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1 – 10 of 160
Article
Publication date: 5 June 2017

Steven H. Appelbaum, Aleksey Cameron, Floris Ensink, Jahnabi Hazarika, Raid Attir, Rouba Ezzedine and Varsha Shekhar

The purpose of this paper is to investigate the factors that impact the success of an organizational change within an organization under study.

7806

Abstract

Purpose

The purpose of this paper is to investigate the factors that impact the success of an organizational change within an organization under study.

Design/methodology/approach

Five hypotheses were developed to investigate independent variables as possible factors affecting employees’ commitment to change. The research is based on a three-step process consisting of a literature review and field research through survey and interviews. The literature review served to establish an important foundation for understanding the problem. The field research involved employees taking part in the change completing a survey. Individual interviews were also conducted with management level employees actively involved in the change process. The paper is an empirical-based case analysis.

Findings

The results demonstrate that employees’ commitment to change, in this organization, can be improved through increasing formal and informal communication, creating adaptive organizational systems and enhancing the role of transformational leaders during the change.

Research limitations/implications

Sample size was affected due to the limited availability of employees during a specific organizational cycle. Increased sample size would allow further investigation about employees’ commitment to change. Additional research could be done on how the company’s systems and practices can be adapted to change.

Practical implications

The success of a change project is critical for its future strategy and major project implementation. It is crucial that a systematic process be followed to implement this change. It is suggested that the John Kotter’s “eight” step change management model be adopted as a framework to the implementation plan.

Social implications

New behaviors are subject to degradation if they are not ingrained in social norms and shared values, i.e. if they do not become part of the culture. Managers emphasized that, even though they are creating a new team, they recognize the importance not to create a “Monster” or a new alien culture. Leaders must make sure that all new behaviors required for the integration become part of the existing culture.

Originality/value

The paper provides insight in some of the factors that lead to a successful organizational change and team integration. The paper recommends four steps to address communication, organizational systems and culture to improve employees’ commitment to change.

Details

Industrial and Commercial Training, vol. 49 no. 5
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 6 February 2017

Steven H. Appelbaum, Catherine Karelis, Anne Le Henaff and Beverly McLaughlin

Mergers and acquisitions (M&A) are inherent to firms evolving in today’s business world, whether they be corporate giants, SMEs or start-ups. While the ultimate objective of an…

3496

Abstract

Purpose

Mergers and acquisitions (M&A) are inherent to firms evolving in today’s business world, whether they be corporate giants, SMEs or start-ups. While the ultimate objective of an M&A is to improve the newly constructed firm’s performance, financial and technical impacts are but some of the considerations the organization will need to face. Indeed, employee resistance appears to be a major factor in the overall success of this strategic move. The purpose of this paper, three part, is to provide a thorough overview of the forces at play in employee resistance to change, its influence on the M&A’s success, and the ways to address such resistance.

Design/methodology/approach

Based on existing empirical studies, industry expert findings and academic reviews, this paper sought to link together the concepts of communication at a time of change, leadership, employee involvement, feeling of adherence to the firm (the four key pillars) and their respective influences in how they may handicap or aid the firm in achieving its M&A objectives.

Findings

Although it may seem like a straightforward concept, resistance to change in the turbulent time that is a merger and acquisition situation is anything but simple. Classic assumptions of resistance being a negative force or participation being a requisite part of overcoming resistance are challenged. At the same time, leadership and employee feeling of adherence to their previous organization play a supporting role when compared to the significant influence of communication pre, during and after the merger. The ensuing portrait is thus multifaceted and underscores the complexity of handling an M&A at the human resources level.

Research limitations/implications

Whilst the paper allowed to identify and link the different factors at play, a thorough empirical study in order to compare and contrast those factors at an M&A’s different stages (pre-during-post), and thus evaluate their respective importance, would be commendable.

Practical implications

In providing an overview of several aspects at play in employee resistance to change, this paper allows a management practitioner to consolidate their knowledge on the process’ four key pillars.

Social implications

By illustrating not only its – expected – negative outcomes, but by also providing a glimpse at some potential benefits in terms of increased merger performance, this paper gives managers incentives to not always challenge but also embrace their employee’s resistance to change as a healthy part of the firm’s transformation process.

Originality/value

This literature review provides an overview of resistance to change and draws parallels between the concepts explored herein and the M&A situation, which would be useful to the general practitioner undergoing an M&A.

