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This conceptual paper aims to add context and support to the field of Motivating Language Theory around the area of change and transformation. With this paper, the direction and shape of the change within the field of Motivating Language Theory for practitioners and scholars alike has been expanded.

The design and approach of this conceptual paper is to expand upon the existing literature to create a new framework for organizational learning and a new model for leadership development to support change and change leadership through the integration of Kotter’s Stages of Change, Bolman and Deal’s Four-Frame Model, and Motivating Language Theory. The “methodology” is the infusion of the W. Author & S. Colleague Four-Frame-MLT model with the Bolman & Deal and Kotter – Four-Frame model into one seamless MLT supported/driven Four-Frame change model.

The findings of this conceptual paper are in the form of an integration table that integrates the Bolman and Deal (2021) Kotter Stages of Change and the Four Frames with Motivating Language Forms and Constructs based upon ideas and assertions (guidance) from the Kotter (2007) article. These findings highlight the three concrete steps of the infused model (1) identify the appropriate Stage of Change, (2) select the best frame or frames that address the stage of change, and (3) utilize the appropriate MLT form (action) and construct (language) to execute the change effectively.

The originality of this conceptual paper is in the fusion of Kotter’s Stages of Change, the Bolman and Deal Four-Frames, and Motivating Language Theory. The three components have not been brought together before this paper. In terms of value, this conceptual paper creates an opportunity for those in the real world to have a useful framework to explore change, action/communication, and leadership. For those in academic positions, this paper creates a new starting point for exploring motivating language theory and change.

Previous research has identified factors that enable lean change to be sustained. What remains unknown is how the interaction effects amongst these factors vary as lean change programmes mature. When are particular factors at their most influential?

Using a data and investigator triangulated qualitative research strategy, this paper tests an a priori model of change sustainability factors. In phase one, the research reveals the influence and significance of the model's change sustainability factors within 13 manufacturers. In phase two, four factors (Leadership, Political, Individual and Managerial) were selected for in-depth case study analyses in three manufacturers.

These point to when in the lean change, certain factors have the most influence on its sustainability. The Leadership factor and political factor are essential at the beginning and remain influential throughout. Employees' individual commitment (Individual factor) is significant in sustaining the change but it is at its most influential in the later stages. The Managerial factor (management approach) is influential in the mature stages of the programme.

Recognising where to put maximum focus during a lean change programme as it matures is crucial for management.

Sustaining lean change has not been studied from the perspective of what factors need to be emphasised at different stages in the programme for successful maturity to occur. Through empirical validation, this study helps address this knowledge gap.

Interesting because – Researchers have found that the majority of lean implementations fail – changes to structures and working practices are made only to see the gains dissipate. Previous research has suggested that multiple factors including leadership, culture and politics influence the change towards a lean organisation. While studies have shown that such factors play a role, what has not been studied is the time, that is, when the factors influence the change process. This study investigated when 11 factors have the most influence on lean implementation. Theoretical value – The study extends the state-of-the-art understanding of implementation of lean in organisations by adding a time element. It is found that in order to have a change that is sustainable, that is, lasting at least 18 months, factors that indicate the importance to the organisation are influential during the entire implementation process. This includes how central the change is to the organisation, the influence of leadership that sets vision and goals, and the implementation methods. Factors that can set things in motion such as the influence of important stakeholders are important at the beginning of the implementation process but then decline in influence over time. While factors that seem to have to do more with how companies operate have less influence at the start but become more influential over time. These include employees' commitment, the managerial style and approach, the organisational policies and structure, and the organisational culture. Practical value – Introducing lean into an organisation and gaining its sustained benefits is often not successful. While factors have previously been identified that influence the success of lean implementation, this study provides additional practical insight. It helps manufacturers be more effective by pinpointing which factors should be focused on during the various stages of the implementation process.

Given the lack of understanding of social marketing success in theory and practice, this study aims to investigate how social marketing experts conceptualize success.

In this qualitative study, the authors conducted an open-ended online questionnaire with 48 worldwide social marketing experts, most with more than 20 years of experience in the field. The authors analyzed data using topic modeling, a machine-learning method that groups responses/terms into cluster topics based on similarities. Keywords in each topic served to generate themes for discussion.

While behavior change is mentioned as paramount to conceptualizing success, participants prefer to use more tangible and less complex forms to define/measure success, such as campaign recall uptick. In addition, lack of funding was considered an important factor in measuring success. This study provides a two-stage taxonomy to better understand success in social marketing.

To the best of the authors’ knowledge, this study is one of the first to conceptualize success in social marketing practice.

