Analysis Of Organizational Change Research Articles

A Qualitative Analysis of Organizational Changes That Were Steered by the Results-Based Finance Program in Zimbabwe

The study analyzes qualitatively the organizational changes steered by the Results Based Finance program (RBF) in Zimbabwe using a case study of Marondera and Zvishavane districts. The research findings are based on the key informants’ responses from focus group discussions and in-depth interviews. Some qualitative information was sourced from field observations and institutional RBF reports. It was established that significant organizational changes had been driven since the launch of the RBF program in the Marondera and Zvishavane districts in 2011. The changes were categorically stipulated in the RBF program implementation manual. The responsibilities of executive members at both the district and provincial levels expanded. Some of the changes include the introduction of District Steering Committees (DSCs) and Community Based Organizations (CBOs). Furthermore, Health Centre Committees (HCCs) were engaged in implementing the RBF program. Nevertheless, the organizational changes were not augmented by capacity building and empowerment amongst the CBOs, HCCs, and DSCs. Moreover, there was no adequate material and financial support for the new changes. Thus, there is a need to reinforce the organizational changes of health financing programs through robust capacity building among stakeholders engaged.

The Analysis of Organizational Changes using Structural Equation Modelling with Mediating Readiness to Change in Higher Education

This research study demonstrates that the readiness to change moderates the association between supervisor support and commitment to organizational change. The variable "readiness to change" fulfills this moderating function. The State University in West Sumatra, a prestigious institution of higher education in Indonesia, boasts a faculty comprising 260 committed teaching personnel. The formulation of the questionnaire was grounded upon a predetermined set of criteria. The data analysis process involved utilizing Structural Equation Modelling (SEM) and SmartPLS 3.0 software. The results obtained from using structural equation modeling (SEM) were consistent with recognized metrics such as Cronbach alpha, composite reliability, mean-variance extracted, and evaluation criteria for both measurement and structural models. Furthermore, it also showcased the soundness and reliability of the measurement instruments. The study suggests that the mediating factor of preparation for change plays a role in the association between the provision of high-quality support and the level of commitment towards organizational change. This study contributes to the field of management and organizational leadership by providing insights on how to develop robust change strategies through enhancing employees' readiness for transition. This study makes a valuable contribution to the field of change management by emphasizing the role of readiness to change as a mediating factor in the relationship between supervisor support and organizational change commitment. This research additionally aids organizations in developing grooming and training programs aimed at equipping employees with the necessary skills and knowledge to adapt to change.

The Analysis of Organizational Changes using Structural Equation Modelling with Mediating Readiness to Change in Higher Education

This research study demonstrates that the readiness to change moderates the association between supervisor support and commitment to organizational change. The variable "readiness to change" fulfills this moderating function. The State University in West Sumatra, a prestigious institution of higher education in Indonesia, boasts a faculty comprising 260 committed teaching personnel. The formulation of the questionnaire was grounded upon a predetermined set of criteria. The data analysis process involved utilizing Structural Equation Modelling (SEM) and SmartPLS 3.0 software. The results obtained from using structural equation modeling (SEM) were consistent with recognized metrics such as Cronbach alpha, composite reliability, mean-variance extracted, and evaluation criteria for both measurement and structural models. Furthermore, it also showcased the soundness and reliability of the measurement instruments. The study suggests that the mediating factor of preparation for change plays a role in the association between the provision of high-quality support and the level of commitment towards organizational change. This study contributes to the field of management and organizational leadership by providing insights on how to develop robust change strategies through enhancing employees' readiness for transition. This study makes a valuable contribution to the field of change management by emphasizing the role of readiness to change as a mediating factor in the relationship between supervisor support and organizational change commitment. This research additionally aids organizations in developing grooming and training programs aimed at equipping employees with the necessary skills and knowledge to adapt to change.

