Reimagining Academic Organizational Restructuring From the Middle Out

This paper examines the impact of post-acquisition restructuring on performance, based on a sample of Serbian acquired companies during the period 2002-2011. Using exploratory factor analysis, two new factors of post-acquisition restructuring on performance were identified: the first one refers to organizational restructuring, and the second factor refers to portfolio restructuring (divestitures). By using multiple regression analysis, we tested the impact of organizational and portfolio restructuring on post-acquisition performance. The results of analysis indicate that organizational and portfolio restructuring do not have statistically significant impact on post-acquisition performance. Additionally, the results have shown that there are statistically significant differences on implemented activities of organizational restructuring between manufacturing and service sectors. Organizational restructuring was implemented to a greater extent in companies belonging to manufacturing sector than in companies belonging to service sector.

Indian economy has gone through a process of gradual de-regulation in the eighties and this process has accelerated further in nineties. Globalisation and liberalisation have become the catch words of the nineties.Regulation and protectionism of the licence-permit raj had debelitated the competitive capability of many Indian organisations. Since whatever produced could be sold easily, technological upgradation, quality improvement and customer service suffered. As costs could be passed on to the customer without any problem, there was no emphasis on cost consciousness or efficiency. All these handicaps didn't matter in an era of regulation and protectionism.But with deregulation, liberalisation and globalisation, the genie of competition has been let loose. Many erstwhile high performing Indian organisations like Bajaj Auto, TISCO, SIEMENS and ITI have become the recent victims of the process of globalisation and liberalisation. This process will continue even during the next decade. As more and more sectors like banking, insurance, telecommunications, air-transport, power, oil exploration and refining are being deregulated and opened up to the global competition, some of the hitherto highly-respected and successful organisations may find themselves unable to cope with the changed business realities.Given this scenario, more and more organisations have been forced to embark on the process of organisational improvement, restructuring and transformation. Many organisations like ITI, HMT and SIEMENS, whose fortunes have undergone a drastic change for the worse in the last few years have initiated several measures to achieve turnaround.Other organisations like MTNL, IOC, HPCL and SBI whose performance continues to be fairly good have also become aware of the need to prepare themselves to face the drastic changes expected in their business environment in the near future and have begun taking steps to bring about changes in their functioning. A survey of more than 100 top level managers indicated that a large number of Indian organisations have gone through or about to go through some kind of restructuring.While several Indian organisations have initiated organisational improvement programmes, the results have been mixed. Some organisations like TVS-SUZUKI have achieved remarkable turn-around in their fortunes, some others like Hindustan Photofilms have not at all been able to improve their health. Others like HMT, ITI and SIEMENS are still grappling with issues of turn-around. Some other organisations like SBI, IOC and MTNL who have initiated restructuring exercises only recently may have to wait a while before they can assess the effectiveness of their restructuring and transformation programmes. For Indian organisations to survive and grow in this scenario of globalised competition, achieving greater success in their organisational improvement programmes is very critical.I have often wondered about the degree of success of the many organisational improvement and restructuring programmes being reported every day in the business magazines and the newspapers. Why are some organisations more successful than others in implementing their organisational restructuring and improvement programme, and what factors contribute to this success? are the questions I have been mulling over for some time Over a considerable period of reflection on these questions, I have developed some insight based on my own direct experience of working as an executive and internal change-agent in some organisations and as a management consultant to some more organisations. Reflecting on the cases of Indian organisations reported in the business magazines, I could gain some more insight about the factors contributing to the success of organisational improvement programmes. In the rest of this article, I have presented a synthesis of my learning and insights regarding what goes into making an organisational improvement programme more effective and successful and the factors that need to be kept in mind by the Indian organisation before they embark on an organisational-restructuring programme.