With multiple-related organizations, worldwide infections, deep economic recession and public disorder, and large consumption amount of anti-epidemic resources, the coronavirus disease 2019 (COVID-19) has been defined as a public health emergency of international concern (PHEIC). Nowadays, Wuhan has recovered from the pandemic disaster and reentered normalization. The purposes of this study are to (1) summarize organization collaboration patterns, successful experience and latent defects under across-stage evolution of Wuhan's cooperation governance mode against the pandemic, and on the basis, (2) reveal how the COVID-19 development trends and organizations' collaborative behaviors affected each other.

Detailed content analysis of online news reports covering COVID-19 prevention and control measures on the website of Wuhan Municipal Government was adopted to identify organizations and their mutual collaborative interrelationships. Four complex network (CN) models of organization collaboration representing the outbreak, preliminary control, recession and normalization stages, respectively, were established then. Time-span-based dynamic parameter analyses of the proposed networks, comprising network cohesiveness analysis and node centrality analysis, were undertaken to indicate changes of global and local characteristics in networks.

First, the definite collaborative status of Wuhan Headquarters for Pandemic Prevention and Control (WHPPC) has persisted throughout the period. Medical institutions and some other administrations were the most crucial participants collaborating with the WHPPC. Construction-industry organizations altered pandemic development trends twice to make the situation controllable. Media, large-scale enterprises, etc. set about underscoring themselves contributions since the third stage. Grassroots cadres and healthcare force, small and medium-sized enterprises (SMEs), financial institutions, etc. were essential collaborated objects. Second, four evolution mechanisms of organization collaboration responding to the COVID-19 in Wuhan has been proposed.

First, universality of Wuhan-style governance experience may be affected. Second, the stage-dividing process may not be the most appropriate. Then, data source was single and link characteristics were not considered when modeling.

This study may offer beneficial action guidelines to governmental agencies, the society force, media, construction-industry organizations and the market in other countries or regions suffering from COVID-19. Other organizations involved could also learn from the concluded organizations' contributions and four evolution mechanisms to find improvement directions.

This study adds to the current theoretical knowledge body by verifying the feasibility and effectiveness of investigating cooperation governance in public emergencies from the perspectives of analyzing the across-stage organization collaboration CNs.

The transtheoretical model (TTM) has been applied to varying areas of physical health, e.g. diabetes. However, research into its applicability to psychotherapy is mixed. The TTM is applied through the University of Rhode Island Change Assessment (URICA). Investigating the utility of the URICA is needed to improve patient care and outcomes. This study aims to assess whether the URICA scores relate to patient outcomes; patient attendance; practitioner ratings of patient readiness, appropriateness, insight, motivation and potential for improvement; and to explore practitioner’s perspectives on the URICA.

Correlational methods were used to assess the relationship between the URICA and therapeutic outcome, attendance and practitioner-rated areas. Content analysis was used to analyse practitioner qualitative data.

The URICA did not correlate with either therapeutic outcome or attendance. A significant negative correlation was found between the URICA and practitioner-rated appropriateness of the referral. This means practitioners perceived individuals with lower URICA scores to be a more appropriate referral, despite the score indicating a reduced readiness to change. Qualitative categories included positive views, negative views, ambivalence and changes to measure and process. To conclude, the URICA does not explain a patient’s outcome or attendance. The URICA may not be appropriate to use in its current format in mental health services; therefore, assessing the TTM verbally may be more helpful.

This study provides research into suitability of using the URICA to assess the TTM and its applicability to attendance and outcome in psychological therapies.

This paper explored collective grief through the case of a Business Management College which suddenly and unexpectedly went into administration. The aim was to gain and apply insight to future crises in collective grief such as what occurred during Covid 19.

120 EVRE submissions with weekly reflective journal entries and 121 Capstone submissions including reflections were analysed as secondary textual data using content-thematic analysis and inferential statistics.

This study confirms the theory that grief is not linear. However, even though no positive correlation was found between two different cohorts (EVRE and CAPP submissions), who did experience the same crisis in different ways, those people did all seem to share the stage of avoidance.

The textual data was limited in scope as not all students chose to express their grief through the written submission or the Kubler-Ross lens.

This research does suggest that initially, institutional responses to collective grief should address initial stages of “avoidance”.

In responding to collecting grief, such as Covid 19, institutions need to recognise the non-linear process of grief and not expect a “one-size-fits-all” approach to be a viable solution.

There is not much research available looking at student experience and emotional pressures (if at all) collectively during a crisis.

At a time when organizations are faced with increasing transformations, developing a strong change capability has become crucial to deal with the ever-changing environment. While in recent years, the literature on organizational change capability (OCC) has grown, the understanding of this construct remains overly underdeveloped. Therefore, the purpose of this paper is to provide an in-depth synthesis of the evidence on OCC.

