementary insights to address issues of self‐organisation and adaptive management for sustainability improvement: while CAS explains empowerment of bottom‐up learning processes in organisations, VSM enables a learning context where self‐organised networks can co‐evolve for improved sustainability.

Research limitations/implications

The main aspects of both theories and examples of their explanatory power to support learning in practical applications in organisations were introduced. The initial findings indicate that it will be worth studying in greater depth the contributions to organisational learning from both conceptual models and more widely comparing their applications and insights.

Practical implications

The paper offers some guidance to both researchers and practitioners interested in using complex systems theories in action research‐oriented projects, regarding the usability and applicability of both approaches.

Originality/value

It is considered that, by better understanding organisational ability to adapt and self‐regulate on crucial issues for sustainability, it may help to develop one path through the ongoing socio‐ecological crisis. While much has been written about sustainability initiatives and governance from conventional perspectives, much less is known about how a complex systems framework may help to address one's pressing sustainability needs. These issues from two innovative complexity approaches as well as the value of using them in action research were illustrated.

Details

The Learning Organization, vol. 18 no. 1
Type: Research Article
ISSN: 0969-6474

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Article
Publication date: 1 February 1992

Derek Torrington and Nigel Holden

The greatest challenge for management of human resources in the1990s is to place their local actions in a framework of global thoughtand strategy. Focusing on Britain, France, the…

2004

Abstract

The greatest challenge for management of human resources in the 1990s is to place their local actions in a framework of global thought and strategy. Focusing on Britain, France, the US, Japan and Germany, outlines the cultural differences in management practices around the world. Suggests a framework for organizing thinking about personnel practice with an international dimension; i.e. the seven “Cs” of international HRM work – change, cosmopolitans, culture, communication, consultants, competence and co‐ordination.

Details

Personnel Review, vol. 21 no. 2
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 11 March 2014

Bruno Wagner and Adriana Victoria Garibaldi de Hilal

The purpose of this case study was to identify how the human factor influenced the 2010 acquisition of company X's cement factory, located in town C in the Brazilian State of…

1336

Abstract

Purpose

The purpose of this case study was to identify how the human factor influenced the 2010 acquisition of company X's cement factory, located in town C in the Brazilian State of Goiás, by the multinational company A.

Design/methodology/approach

Seventeen in-depth interviews were conducted with employees who participated of the acquisition process: 15 with professionals with leadership roles at the factory, the others with company A corporate executives. The data collected were qualitatively treated using discourse analysis to unveil the perceptions of the interviewees.

Findings

The discussion involved topics such as: resistance to change, uncertainty, employees' expectations and commitment, stress, employee turnover and retention. The present study contextualizes existing theoretical approaches, and its main conclusion confirms that not all M&A processes cause permanent negative impacts that lead to the failure of the acquisition or are perceived as a strong and lasting source of uncertainty by the employees of the involved companies. On the contrary, depending mainly on the perception, employees have of their working conditions at the time the acquisition process takes place; on the strategic relevance of the acquisition to the acquiring company (its motivation); on how the process is managed by the executives of the acquiring company; on the communication strategy employed by the acquiring company, as well as on the understanding of the cultural setting; and on the acquiring company having an organizational culture with policies that value employees, the community and sustainability; this change can be perceived as favourable by employees thus fostering a successful acculturation and outcome. Finally, this study is considered valuable to researchers and practitioners as it indicates that although the human factor is not considered a priority in most M&A processes, it is clearly paramount to its success or failure, specially in lock-in situations when the acquiring and acquired companies have complementary and reciprocal interdependencies.

Research limitations/implications

In spite of the contributions of this research to the field of studies on M&A, the authors have to acknowledge limitations, such us: as town C was a small factory at the time of the acquisition, there were only 17 interviewees, which does not constitute a large sample. The possibility of a certain amount of unavoidable subjectivity in both the interviewees when relating their experience and the interviewer when analyzing the collected data. As stated before, being a case study, results cannot be generalized.

Originality/value

This research adds to the actual state of the art on M&A signalling that there should be a match between the strategies selected by the executives of the acquiring company and the specificities of the human factor and its cultural environment. Specifically, this case study contributes to theory advancement by proposing the concept of lock-in in M&A.

Details

Management Research Review, vol. 37 no. 3
Type: Research Article
ISSN: 2040-8269

Keywords

Article
Publication date: 1 October 2011

Jane Broadbent and Jeffrey Unerman

One of the most important considerations in any research project is a compelling research question, the addressing of which will produce socially and/or economically relevant and…

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Abstract

Purpose

One of the most important considerations in any research project is a compelling research question, the addressing of which will produce socially and/or economically relevant and beneficial insights based on high‐quality evidence. The purpose of this paper is to explain that each possible research question requires use of the particular research methods that will produce the high‐quality evidence relevant to that question, with the nature of the evidence and the methods required varying from research question to research question.

