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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 organisational…

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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

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…

1702

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

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…

3228

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

Article
Publication date: 28 February 2024

Lise Justesen and Ursula Plesner

The purpose of this paper is to inspire a different way of thinking about digitalization and organizational change by theorizing simultaneity as an alternative to the otherwise…

Abstract

Purpose

The purpose of this paper is to inspire a different way of thinking about digitalization and organizational change by theorizing simultaneity as an alternative to the otherwise dominant root metaphor of sequence in the literature on digitalization and organizational change.

Design/methodology/approach

The theoretical argument is based on a reading of central contributions to the literature on digital technology and organizational change, and particularly inspired by the work positing a constitutive entanglement of technology and organization. We argue for an extension of this line of thinking with a reading of Latour’s notion tonalities. The relevance of the theoretical argument is demonstrated through an illustrative empirical example of the phenomenon digital-ready legislation.

Findings

The paper identifies sequence as a root metaphor in the organization and digital change literature. It develops a simultaneity view and illustrates its relevance through the example of digital-ready legislation, pinpointing how technological, organizational and legal elements are attuned to one another at the same time rather than in sequence.

Practical implications

The sequentiality view has dominated the change management research, which has travelled from research into practice. The simultaneity view has the potential to offer a new approach to planning change, with a focus on the simultaneous alignment of, e.g. legal, organizational and technological elements.

Originality/value

The paper offers an alternative to dominant views on digitalization and organizational change, drawing on an overlooked notion in Latour’s scholarship, namely tonalities. This has potential to qualify the entanglement thesis and develop simultaneity as a new metaphor for understanding digital change.

Details

Journal of Organizational Change Management, vol. 37 no. 2
Type: Research Article
ISSN: 0953-4814

Keywords

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 interest in…

71767

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

Article
Publication date: 7 June 2023

Mahima Mathur, Tamanna Kapoor and Sanjeev Swami

This study proposes to understand the conditions favorable for readiness for organizational change. The analysis helps in proposing managerial interventions that would be useful…

Abstract

Purpose

This study proposes to understand the conditions favorable for readiness for organizational change. The analysis helps in proposing managerial interventions that would be useful for change management in an organization.

Design/methodology/approach

The study employs an empirical methodology to investigate the effect of individual and organizational factors on readiness for organizational change. The study has used descriptive research design. Bivariate linear regression is used to test the hypotheses, and multiple regression is used to identify the pertinent factor that affect individual's readiness for organizational change. Thereby, a causal relationship model is proposed, using few pertinent factors which are tested using the structured equation modeling (SEM) technique.

Findings

First, each of the factors independently has a significant effect on readiness for organizational change. Second, the prior experience of change, commitment towards organization and participation in decision-making are the pertinent factors that affect readiness for organizational change. Lastly, commitment towards organization partially mediates the relation between participation in decision-making and readiness for organizational change.

Practical implications

The analysis helps in proposing managerial interventions that would be useful for change management in an organization. It investigates how individual and organizational characteristics influence employees' readiness for organizational change, causing them to adopt the change process.

Originality/value

To the best of the authors’ knowledge, this is one of the first studies that investigates the pertinent individual factors and the organizational factors that affect readiness for organizational change in the context of an emerging economy, India.

Details

Journal of Advances in Management Research, vol. 20 no. 4
Type: Research Article
ISSN: 0972-7981

Keywords

Article
Publication date: 5 May 2023

Nizar Mohammad Alsharari and Bobbie Daniels

The study aims to explain the process of management accounting practices and organizational change aspects in the public sector’s response to environmental pressures…

Abstract

Purpose

The study aims to explain the process of management accounting practices and organizational change aspects in the public sector’s response to environmental pressures. Specifically, it discusses the interaction process between management accounting practices from one side and culture, leadership and decentralization from the other side.

Design/methodology/approach

This study adopts qualitative research approach and an interpretive case study. The study uses the triangulation method of data collection, including interviews, annual reports, documents and archival records. A theoretical lens informs it of the contextual/processual approach for interpreting interaction processes between management accounting and organizational change aspects, including culture, leadership and decentralization.

Findings

The findings confirm that a change in organizational culture has an important impact on accounting change, which has played a central role in the desire to initiate and accept such changes by the organizational members. Similarly, the new leadership style created a unique culture that was considered a solid platform to introduce new accounting systems by enhancing the trust between IT staff and management accountants and their trust in themselves to accept the change. The paper concludes that the relationships between the change aspects at the organizational level, and accounting practices at the inherent organizational and accounting levels are both recursive and two way, with the two concepts inextricably interwoven.

Research limitations/implications

The study has some limitations as the data is limited to only a single country – more explanation for Jordanian Customs Organization quantitative understandings of governance improvement. The study has important implications for practitioners and customs officials by showing that different government regulations and customs reforms have varied influences on the public sector. These reforms have included most modifications to the accounting and organizational configurations. This study contributes to institutional theory development and refinement by exploring the interface between external influences and internal origins in the accounting change process.

Originality/value

This study uses a categorical association between organizational changes and accounting in the public sector as most prior studies have been conducted on the private sector due to competitive and technical pressures. It also contributes to organizational change and accounting literature by discussing the relationship between accounting from one side and culture and leadership from another side.