To describe how organizational context and restructuring influenced nurse leaders' use of evidence in decision-making in their management practice. Qualitative descriptive study. Fifteen leaders at executive and front-line manager levels in one organization were interviewed using a semi-structured format. Inductive content analysis generated five main themes: leaders strove to keep relationships that preserve best decision-making ability; and sought the best knowledge to inform their decisions. However, a context of constant change; more scope; less autonomy; and decisional inertia in a sea of change had profound effects on their ability to employ evidence in decision-making. Evidence-informed decision-making is a dynamic social process highly influenced by political instability in work environments. Organizational restructuring creates threats to common decision-making strategies, including information flow, relationships and priority setting. Healthcare restructuring is now a global constant, and there is a need for hospital leaders to understand and mitigate the effect restructuring has on the ability of leaders to engage in evidence-informed decision-making. Strategies are proposed to manage uncertainty and support nurse leaders in their evidence-informed decision-making to deliver quality health services. This research provides an in-depth examination of how evidence-informed decision-making is influenced in the context of instability and uncertainty due to ever-present organizational restructuring.

In recent years, hospitals have radically restructured their operations while significantly downsizing their workforces. To date, little is known about the combined effect of these change processes on organizational functioning. There have been few large‐scale studies investigating how hospitals have performed when both organizational restructuring and downsizing are used concurrently. The research reported here sets out to separate and isolate the independent and combined effect of organizational restructuring and downsizing on hospital performance. In particular, it aims to address the following question: Do hospitals which undergo significant organizational restructuring while maintaining their workforce complement perform any better than hospitals that institute significant restructuring while heavily downsizing, and any better than hospitals which heavily downsize but undertake little or no organizational restructuring? Categorical regression analysis results from a sample of 285 Canadian acute care hospitals suggest that organizational restructuring and downsizing have differential impacts on organizational performance. Hospitals which undertook significant organizational restructuring while heavily downsizing were perceived to perform better than hospitals that heavily downsized but conducted little or no organizational restructuring, but performed worse than hospitals that undertook significant restructuring while maintaining their workforce complement. However, when the method of conducting the change management process was controlled for, these performance differences were reduced or eliminated.

Organizational restructuring is very important especially for firms that operate in a dynamic environment characterized by high competition. Implementation of restructuring strategies should be carried out carefully and with great keenness to ensure that it serves its intended purpose. This study aimed at determining what effects organization restructuring has on performance of commercial banks in Mombasa County. The subvariables included determining the effects of departmentation , HR restructuring, decentralization of processes and mergers and acquisitions on the performance of commercial banks that operate in the County of Mombasa. The reviewed literature on the relevant theories and perceptions brought forth several objectives that guided the research which included that of departmentation, human resource restructuring, decentralization of processes and mergers and acquisitions. With regards to research methodology, the research design adopted by this study was the survey research design and it was instrumental in bringing out structured perceptions of the respondents with regards to organizational restructuring. Collection of primary data was done in all banks located in Mombasa county, using structured questionnaires. Descriptive statistics was used to analyze the data collected and it included findng the mean and standard deviations as well as inferential statistics. The study was expected to contribute knowledge in areas of organization restructuring and organizational performance. The findings from the study established that the banks had adopted various restructuring strategies over the recent past where the organizational restructuring parameters that were adopted to a great extent included departmentalization, humanresource restructuring and decentralization of processes, with mergers and acquisition being adoted to a much lower extent. This research concluded that the commercial banks had adopted organizational restructuring in the recent past by implementing different parameters and that this had resulted in improved performance. From the findings, the researcher recommends the enhancement of communication channels as well as review their existing structures and culture to ensure that it supports the restructuring efforts that are being adopted by the organization.