Details

Industrial and Commercial Training, vol. 49 no. 2
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 6 March 2017

Steven H. Appelbaum, Catherine Karelis, Anne Le Henaff and Beverly McLaughlin

Mergers and acquisitions (M&As) are inherent to firms evolving in today’s business world, whether they be corporate giants, SMEs or start-ups. While the ultimate objective of an…

2879

Abstract

Purpose

Mergers and acquisitions (M&As) are inherent to firms evolving in today’s business world, whether they be corporate giants, SMEs or start-ups. While the ultimate objective of an M&A is to improve the newly constructed firm’s performance, financial and technical impacts are but some of the considerations the organization will need to face. Indeed, employee resistance appears to be a major factor in the overall success of this strategic move. Throughout this three-part paper, the purpose of this paper is to provide a thorough overview of the forces at play in employee resistance to change, its influence on the M&A’s success, and the ways to address such resistance.

Design/methodology/approach

Based on existing empirical studies, industry expert findings and academic reviews, this paper sought to link together the concepts of communication at a time of change, leadership, employee involvement, feeling of adherence to the firm (the four key pillars), and their respective influences in how they may handicap or aid the firm in achieving its M&A objectives.

Findings

Although it may seem like a straightforward concept, resistance to change in the turbulent time that is a merger and acquisition situation is anything but simple. Classic assumptions of resistance being a negative force or participation being a requisite part of overcoming resistance are challenged. At the same time, leadership and employee feeling of adherence to their previous organization play a supporting role when compared to the significant influence of communication pre, during, and after the merger. The ensuing portrait is thus multifaceted and underscores the complexity of handling an M&A at the human resources level.

Research limitations/implications

Whilst the paper allowed to identify and link the different factors at play, a thorough empirical study in order to compare and contrast those factors at an M&A’s different stages (pre-during-post), and thus evaluate their respective importance, would be commendable.

Practical implications

In providing an overview of several aspects at play in employee resistance to change, this paper allows a management practitioner to consolidate their knowledge on the process’ four key pillars.

Social implications

By illustrating not only its – expected – negative outcomes, but by also providing a glimpse at some potential benefits in terms of increased merger performance, this paper gives managers incentives to not always challenge but also embrace their employee’s resistance to change as a healthy part of the firm’s transformation process.

Originality/value

This literature review provides an overview of resistance to change and draws parallels between the concepts explored herein and the M&A situation, which would be useful to the general practitioner undergoing an M&A.

Details

Industrial and Commercial Training, vol. 49 no. 3
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 6 March 2017

Steven H. Appelbaum, Catherine Karelis, Anne Le Henaff and Beverly McLaughlin

Mergers and acquisitions (M&As) are inherent to firms evolving in today’s business world, whether they be corporate giants, SMEs or start-ups. While the ultimate objective of an…

2438

Abstract

Purpose

Mergers and acquisitions (M&As) are inherent to firms evolving in today’s business world, whether they be corporate giants, SMEs or start-ups. While the ultimate objective of an M&A is to improve the newly constructed firm’s performance, financial and technical impacts are but some of the considerations the organization will need to face. Indeed, employee resistance appears to be a major factor in the overall success of this strategic move. Throughout this three-part paper, the purpose of this paper is to provide a thorough overview of the forces at play in employee resistance to change, its influence on the M&A’s success, and the ways to address such resistance.

Design/methodology/approach

Based on existing empirical studies, industry expert findings and academic reviews, this paper sought to link together the concepts of communication at a time of change, leadership, employee involvement, feeling of adherence to the firm (the four key pillars), and their respective influences in how they may handicap or aid the firm in achieving its M&A objectives.

Findings

Although it may seem like a straightforward concept, resistance to change in the turbulent time that is an M&A situation is anything but simple. Classic assumptions of resistance being a negative force or participation being a requisite part of overcoming resistance are challenged. At the same time, leadership and employee feeling of adherence to their previous organization play a supporting role when compared to the significant influence of communication pre, during and after the merger. The ensuing portrait is, thus, multifaceted and underscores the complexity of handling an M&A at the human resources level.

Research limitations/implications

Whilst the paper allowed to identify and link the different factors at play, a thorough empirical study in order to compare and contrast those factors at an M&A’s different stages (pre-during-post), and thus evaluate their respective importance, would be commendable.

Practical implications

In providing an overview of several aspects at play in employee resistance to change, this paper allows management practitioners to consolidate their knowledge on the process’ four key pillars.