Details

Journal of Accounting & Organizational Change, vol. 20 no. 1
Type: Research Article
ISSN: 1832-5912

Keywords

Article
Publication date: 16 June 2023

Jonathan Brodeur, Isabelle Deschamps and Robert Pellerin

This paper aims to investigate the characteristics and dynamics of the organizational changes needed to facilitate the management of an Industry 4.0 transformation in…

Abstract

Purpose

This paper aims to investigate the characteristics and dynamics of the organizational changes needed to facilitate the management of an Industry 4.0 transformation in manufacturing SMEs and propose an approach to manage them.

Design/methodology/approach

This research focuses on a single manufacturing SME in North America, and data were collected using a research intervention method. Data were collected through observation and intervention within the SME over 27 months.

Findings

The research has shown that organizational changes are required in manufacturing SMEs to better manage their Industry 4.0 transformation projects.

Research limitations/implications

Using the case study method limits the generalization of the results. The organizational changes observed, and their characteristics might be specific to the studied manufacturing. Although results could vary in different contexts, many manufacturing SMEs have similar characteristics to those observed in this study.

Practical implications

This research provides preliminary evidence of an iterative organizational change management approach that manufacturing SMEs must adopt to facilitate the management of their digital transformation.

Originality/value

This research provides a better understanding of how a manufacturing SME can improve its capabilities to manage its digital transformation by introducing iterative organizational changes. From these results, a link to the organizational learning literature can be drawn and developed upon.

Details

Journal of Manufacturing Technology Management, vol. 34 no. 7
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 25 April 2023

Virginia Andres and Dongcheol Heo

Complex crises affect tightly coupled systems making them highly unpredictable. This paper aims to determine how organizations learn from their crisis experience shaping their…

Abstract

Purpose

Complex crises affect tightly coupled systems making them highly unpredictable. This paper aims to determine how organizations learn from their crisis experience shaping their knowledge and transformation trajectory toward and beyond survival. A theoretical framework integrating organizational learning (OL) and knowledge management in organizational transformation (OT) in complex crises is presented.

Design/methodology/approach

This conceptual paper presents a systematic literature review on OT in crisis from 2000 to 2021. To achieve integration, the authors searched for studies on OT, knowledge management and OL, each paired with a crisis.

Findings

Crises highlight the emergent and decentered nature of knowing and organizing. This study suggests that OT is achieved through various changes in organizational knowledge. Different learning modes enable the transformation of knowledge in a crisis: contextual or situated learning, strategic and collective integration.

Research limitations/implications

The authors' pandemic experience may have influenced the analysis. This paper does not account for new types of learning emerging due to the influence of digital technologies.

Practical implications

Organizations may hasten renewal through distributed crisis management facilitated by contextual and strategic learning and collective integration.

Originality/value

This study categorizes learning, based on its function in crisis management, into three types: contextual learning for creative problem-solving, strategic learning for leadership and direction and collective integration to evaluate their crisis journey. Through this classification, this study sheds light on the types of knowledge needed to manage crises effectively, showing that organizations can leverage their crises by transforming and innovating themselves in this turbulent period.

Details

The Learning Organization, vol. 30 no. 3
Type: Research Article
ISSN: 0969-6474

Keywords

Article
Publication date: 29 July 2022

Aswathy Sreenivasan and M. Suresh

The purpose of this paper is to “identify”, “analyze” and “construct” a framework to quantify the relationships between several determinants of organizational preparedness for…

412

Abstract

Purpose

The purpose of this paper is to “identify”, “analyze” and “construct” a framework to quantify the relationships between several determinants of organizational preparedness for change in the start-ups during the COVID-19 emergencies.

Design/methodology/approach

Total interpretive structural modelling (TISM) is used to find characteristics that assist in analyzing the readiness or preparedness level before initiating a change deployment process in start-ups. A cross-impact matrix multiplication applied to classification (MICMAC) analysis is performed to determine the driving and dependent elements of change in start-ups.

Findings

From literature research and an expert interview, this study selected ten variables of change preparedness to explore inner interconnections and comprehend the inner connections factors. The findings depict that clarity of mission and goals, reward system, technological advancement and motivational readiness have been considered the most important readiness factor for deploying organizational change in start-ups during the COVID-19 emergencies.

Practical implications

This research will aid the management and researchers gain a better understanding of the factors that influence change preparedness. Constant observation of current changes in the start-ups and the external environment will aid in improving the quality of products or services provided by the start-ups during the COVID-19. The start-ups can use these criteria linked to change readiness. The priority of each element is determined using MICMAC analysis and ranking using the TISM technique, which assists start-ups in ordering the enablers from highest to lowest priority.

Originality/value

There is no research regarding factors influencing organizational readiness for change in start-ups during the COVID-19 emergencies. This research gap is filled by analyzing aspects linked to organizational readiness for change in start-ups. This gap inspired the present study, which uses the “Total Interpretive Structural Modelling (TISM)” technique to uncover change determinants and investigate hierarchical interconnections among factors influencing organizational readiness to change in start-ups during the COVID-19 emergencies.

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