Purpose This study investigates how integrating advanced digital technologies through organizational restructuring enhances customer-centricity and decision-making processes. The research also explores the resulting improvements in operational efficiency and organizational performance within the competitive manufacturing sector. Design/methodology/approach Adopting a qualitative approach, this study employs a single case study methodology to provide an in-depth analysis of a leading manufacturing company that has effectively integrated advanced digital technologies. This approach allows for a detailed, context-specific examination of the company’s strategic restructuring and its impact on enhancing dynamic capabilities. Findings The study reveals that organizational restructuring, when combined with the integration of advanced digital technologies, significantly enhances a firm’s ability to sense and respond to market changes, seize emerging opportunities and reconfigure resources effectively. This results in improved decision-making processes, customer-centric solutions and strengthened competitiveness. Key technologies such as digital twins, have played a pivotal role in driving these improvements. Research limitations/implications This study is limited by its focus on a single case study within the manufacturing industry, which may constrain the generalizability of the findings to other sectors or regions. Additionally, the integration of advanced digital technologies may encounter varying degrees of employee resistance and cultural challenges, which were not fully explored in this study. Future research should consider comparative studies across multiple industries to validate the findings and address ethical considerations associated with digital transformation and organizational restructuring. Practical implications The case study of Company ABC illustrates the significant benefits of integrating advanced digital technologies with organizational restructuring, resulting in enhanced operational efficiency, customer-centricity and decision-making processes. The findings provide valuable insights for similar organizations in the manufacturing sector, offering a practical roadmap for implementing digital transformation initiatives. Companies considering such transformations can leverage these best practices to achieve competitive advantages, optimize resource allocation and improve overall performance. Social implications Bridging the digital divide and promoting equal access to digital advancements in manufacturing are imperative for a digitally advanced and sustainable future, emphasizing the importance of fair distribution of digital benefits. Originality/value In an era of rapid technological advancement, the intersection of digital transformation and organizational restructuring is crucial for maintaining competitiveness. This study provides valuable insights into how these strategic initiatives can be effectively implemented in the manufacturing industry, offering a roadmap for other firms navigating similar transitions in the digital age. Its originality derived from being based on data from a globally recognized leader in the manufacturing sector.

This study was aimed at investigating the antecedents and predictors of employee quit decision process during organizational restructuring. This was done by examining the nature of relationships between Organizational restructuring, employee dissatisfaction and quit decisions. The literature review revealed that a number of studies have been conducted on the predictors and antecedents of employee quit decisions. However, these studies did not examine any integration between them. The objective of this study was to explore the integrated relationship amongst organizational restructuring, employee quit decisions and dissatisfaction. A sample size of 375 was selected from a total population of 15,017 employees from commercial banks in Kenya. A structured questionnaire with Likert-type statements anchored on a five-point scale ranging from “Not at all (1)” to “To a great extent (5)” was used to collect data. The study employed Pearson's Product Moment Correlation and hierarchical Regression analysis to test the hypotheses. The findings showed a significance relationship between organizational restructuring and employee quit decisions. Further, the findings revealed that the effect of organizational restructuring on employee quit decisions is mediated by employee dissatisfaction.

PurposeThis article sets out to look at how employees who have survived an organisational downsizing and restructuring process adjust to meet the dynamics of the organisation, develop new skills and competencies, and the extent to which they take on new roles in the organisation.Design/methodology/approachCollects accounts from managers, focusing on exploring the skills and competencies that survivors had to develop, and the attitudes they had to embrace in respect of learning and employment. Explores issues relating to the employability of professional employees and their motivation to learning and willingness to participate in learning that was more tacit and non‐formal in nature.FindingsProvides information in respect of learning processes and responsibilities. Highlights the onus on individuals to take responsibility for their own learning needs and initiate training and development needs. Suggests that self‐development skills were of particular importance in making the transition.Research limitations/implicationsGeneralisabilty of the findings is rendered difficult due to the small sample size and lack of access to archival organisational material.Originality/valueAddresses a gap in the extant literature on the skill and competency issues that arise from strategic and structural transformation and change, in particular from the perspective of managerial and professional employees. Identifies the risks involved in making individuals responsible for their own learning.

