Search results

1 – 10 of over 143000
To view the access options for this content please click here
Article
Publication date: 9 December 2020

The purpose of this study is to develop a meta-model for organisational change based on a literature review across organisational theories, specific theories about…

Downloads
863

Abstract

Purpose

The purpose of this study is to develop a meta-model for organisational change based on a literature review across organisational theories, specific theories about organisational change and systems theories related to theories of organisational change.

Design/methodology/approach

The research is based on an extensive literature review for the period 1972–2012 which covers organisational theories, systems theories relating to organisational change theories, and specific theories of organisational change. It used the Social Sciences Citation Index using as search items change, transformation, organization[al] model, theory, systems, and combinations of these terms. The research is based on an extensive literature review for the period 1972–2012 which covers organisational theories, systems theories relating to organisational change theories, and specific theories of organisational change. It used the Social Sciences Citation Index using as search items change, transformation, organization[al] model, theory, systems, and combinations of these terms.

Findings

The meta-model is constructed as a complex systems model including the four discourses and their process elements. As each discourse provides specific and different insights into how organisational change occurs, we can widen our field of view on change by switching between different discourses. This also allows a holistic rather than the reductionist methods of other approaches.

Practical implications

The meta-model makes it possible to look at organisational change from a variety of angles. Structural, cultural, behavioral and strategic change can be looked at from four different dimensions. It allows for insights from the different discourses to be drawn upon, as each of which have their merits but also their own limitations. By going beyond the normative discourse, it provides for a model of organisational change that better reflects the complexity of change in real life settings and captures the complexity of the research literature.

Originality/value

The paper seeks to demonstrate that a systems model of change is better able to capture the complex nature of change than are linear models. Synthesizing this literature has been undertaken previously but this has usually been done with linear models of change which have produced limited results.

Details

Development and Learning in Organizations: An International Journal, vol. 35 no. 4
Type: Research Article
ISSN: 1477-7282

Keywords

To view the access options for this content please click here
Article
Publication date: 1 March 1990

Craig C. Lundberg

Four perspectives are outlined onorganisational phenomena and threetypes of organisational change. Usingthose categories, a framework isdeveloped which identifies 12 major…

Downloads
1532

Abstract

Four perspectives are outlined on organisational phenomena and three types of organisational change. Using those categories, a framework is developed which identifies 12 major organisational communication focuses. That framework facilitates identification of the nature and purpose of organisational communication from each perspective as it relates to each type of organisational change.

Details

Journal of Organizational Change Management, vol. 3 no. 3
Type: Research Article
ISSN: 0953-4814

Keywords

To view the access options for this content please click here
Article
Publication date: 1 August 1998

Jonathan A. Matheny

The paper depicts an exercise in which a transtheoretical model of planned personal change serves as a metaphor for planned organizational change. Implications from the…

Downloads
3088

Abstract

The paper depicts an exercise in which a transtheoretical model of planned personal change serves as a metaphor for planned organizational change. Implications from the metaphorical exercise revealed thought provoking findings regarding the limited nature of OD change processes and their ordering in an organizational intervention. Weaknesses and suggestions for future research are provided.

Details

Journal of Managerial Psychology, vol. 13 no. 5/6
Type: Research Article
ISSN: 0268-3946

Keywords

To view the access options for this content please click here
Article
Publication date: 1 June 2005

Wim J.L. Elving

Purpose – The purpose of this paper is to provide a conceptual framework for the study of communication during organisational change. Although there is an enduring…

Downloads
62564

Abstract

Purpose – The purpose of this paper is to provide a conceptual framework for the study of communication during organisational change. Although there is an enduring interest in studying (internal) communication during organisational change, there is still little or no empirical research on the topic. Design/methodology/approach – In this conceptual paper a framework is presented on how to study communication during organisational change and how communication could prevent resistance to change. The framework leads to six propositions in which aspects of communication, such as information, feelings of belonging to a community, and feelings of uncertainty, have an influence on resistance to change, which will affect the effectiveness of the change effort. Findings – A distinction between the informative function of communication and communication as a means to create a community was made. In the suggested model communication has an effect not only on readiness for change, but also on uncertainty. Originality/value – This framework can be used by researchers and practitioners to study, guide, frame and model empirical research into this area in the future, and can be used to compare different change programs, within different organisations, to study the contribution of (internal) communication in the success or failure of the change.

Details

Corporate Communications: An International Journal, vol. 10 no. 2
Type: Research Article
ISSN: 1356-3289

Keywords

To view the access options for this content please click here
Article
Publication date: 26 July 2021

Rihana Shaik, Ranjeet Nambudiri and Manoj Kumar Yadav

The purpose of this paper is to provide a process model on how mindfully performed organisational routines can simultaneously enable organisational stability and…

Abstract

Purpose

The purpose of this paper is to provide a process model on how mindfully performed organisational routines can simultaneously enable organisational stability and organisational change.