A scoping literature review was conducted on peer-reviewed articles published over the past two decades.

This review shows that while research largely treats change capacity, change capability and change competency as synonymous, these terms should be interpreted differently since they do not refer to the same organizational phenomenon.

Although this review focus on the past two decades, this article offers an examination of the latest knowledge on OCC and provides a non-exhaustive set of research avenues. This review also proposes a change maturity framework that can help scholars to conduct more informed investigations.

The proposed framework can help practitioners to better understand how an organizational potential for change can transform into a change capability, which in turn can evolve into a change competency.

This review extends prior work by clarifying ambiguities around some constructs in the management field that are fundamental to building sound theories.

This study aims to excoriate, define and delineate the main drivers of “change” in commercial construction projects and generate guidelines on how to minimise exposure to the associated adverse effects upon project stakeholders.

The research adopts mixed doctrines through a combination of epistemological lenses, embracing two primary philosophical stances: interpretivism, to identify the primary drivers of change based on a systematic literature review and a post-positivist, inductive approach to analyse the results of change within a Joint Contracts Tribunal (JCT) Design and Build (D&B) construction project case study.

The causal nexus of change during the construction phase is assessed and delineated; the key affecting factors are thematically grouped under headings: extent and severity; time in relation to implementing; instigating party; individual(s) responsible for managing the change; reason for the change; available resource; recoverable or non-recoverable; contract/project type; and type of client. Following this, the effects of change on key elements of the project are encapsulated and recommendations for adaptations which may provide improved experiences are offered.

The study tackles the common issue of managing the deleterious effects of change on commercial construction projects, defining management techniques to minimise stakeholder tribulation.

The purpose of this paper is to have a deeper understanding of the nonlinear relationship between the impact of climate change on tourism development. Current studies on the effects of climate change on tourism development primarily rely on linear correlation assumptions.

Based on the New Institutional Economics theory, the institutional setting inherently motivates and ensures the growth of the tourism industry. For a precise evaluation of the nonlinear consequences of climate change on tourism, this paper concentrates on Chinese cities between 2011 and 2021, methodically analyzing the influence of climate change on tourism.

The study findings suggest that there is an “inverse U”-shaped nonlinear relationship between climate change and tourism development, initially strengthening and subsequently weakening. Based on these findings, the research further delves into how institutional contexts shape the nonlinear association between climate change and tourism growth. It was found that in a higher institutional backdrop, the “inverse U” curve tends to flatten and surpass the curve adjusted for a lesser institutional context. Upon deeper mechanism analysis, it was observed that cities with more advanced marketization, improved industrial restructuring and enhanced educational growth exhibit a more evident “inverse U”-shaped nonlinear connection between climate change and tourism evolution.

First, previous studies on climate change and tourism development largely rely on questionnaire data (Hu et al., 2022). In contrast to these studies, this paper uses dynamic panel data, which to some extent overcomes the subjectivity and difficulty of causality identification in questionnaire data, making our research conclusions more accurate and reliable. Second, this study breaks through the linear relationship hypothesis of previous literature regarding climate change and tourism development. By evaluating the nonlinear relationship of climate change to tourism development from the institutional pressure perspective, it more intricately delineates their interplay mechanism, expanding and supplementing the research literature on the relationship mechanism between climate change and tourism development. Thirdly, the conclusions of this study are beneficial for policymakers to better understand and assess the scope of climate change impacts. It also aids relevant departments in clarifying the direction of institutional environment optimization to elevate the level of tourism development when faced with adverse impacts brought about by climate change.

The 21st century has brought the business model earth-shaking changes, especially since the Corona Virus Disease 2019 (COVID-19) epidemic at the end of 2019. Now, the epidemic normalization is slowing down China's rapid development. However, technological development, like artificial intelligence (AI), is unstoppable and is transforming China's economic growth modes from factor-driven to innovation-driven systems. Therefore, it is necessary to study further the new changes in labor entrepreneurship and innovation business models and their mechanism of action on economic growth.

This work studies how innovative human capital (IHC) uses AI and other scientific and technological (S&T) innovation technologies to promote China's innovation-driven economic growth model transformation from the labor entrepreneurship and innovation perspective.

The research shows that the entrepreneurial innovation ability of IHC can increase marginal return and output multiplier effect. It changes the traditional business model and promotes China's economic growth and innovation development. At the same time, this work analyzes China's inter-provincial panel data through the panel smooth transition regression (PSTR) model. It concludes that there is a nonlinear relationship between IHC and the output of innovative achievements. The main body presents three stages of nonlinear changes: first rising, then slightly declining, and rising so far.

The finding provides a direction for solving the problem of slow economic growth and accelerating the transformation of economic growth mode under epidemic normalization.