Clinical nurses at the crux of health care service delivery experienced radical organizational restructuring during the 1990s in Australia. Despite the implications organizational restructuring has for patient care delivery, clinical nurses continue to lack presence in policy decision-making processes. The aim of this paper is to provide an explanation for clinicians' undisputed acceptance of change. This will be performed by examining the process of organizational restructuring across three analytical levels -- the macro, meso and micro; identifying the consequences of restructuring for clinical nurses' performance; and evaluating organizational restructuring using a micro-political theoretical framework. Utilizing Hoyle's (1988) micro-political theory, it would appear that clinical nurses are functioning within a paradigm of maintenance. In order to provide quality patient care, effective resource use and preservation of the status quo are prioritized. Successful change outcomes are dependent on clinical nurses' performance. Whether nurses are politically inactive as a result of poor communication, as a consequence of the structural change environment or because their energy is devoted to achieving a balance between organizational imperatives and their personal commitment to patient care requires further investigation.

Introduction. The development of organizational restructuring has growth rapidly. The research aims to see and find out the development of research trends on organizational restructuring. It also aims to see opportunities for future research on organizational restructuring, particularlyin public research organizations.Data Collection Methods. The paper used a quantitative bibliometric analysis with the Scopus database for the last 10 years from 2013 to 2022. Data Analysis. Bibliometric data analysis uses co-occurrence to visualize keywords, networks, density, and overlays. The visualization results are presented using VOSviewer software with a comprehensive narrative method. Results and Discussion. The finding showed that the organizational restructuring research has been dominated by the private sector. Meanwhile however, in the public sector, it showed that the health sector played a significant role. The United States became the country that has discussed the topic of organizational restructuring most extensively. In addition, based on keywords, there were four visualization clusters: human, organizational change, organizational culture, and health care organization.
 Conclusion. Opportunities show for organizational restructuring research at public research institutions. Other approaches need to be explored instead of using bibliometric analysis.

PurposeAims to review the research literature and legislation on outplacement and re‐employment interventions in Belgium and present results of qualitative research and case studies of companies, regarding interventions during organizational restructuring.Design/methodology/approachComprises a literature review, qualitative (semi‐structured and in‐depth) interviews with workers and experts, and case studies of companies.FindingsThe literature on interventions suggests the importance of “traject‐counselling” for affected workers as a most valuable intervention during organizational restructuring. In‐depth interviews with job‐insecure workers highlight the importance of fair treatment, and especially of interactional justice. Case studies and interviews delineate the components that make re‐employment initiatives successful: outplacement interventions include emotional support, training of skills and individual coaching or guidance. Belgian legislation regarding outplacement and re‐employment initiatives is unique and extensive. Possible weaknesses, however, are the complexity of procedures, the unfamiliarity of the public with the legislation and the lack of legislation at an international level.Research limitations/implicationsThe reported results are based on qualitative research only. In the future, quantitative evaluation studies need to be performed, in order to evaluate the outcomes of re‐employment initiatives and of the implemented legislation.Practical implicationsThe results highlight the need for training of all partners involved in organizational restructuring: workers, managers and outplacement consultants.Originality/valueThis study offers the first integrated account of research results on measures needed to re‐employ workers during (and after) organizational restructuring in Belgium. Various methods (literature review, qualitative interviews and case studies) are used. The results include valuable suggestions for other European countries.

The application of organizational restructuring in enterprise strategic management process The aim of the paper was to present the concept of enterprise organizational restructuring process, its application in strategic management process. There was presented enterprise restructuring, its typology, areas of application in organizations with concentration on organizational restructuring process. The concept of enterprise organizational restructuring process consists of 6 main steps. Those are: identification of need of organizational restructuring, enterprise strategic diagnosis, analysis of external and internal determinants, preparation of organizational restructuring programme, implementation of organizational restructuring programme and control of organizational restructuring programme. The assessment model of organizational restructuring efficiency focuses on three main measurements, that is quality of services or products (qualitative factor), level of costs (quantitative factor) and level of intellectual capital, that is human capital, organisational capital and client capital (qualitative and qualitative factor). Changing environment, its instability, the need of continuous companies’ internal development is a reason for further, more detailed study and research of organizational restructuring, which may be always used as a appropriate response to external or internal crisis situation.