Social implications

By illustrating not only its – expected – negative outcomes, but by also providing a glimpse at some potential benefits in terms of increased merger performance, this paper gives managers incentives to not always challenge but also embrace their employee’s resistance to change as a healthy part of the firm’s transformation process.

Originality/value

This literature review provides an overview of resistance to change and draws parallels between the concepts explored herein and the M&A situation, which would be useful to the general practitioner undergoing an M&A.

Details

Industrial and Commercial Training, vol. 49 no. 3
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 1 June 1992

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000001382. When citing the…

1231

Abstract

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000001382. When citing the article, please cite: Steven H. Appelbaum, Barbara T. Shapiro, (1991), “Pay for Performance: Implementation of Individual and Group Plans”, Journal of Management Development, Vol. 10 Iss: 7, pp. 30 - 40.

Details

Management Decision, vol. 30 no. 6
Type: Research Article
ISSN: 0025-1747

Article
Publication date: 1 August 1994

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/02621719410057078. When citing the…

2305

Abstract

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/02621719410057078. When citing the article, please cite: Steven H. Appelbaum, Stephen Ritchie, Barbara T. Shapiro, (1994), “Mentoring Revisited: An Organizational Behaviour Construct”, Journal of Management Development, Vol. 13 Iss: 4, pp. 62 - 72.

Details

International Journal of Career Management, vol. 6 no. 3
Type: Research Article
ISSN: 0955-6214

Article
Publication date: 6 February 2017

Steven H. Appelbaum, Rafael Calla, Dany Desautels and Lisa N. Hasan

Planned episodic change programs, rigid processes and traditional structures, optimized for efficiency rather than agility, are no longer appropriate in a context where…

4475

Abstract

Purpose

Planned episodic change programs, rigid processes and traditional structures, optimized for efficiency rather than agility, are no longer appropriate in a context where competitive advantage is fueled by high-speed innovation, supported by a more entrepreneurial mindset. The purpose of this paper is to offer a review of relevant research to provide an informed case for continuous strategic transformation facilitated by enhanced organizational agility. The concept of agility is explored, defined and a framework for categorizing agility-enhancing capabilities is presented. Specific aspects of this agility framework are examined to better understand how these interrelated competencies contribute to overall corporate performance in this fast-paced world.

Design/methodology/approach

A range of published empirical and practitioner research articles were reviewed to study the concepts of organizational agility and transformation as critical factors contributing to sustained competitive advantage, organizational performance and survival in the increasingly competitive global context. This literature review explores how organizations are overcoming the challenges imposed by their traditional structures, cultures and leadership models and identifies dynamic competencies to be developed to achieve a greater level of corporate agility.

Findings

Increased organizational agility increases the ability to respond proactively to unexpected environmental changes. The commitment to continuous transformation and agile strategies implies changes at all levels of the organization from its structure, through its leadership and decision-making dynamics, down to the skills and interpersonal relationships of the individuals implementing the agile mission.

Research limitations/implications

There is a gap in the literature with respect to agility, namely that most research focuses on the characteristics of agile organizations, with little attention given to how to develop agile capabilities and embed the commitment to continuous change deep into the corporate DNA, beyond the process level, into the psyche of the people driving the organization.

Practical implications

Managers should consider agility as an overarching principle guiding strategic and operational activities. Fostering agility-enhancing capabilities will be paramount in ensuring the successful integration of agility as a performance enhancing paradigm.

Social implications

For small- and medium-sized companies with limited resources, this reality makes staying relevant an uphill battle but also opens windows of opportunity. The challenge of the next century for large organizations will be to rekindle their innovative agile beginnings and for start-ups to continue to foster their dynamic capabilities as they grow.

Originality/value

The paper provides practical and empirical evidence of the importance of enterprise agility and specific dynamic capabilities on firm performance.

Details

Industrial and Commercial Training, vol. 49 no. 2
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 3 January 2017

Steven H. Appelbaum, Rafael Calla, Dany Desautels and Lisa Hasan

Planned episodic change programs, rigid processes and traditional structures, optimized for efficiency rather than agility, are no longer appropriate in a context where…

6282

Abstract

Purpose

Planned episodic change programs, rigid processes and traditional structures, optimized for efficiency rather than agility, are no longer appropriate in a context where competitive advantage is fueled by high-speed innovation, supported by a more entrepreneurial mindset. The purpose of this two part paper is to offer a review of relevant research to provide an informed case for continuous strategic transformation facilitated by enhanced organizational agility. The concept of agility is explored, defined and a framework for categorizing agility-enhancing capabilities is presented. Specific aspects of this agility framework are examined to better understand how these interrelated competencies contribute to overall corporate performance in this fast-paced world.