The Analysis of Organizational Changes using Structural Equation Modelling with Mediating Readiness to Change in Higher Education

This research study demonstrates that the readiness to change moderates the association between supervisor support and commitment to organizational change. The variable "readiness to change" fulfills this moderating function. The State University in West Sumatra, a prestigious institution of higher education in Indonesia, boasts a faculty comprising 260 committed teaching personnel. The formulation of the questionnaire was grounded upon a predetermined set of criteria. The data analysis process involved utilizing Structural Equation Modelling (SEM) and SmartPLS 3.0 software. The results obtained from using structural equation modeling (SEM) were consistent with recognized metrics such as Cronbach alpha, composite reliability, mean-variance extracted, and evaluation criteria for both measurement and structural models. Furthermore, it also showcased the soundness and reliability of the measurement instruments. The study suggests that the mediating factor of preparation for change plays a role in the association between the provision of high-quality support and the level of commitment towards organizational change. This study contributes to the field of management and organizational leadership by providing insights on how to develop robust change strategies through enhancing employees' readiness for transition. This study makes a valuable contribution to the field of change management by emphasizing the role of readiness to change as a mediating factor in the relationship between supervisor support and organizational change commitment. This research additionally aids organizations in developing grooming and training programs aimed at equipping employees with the necessary skills and knowledge to adapt to change.

Modeling sensitivity indices of industrial enterprise organizational change

Evaluation of sensitivity of commercial enterprises to organizational changes should be made in terms of short-term planning for which it is important to ensure the financial results, as well as in terms of long-term planning, which is important for non-monetary indicators of development effectiveness. To solve this problem, the paper is designed model sensitivity Descriptive indicators of industrial enterprises to organizational changes, reflecting monetary and non-monetary effects of organizational change. The authors determined that the proposed model allows for the analysis of organizational change with regard to their impact on monetary and non-monetary efficiency. This paper contributes to the theory and practice at the border to ensure a balance between short-term and long-term development of industrial enterprises. Convincingly demonstrated the possibility of using research results in practice.

Analysis of Organizational Change from Public Cultural Arts Center to Cultural Foundation: Focusing on Uijeongbu Cultural Foundation

최근 지자체별로 지역 문예회관과 문화재단의 설립이 증가하고 있다. 그러나 조직 차이에 대한충분한 논의가 이루어지지 않아 지역 문화예술조직의 효율적 운영에 한계를 드러내고 있다. 이에본고는 문예회관에서 문화재단으로 변화한 의정부예술의전당(현 의정부문화재단)을 대상으로관계자 인터뷰를 통해 문예회관과 문화재단 조직의 차이를 분석하고자 했다. 조직의 구조 분석을위해서 H. Mintzberg의 조직성장경로이론을 이용하였으며, 변화단계별로 조직의 복잡성, 공식화, 집권화 등의 요인을 진단하였다. 분석 결과 문예회관 조직은 기계적 관료제 구조와 전문적 관료제구조가 혼합된 형태를 띠었으며, 문화재단이 되면서 전문적 관료제 구조에 애드호크러시 구조가결합된 형태로 변화했다. 이것이 의미하는 바는 다음과 같다. 첫째, 문예회관에서 문화재단으로변화하면서 핵심운영층 뿐만 아니라 지원관리부문이 주요 부문으로 드러난다. 둘째, 문화재단은문예회관 조직에 비해 높은 복잡성, 낮은 공식화, 선택적 분권화의 구조적 특징을 지닌다. 셋째, 문화재단의 외부 환경은 더욱 복잡하고 동태적인 양상을 띤다. 이 연구는 지역 문화정책의 성격및 지역의 상황 요인에 따라 바람직한 문화예술기관의 조직구조를 설계하는데 기여할 수 있다는시사점을 갖는다.