Design/methodology/approach

Via conceptual analysis, the authors develop several propositions and a process model integrating the theory of mindfulness and performative aspects of organisational routines with organisational stability and change. To do so, the authors review the literature on organisational routines, mindfulness, stability, inertia and change.

Findings

First, the authors demonstrate that, based on levels of mindfulness employed, performative aspects of organisational routines can be categorised as mindless, mindful and collectively mindful (meta-routines). Second, in the process model, the authors position the mindless performance of routines as enabling organisational stability, mediated through inertial pressure and disabling change, mediated through constrained change capacities. Finally, the authors state that engaging routines with mindfulness at an individual (mindful routines) or collective (meta-routines) level reduces inertia and facilitates change. Such simultaneous engagement leads to either sustaining stability when required or implementing continuous organisational change.

Research limitations/implications

The framework uses continuous, versus episodic, change; future research can consider the model’s workability with episodic change. Future research can also seek to empirically validate the model. The authors hope that this model informs research in organisational change and provides guidance on addressing organisational inertia.

Originality/value

To the best of the authors’ knowledge, this study is the first to categorise the performative aspects of organisational routine based on the extent of mindfulness employed and propose that mindfulness-based practice of routines stimulates either inertia-induced or inertia-free stability and continuous change.

Details

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

Keywords

To view the access options for this content please click here
Article
Publication date: 8 July 2021

Larry Hearld, Allyson Hall, Reena Joseph Kelly, Aizhan Karabukayeva and Jasvinder Singh

The purpose of this study was to examine the organizational context that may support learning and change readiness climates that previous research has found to be…

Abstract

Purpose

The purpose of this study was to examine the organizational context that may support learning and change readiness climates that previous research has found to be conducive to implementing evidence-based interventions.

Design/methodology/approach

An exploratory, mixed method evaluation that included 15 rheumatology clinics throughout the United States was performed. Quantitative data were collected using a web-based survey completed by 135 clinic members. Qualitative data were collected via semi-structured interviews with 88 clinic members.

Findings

In general, clinics reported strong, positive learning and change readiness climates. More complex organizations (e.g. multispecialty, academic medical centers) with rational/hierarchical cultures and members with longer tenure were associated with less supportive learning and change readiness climates. The authors’ findings highlight opportunities for organizational leaders and evidence-based intervention sponsors to focus their attention and allocate resources to settings that may be most susceptible to implementation challenges.

Originality/value

First, the authors address a deficit in previous research by describing both the level and strength of the learning and change readiness climates for implementing an evidence-based shared decision-making aid (SDMA) and examine how these vary as a function of the organizational context. Second, the study examines a broader set of factors to assess the organizational context (e.g. organizational culture, organizational structure, ownership) than previous research, which may be especially salient for shaping the climate in smaller specialty clinics like those we study. Third, the authors utilize a mixed methods analysis to provide greater insights into questions of how and why organizational factors such as size and structure may influence the learning and change readiness climate.

Details

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

Keywords

To view the access options for this content please click here
Article
Publication date: 29 July 2021

Badri Munir Sukoco, Elisabeth Supriharyanti, Sabar, Ely Susanto, Reza Ashari Nasution and Arief Daryanto

To examine three dimensions of organisational change capacity (OCC) which have been proposed sequentially in the following order: OCC for change will affect process…

Abstract

Purpose

To examine three dimensions of organisational change capacity (OCC) which have been proposed sequentially in the following order: OCC for change will affect process capacity for change and develop context capacity for change. Specifically, this study explores the moderating effects of coercive pressure.

Design/methodology/approach

To test the proposed hypotheses, this study conducted survey among middle-level leaders of the 11 top universities (autonomous higher education institutions – AHEIs) in Indonesia. This study used a sample of 92 respondents, deans 21 and vice deans 71 of 11 top Indonesian universities. To test data processing using the SmartPLS 3.0 tool.

Findings

The findings indicate that learning capacity for change is the starting point of OCC, and it influences process capacity and context capacity for change. Coercive pressure strengthens the relationship between learning capacity and context capacity for change. Further, context capacity for change determines organisational performance.

Originality/value

This study empirically examines the OCC construction mechanism as follows: learning capacity for change influences process capacity for change and then has an effect on the OCC for change, which ultimately affects organisational performance.

Details

Asia-Pacific Journal of Business Administration, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1757-4323

Keywords

To view the access options for this content please click here
Book part
Publication date: 29 May 2018

Per Andersson

The aim of this chapter is to approach marketing organization from a research perspective, research that reflects contemporary practices of the time. This is done through…

Abstract

The aim of this chapter is to approach marketing organization from a research perspective, research that reflects contemporary practices of the time. This is done through a review of some of the central texts in the field. The chapter starts by drawing attention to two previous attempts to review and revisit the field, two influential and frequently cited researchers and texts: Achrol’s (1991) frequently cited article entitled “Evolution of the marketing organization: New forms for turbulent environments” and Homburg and colleagues’ (2000) review a decade later entitled “Fundamental changes in marketing organization: The movement toward a customer-focused organizational structure.”