Design/methodology/approach

A range of published empirical and practitioner research articles were reviewed to study the concepts of organizational agility and transformation as critical factors contributing to sustained competitive advantage, organizational performance and survival in the increasingly competitive global context. This literature review explores how organizations are overcoming the challenges imposed by their traditional structures, cultures and leadership models and identifies dynamic competencies to be developed to achieve a greater level of corporate agility.

Findings

Increased organizational agility increases the ability to respond proactively to unexpected environmental changes. The commitment to continuous transformation and agile strategies implies changes at all levels of the organization from its structure, through its leadership and decision-making dynamics, down to the skills and interpersonal relationships of the individuals implementing the agile mission.

Research limitations/implications

There is a gap in the literature with respect to agility, namely, that most research focuses on the characteristics of agile organizations, with little attention given to how to develop agile capabilities and embed the commitment to continuous change deep into the corporate DNA, beyond the process level, into the psyche of the people driving the organization.

Practical implications

Managers should consider agility as an overarching principle guiding strategic and operational activities. Fostering agility-enhancing capabilities will be paramount in ensuring the successful integration of agility as a performance enhancing paradigm.

Social implications

For small- and medium-sized companies with limited resources, this reality makes staying relevant an uphill battle but also opens windows of opportunity. The challenge of the next century for large organizations will be to rekindle their innovative agile beginnings and for start-ups to continue to foster their dynamic capabilities as they grow.

Originality/value

The paper provides practical and empirical evidence of the importance of enterprise agility and specific dynamic capabilities on firm performance.

Details

Industrial and Commercial Training, vol. 49 no. 1
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 9 January 2018

Steven H. Appelbaum, Edmiela Profka, Aleksandra Monika Depta and Bartosz Petrynski

The purpose of this paper is to investigate the impact of organizational change, more specifically business model change, on corporate employees’ motivation and, consequently…

4333

Abstract

Purpose

The purpose of this paper is to investigate the impact of organizational change, more specifically business model change, on corporate employees’ motivation and, consequently, performance.

Design/methodology/approach

The main approaches and managerial frameworks on organization change implementation, as well as the assessment methods on whether the company is ready to implement the change, were identified by reviewing the current literature on the subject between 1940 and 2016.

Findings

Reviewed individual behavioral reactions and provided steps to encourage favorable individual employee perceptions.

Research limitations/implications

Existing gaps in supporting empirical data on the subject and a limited number of direct case studies and real-life scenarios. The research was primarily focused on employee motivation during the initial planning phase of organizational change, with lesser focus on motivation throughout and especially after the change process.

Practical implications

To benefit from the change, organizations must avoid improvising and should follow specific and formal change management procedures which take employee motivation and individual response towards change under consideration.

Social implications

By providing real-life illustrations of successful business model change implementations, current and future companies facing this type of change in the future can learn from these specific scenarios.

Originality/value

The distinction of business model change as a sub-type of organizational change and the study of employee motivation under a business model change specifically is the novel contribution of the paper.

Details

Industrial and Commercial Training, vol. 50 no. 2
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 1 October 2000

Steven H. Appelbaum and Lee Wohl

The powerful forces that are transforming healthcare can generate enormous economic potential for those who are able to employ effective survival techniques in the short term and…

5890

Abstract

The powerful forces that are transforming healthcare can generate enormous economic potential for those who are able to employ effective survival techniques in the short term and at the same time plan for success in the long term. To accomplish this, an organization must harness the forces driving transformation and use them to its advantage. Despite the best efforts of senior healthcare executives, major change initiatives often fail. Change threatens the very stability and continuity that managers are attempting to control; therefore change and managers are not natural partners. Even managers aware of the need to change resist the parts that appear too major, too risky, or too “different”. This understanding of change, transformation and reinvention are crucial for all health‐care organizations moving forward at turbulent speeds. Change has its problems and successes are not abundant. This article will examine change strategies; their failures and successes; the role of the leader in this process; overcoming barriers and resistance, key steps to succeed in change efforts and, finally, alternative strategies to build the change process.

Details

Managing Service Quality: An International Journal, vol. 10 no. 5
Type: Research Article
ISSN: 0960-4529

Keywords

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