Communication of Organizations in Organizations Change’s Phenomenon in Research and Development Institution

When the change has become a necessity for organizational life and it is important to increase the productivity and role of research institutions, it must be done. Change as a necessity needs to be pursued and carried out with a mature strategy to be able to minimize resistance and material and immaterial costs. The immaterial aspect that plays a very important role and as a key is an organizational communication that needs to be prepared as a strategy that can have an extraordinary influence on the success of the organizational change. But what about when these changes are not optimally communicated? The purpose of this study is to examine the dynamics of the phenomenon of organizational communication dynamics in a research institution that carries out organizational change. This research has benefits because it can provide a critical picture and analysis of organizational change in terms of organizational communication dynamics in research institutions. This research method uses a qualitative phenomenological approach to capture the image meaning of a series of events in the process of organizational change in research institutions from the aspect of organizational communication. The phenomenon of organizational change began with various rejections from various levels of employees both researchers and non-researchers who demanded openness and certainty and maintain the honor of the institution as a research institution. The demand for information disclosure is a reflection of the inability of the organization's management to communicate the planned change strategy to cause resistance to the process.

Using Integrated Logic Models to Build Equity in Students’ Pathways and Systemic Change

ABSTRACT This article reports on a multiple-case study of how six educational alliances developed Integrated Logic Models, a new tool that integrates components of multiple programs into a single logic model template to link equity research, practice, and evaluation. These alliances used three related strategies: choosing theories and research that point to activities for advancing student-level and systemic equity; linking research-based activities to outcomes across programs; and merging student-level longitudinal data across programs. This article describes the six alliances, the benefits and challenges they experienced using Integrated Logic Models, and the results of a pattern-matching analysis of organizational change as alliances developed their Integrated Logic Models. Our discussion links our findings to evolving debates about capital, alienation/belonging, and challenge; an emerging shared language; and implications for research, practice, and evaluation. These highlight communities’ cultural resources, especially those of immigrant, low-income, and first-generation students and families, for equity in college and career pathways and for systemic change and adaptation.

Tempering Quenching on Low-Alloy Structural Steel at Different Temperature Changes and Performance Analysis

15CDV6 aviation and space industry development of high toughness and high-strength low-alloy structural steel. Aviation, space structures under different temperature tempering, quenching oil is typically used to meet different performance requirements. But there is no systematic study of the different oil quenching and tempering of steel microstructure and mechanical properties change, the purpose of quenching and tempering effect of microstructure on mechanical properties and analysis of organizational change, analysis of the different temperature of the steel, steels and heat treatment process of evaluation studies.

Creating knowledge and enhancing change in organisations. The contribution of authorship and expansive learning in a case study

Abstract This article illustrates a comprehensive analysis of organisational change in an intervention carried out in a multinational engineering company. Starting from the initial top management request to explore the employee dissatisfaction, a participatory and formative intervention is designed, based on the notion of authorship and on the expansive learning approach. Using participative qualitative methods, like questionnaires and focus groups, the initial management request, enriched and reformulated, leads to generate expansive learning. The top management and all the employees (about 200 people) are actively involved in identifying new knowledge about their organisational reality and new forms of practices (159 different ideas are proposed during the focus groups). The process carried out represents an opportunity for reflexivity, creativity and dialogue. It leads to shape a shared object and a common goal between the top management and the employees: to devise a new management method for the company.

The Evolution of Organizational Diversity in Banking: Savings Banks’ Consolidation and Sector Coordination in France and Italy, 1980–2012

Savings banks were a key component of the banking industry in Western European countries in the early 1980s – a distinct, not-for-profit form of banking organizations existing alongside joint-stock banks. After 1980, three decades of banking consolidation and pro-market regulatory reforms were widely expected to make savings banks disappear. Yet, in some countries at least, savings banks have survived, as persistently distinct organizational forms. Moreover, in countries as similar as France and Italy, organizational diversity as epitomized by the survival of savings banks has taken two apparently diverse routes. To solve this double puzzle, this article builds on the “new organizational synthesis” in organizational theory and on the comparative neo-institutional literature, and draws on a comparative case study analysis of savings banks consolidation in France and Italy, from 1980 to 2012. The study contributes to the literature on the co-evolution of institutions and organizations by focusing on meso-level coordination and fully incorporating the relevance of state actors and policies in the analysis of organizational change.