Design/methodology/approach

This discussion paper explores and explains the role and function of interpretive accounting research advocates its adoption.

Findings

As the research method needs to be suited to the research question, any restriction imposed on the credible research methods that are considered acceptable severely limits the ability of the accounting academy to serve the needs of society and the economy by addressing the broadest possible range of research questions. From this perspective it is vital for academics to recognize that both positivist/quantitative and interpretive/qualitative methods produce high‐quality credible research evidence.

Research limitations/implications

Any preconceptions within a nation's accounting academy over the unacceptability of either positivist or interpretive research will damage the health and relevance of that academy in the longer term.

Originality/value

The paper argues that both positivist and interpretivist research are needed, drawing on notions of subjectivity, objectivity and inter‐subjectivity in the context of the social construction of both accounting information and research data, and in the context of the socially constructing nature of research evidence.

Details

Meditari Accountancy Research, vol. 19 no. 1/2
Type: Research Article
ISSN: 1022-2529

Keywords

Article
Publication date: 16 March 2012

Anneli Hujala and Sari Rissanen

The aim of the paper is to understand and define how the polyphony of management is constructed in interaction and to describe this through concrete management meeting cases…

Abstract

Purpose

The aim of the paper is to understand and define how the polyphony of management is constructed in interaction and to describe this through concrete management meeting cases. Polyphony refers to the diverse voices of various organization members, and how these voices are present, disclosed and utilized in management.

Design/methodology/approach

The study is based on the social constructionist and discursive perspectives of management, which question the traditional, individualistic approaches of management. The issue was examined through a qualitative case study by analysing the micro‐level management discourse in three healthcare organizations.

Findings

Discursive practices that enhance or inhibit polyphony are often unnoticed and unconscious. Key moments of management discourse are an example of unconscious mundane practices through which members of organizations construct the reality of management.

Research limitations/implications

The empirical results are locally contextual. In the future, research will be able to apply the approach to diverse contexts as well as link micro‐level discourses to the construction of broader health and social management discourses.

Practical implications

The paper increases the understanding of how to enhance participation and staff contribution, and how to utilize the knowledge of all members of the organization.

Social implications

Both managers and other staff members are fully involved in the social construction of management. Micro‐level discourse should be paid attention to in management work as well as in the education of managers and staff.

Originality/value

The study increases the understanding of micro‐level issues of management and challenges the conventional, taken‐for‐granted assumptions behind organization and management theories.

Details

Journal of Health Organization and Management, vol. 26 no. 1
Type: Research Article
ISSN: 1477-7266

Keywords

Article
Publication date: 1 March 1998

Thomas Bieger

Like most traditional forms of tourism also alpine tourism has lost its strategic success positions due to the ongoing globalisation of the tourism sector. The traditional…

Abstract

Like most traditional forms of tourism also alpine tourism has lost its strategic success positions due to the ongoing globalisation of the tourism sector. The traditional structures in tourism marketing — based on political and institutional boundaries — have to make place to a more market oriented structure. The association of swiss tourism managers decided to follow a destination management approach that will lead to corresponding tourism structures. A proposition for such structeres has been presented last year.

Details

The Tourist Review, vol. 53 no. 3
Type: Research Article
ISSN: 0251-3102

Keywords

Article
Publication date: 1 February 1980

Leon Reinharth, H. Jack Shapiro and Ernest A. Kallman

This article is based on a chapter from the forthcoming Van Nostrand Reinhold/NASCP book by the authors titled The Practice of Planning: Strategic, Administrative, Operational.

Abstract

This article is based on a chapter from the forthcoming Van Nostrand Reinhold/NASCP book by the authors titled The Practice of Planning: Strategic, Administrative, Operational.

Details

Planning Review, vol. 8 no. 2
Type: Research Article
ISSN: 0094-064X

Article
Publication date: 1 April 1996

Michel Dion

Multiculturalism is now one of the greatest challenges in the Western society. It supposes a deeper awareness of the various cultures involved in a given society. Of course, the…

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Abstract

Multiculturalism is now one of the greatest challenges in the Western society. It supposes a deeper awareness of the various cultures involved in a given society. Of course, the well‐known cultural and ethnic groups must basically be involved in such a social change. But, since the arising and growth of business ethics as a field of research, the business world as a social institution has revealed itself as a complex network of subcultures. So, the “organizational culture” has become an “a priori concept” in business ethics. Although many researches deal with corporate culture, very few authors emphasize its structural elements. A systemic view of the organizational culture expresses how we cannot develop a corporate ethics without at least a “fore‐understanding” or, at best, a critical judgment on the organizational culture of a given corporation. I will describe the four subsystems of the organizational culture and their ethical implications.

Details

The International Journal of Organizational Analysis, vol. 4 no. 4
Type: Research Article
ISSN: 1055-3185

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