Building on Merton's (1936) classic distinction between intended and unanticipated consequences of purposive action, this paper explores two consequences of organizational restructuring that we argue are unanticipated by managers. At the cognitive level of analysis, we propose that organizational restructuring has the unanticipated consequence of producing cognitive order for top executives. At the environmental level of analysis, organizational restructuring has the unanticipated consequence of contributing to long-term environmental turbulence. Both these unanticipated consequences feed back to promote further organizational restructuring, giving restructuring the character of a self-reinforcing loop. We derive formal propositions from this theoretical framework, discuss issues in testing the propositions, and specify implications for future theory-building and management practice.

Organizational restructuring has become a modern strategy for responding to technological, market and global changes and thus improving the competitiveness of the organisation. Due to technological, global and environmental changes, organisations are forced to change their structure in order to keep up with competitors in the industry. However, changes in the organisation may have dire consequences to employees and also to the organisation as a whole if not implemented properly. The aim of this research was to assess the impact of organisational restructuring in agricultural colleges by focusing on Grootfontein Agricultural Development Institute and to make recommendations to the management of GADI. This research identified the factors that contribute to failure of restructuring and causes of resistance to change by employees. A quantitative research methodology was used to collect data in this study. The total population of 123 respondents was targeted, with 82.9% response rate achieved. A questionnaire instrument with close-ended questions was used to collect data from sample population. This study was significant in that it provided insight on the impact organisational restructuring has on employees and by identifying measures that enable acceptable/appropriate organisational restructuring. The findings of this study reveal 75.5% of the respondents believe that restructuring will improve their working conditions and 64.8 agree that restructuring will not cause instability in the institute. In addition, a high percentage of staff (69.6%) indicated that they are dedicated to work hard to make restructuring successful. However, 61.1% of the staff indicated that there is a lack of adequate internal communication and 52% feeling that the restructuring process is transparent. It was recommended that management improve on communication and to render the process transparent for everyone in the organisation. It was also recommended that leadership should share the vision with the staff if they are to make sure that the strategy meets minimal resistance from employees.

The study sought to investigate the determinants of tax efficiency perceptions by domestic taxpayers in Kenya with emphasis on Nairobi. To increase the amount of revenue, the government has in the recent past introduced excise duty on mobile money transfer, seen VAT bill passed and operationalized with campaigns to encourage Kenyans to pay taxes. The big issue in the study was that Kenya’s tax system was characterized by low efficiency, high collection charges, waste of time for taxpayers and the staff, low amounts of taxes raised and deviation of optimum allocation of resources. The specific objectives for the study were to determine the effect of given factors on tax efficiency such as the digitization of tax records to ensure transparency and credibility of records; implementing integrated tax collection system to credibly consolidate revenues by various Kenya Revenue Authority agencies to ensure proper accounting for taxes raised by the agencies; organizational restructuring by increasing the number of offices and agents of tax collection to make it easy to collect taxes and embracing electronic payment methods to make it easy for taxpayers to make payments. To meet the research objectives, a descriptive research design was used to gather information on the understanding of tax, challenges encountered in paying and collecting taxes and ways of enhancing efficiency. A linear regression model was used together with SPSS software for data analysis giving t-statistic values of 4.527, 3.346, 8.159 and 8.086 for digitization, organization restructuring, electronic methods and integrated system respectively all of which were greater than two meaning that the variables were statistically significant in explaining tax efficiency. The coefficients for digitization, organization restructuring, electronic methods and integrated system were 0.297, 0.204, 0.348 and 0.302 respectively. All of them being positive meant that there was positive relationship between each independent variable and the dependent variable, tax efficiency. The study recommended that Kenya Revenue Authority should educate taxpayers on matters to do with Kenyan tax system; seek to raise more revenue from the informal sector; increase the number of tax collecting offices and agents in some specific areas that have income generating activities; simplify the electronic payment methods and implement an integrated tax system.