The chapter then reviews the field around 2010, leading into the author’s own concluding reflections on how circumstances internal and external to organizations have affected the organizing of marketing. The chapter argues that while some ideas and changes after 2010 might be viewed as new, other changes are apparently old changes in new shapes. Attention is drawn to six areas of marketing organization research that have emerged and taken a central position in marketing organization research: (1) the adaptation of marketing practice and organization to various business trends, (2) market- and customer-oriented organizations, (3) shifts in marketing’s general role and influence within the firm, (4) marketing’s strategic role and connection to business management, (5) marketing’s interactions with other internal functions, and (6) marketing organization and the application of a wider spectrum of organization theories.

To view the access options for this content please click here
Book part
Publication date: 28 June 2017

Todd D. Jick and Kinthi D. M. Sturtevant

The world of management and technology has become accustomed to the notion of “2.0” advancements and transformative innovations. Is the field of Change Management…

Abstract

The world of management and technology has become accustomed to the notion of “2.0” advancements and transformative innovations. Is the field of Change Management/Organizational Development itself in this story? Not enough! We re-examine the field’s foundational beliefs, practices, focus, research directions, and value add. We conclude that there is strong evidence from the front line and from an IBM Case Study that the field must “reboot” – to rethink our methods and frameworks; the role and skills of change leadership for the future; change practitioner capabilities for the future; the metrics needed to evaluate progress; and the knowledge exchange between Academe and practitioners.

Details

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

Keywords

To view the access options for this content please click here
Article
Publication date: 31 May 2021

Renhuai Liu, Chao Li and Mengjun Huo

The purpose of this paper is to empirically analyze the impact of chief executive officer (CEO) turnover on strategic change and explore the mediating role of…

Abstract

Purpose

The purpose of this paper is to empirically analyze the impact of chief executive officer (CEO) turnover on strategic change and explore the mediating role of organizational slack between them, as well as the moderating role and joint moderating role of top management team (TMT) external social network, ownership nature and industry type.

Design/methodology/approach

Based on the upper echelons theory, resource allocation theory and structuration theory, this paper takes the unbalanced panel data of A-share listed companies in Shanghai and Shenzhen Stock Exchanges of China from 2001 to 2018 as the research sample, uses ordinary least squares (OLS) regression method and fixed effect model to study the relationship between CEO turnover and strategic change, and focuses on the mediating mechanism and moderating mechanism between them.

Findings

The authors find that CEO turnover is positively related to strategic change. When a CEO turns over, a new CEO will initiate strategic change. Precipitation organizational slack plays a mediating role between CEO turnover and strategic change. Non-precipitation organizational slack has no mediating effect between CEO turnover and strategic change, which is embodied as “suppressing effects.” When the non-precipitation organizational slack variable is controlled, the impact of CEO turnover on strategic change will be enhanced. TMT external social network, ownership nature and industry type all negatively moderate the relationship between CEO turnover and strategic change. TMT external social network and ownership nature have a joint moderating effect between CEO turnover and strategic change. When TMT external social network is small, CEO turnover has a positive effect on strategic change in both state-owned enterprises and non-state-owned enterprises, but the promotion effect is stronger in non-state-owned enterprises. When TMT external social network is large, the positive effect of CEO turnover on strategic change in state-owned enterprises is from strong to weak, but in the non-state-owned enterprises is from weak to strong. TMT external social network and industry type have a joint moderating effect between CEO turnover and strategic change. When TMT external social network is small, CEO turnover has a positive impact on strategic change in high-tech enterprises and non-high-tech enterprises, but the promotion effect is stronger in non-high-tech enterprises. When TMT external social network is large, the positive impact of CEO turnover on strategic change in high-tech enterprises is from strong to weak, but in the non-high-tech enterprises is from weak to strong.

Originality/value

On the basis of previous studies, this paper further expands the research scope of the mechanism of CEO turnover on strategic change, echoing the research arguments of relevant scholars. At the same time, the research results reveal the mechanism of organizational slack, TMT external social network, ownership nature and industry type in the relationship between CEO turnover and strategic change, and further deepen the application of upper echelons theory, resources allocation theory and structuration theory in China. In addition, the research conclusions of this paper also provide reference value for Chinese enterprises in carrying out strategic change, promoting enterprise transformation and improving the level of corporate governance, and help to enhance the understanding and attention of Chinese enterprises to CEO turnover, organizational slack, TMT external social network, strategic change and corporate governance under the background of high-quality economic development.

Details

China Finance Review International, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2044-1398

Keywords

1 – 10 of over 143000