El cambio organizacional : un proceso estratégico de adopción y adaptación

Social agents (people, groups, organizations, societies) are exposed to the environment that surrounds them. The agent´s daily activities are influenced by multiple externalities that, in some way, complement and modify their behavior. This article focuses in the analysis of organizational change and the way of how organizations must be face the change in order to assimilate it in a proper manner. Organizational change could be understood as a constant and multi perspective strategic process of adoption and adaptation and, in this sense, the assimilation of change relies on how organizations manage these two processes (adoption and adaptation). The conceptualization of change as a constant process implies that organizations continuously face it, and as a consequence, organizations need to understand the nature of this process in order to face it properly. The process approach allows to study the causes and consequences of organizational change without separate it from its constituent elements, in other words, the process approach allows to study an event as a whole without separate it from its relations with other elements.

The Organizational Internal Environment as an Effective Factor for

AbstractBackground and AimThe internal environment of any organization is an effective factor on change management. Thereare many effective factors which should be determined and utilized for change management in anyorganization including nursing and midwifery schools. So, this study aimed to exploreorganizational internal environment of nursing and midwifery schools and it's effect on changemanagement.Materials and methodsThis study was the qualitative part of a mixed exploratory study. The participants were recruited bypurposeful sampling method from the managers of Tehran schools of nursing and midwifery. Datawere gathered by semi-structured interviews andconventional content analysis was used for dataanalysis.FindingsTotally, 171 conceptual codes were extracted which were categorized in 3 themes includingchanging process, internal organizational environment and external organizational environment.Internal organizational environment had 10 subcategories in 3 main categories includingmanagerial-, organizational- and individual-factorsConclusion:The concept of change management is a complicate procedure which is influenced bymanagerial-, organizational- and individual-factors. Faculty members, manager's duties, education,attitude and other factors should be considered for change management in schools of nursing andmidwifery.Keywords:Change management, Change, Nursing school.*Corresponding Author: Alice Khachian, Ph.D student of nursing, School of Nursing & Midwifery,Shahid Beheshti University of Medical SciencesE-mail : dr.houmanmanoochehri@gmail.com-Sange P (2007). A Fifth Discipline Resource: Dance of Change. Translated by Akbari H Soltani M. Tehran. AryanaIndustrial & Research Group. (Persian)-Andrew J Cameron H Harris M (2008). All Change? Managers’ experience of organizational change in theory andpractice. Journal of Organizational Change Management. 21 (3) 300-314.-Bianco A Schermerhorn J J(2006). Self-regulation, strategic leadership and paradox in organizational change. Journalof Organizational Change Management. 19(4)457-470.-Boswell C Cannon SH (2007). Introduction to Nursing Research: Incorporating Evidence-Based Practice. 2nd edition.Boston, Jones and Bartlett Publisher.-Gatto RP (2000). The Smart Manager's F.A.Q. guide: A Survival Handbook for Today's Workplace. San Francisco,Jossey- Bass.-Hsieh H Shannon SE (2005). Three approaches to qualitative content analysis. Qualitative Health Research. 15(9)1277-88.-Johansson C, Heide M (2008). Speaking of Change: Three Communication Approaches in Studies of OrganizationalChange. Corporate Communications: An International Journal. 13(3) 288-305.-Kordrostami M Aghakhani E (2006) [Change Management and Organizational Development]. Tehran, Darsi booksPublication. (Persian).-LoBiondo–Wood G, Haber J (2002) Nursing Research: Methods, Critical Appraisal and Utilization.6th Edition. USA,Mosby.-McCormick D (2007) Dramaturgical analysis of Organizational Change and Conflict. Journal of OrganizationalChange Management. 20(5)685-699.-David R (2009). [Strategic Management]. Translated by parsayan A, Aarabi M. Iran cultural Studies (Persian).-Reed J Vakola M (2006). What role can a training needs analysis play in organizational change. Journal ofOrganizational Change Management. 19 (3) 393-407.- Sadeghi D (2011). Alignment of organizational change strategies and its relationship with increasing organizations'performance. Procedia Social and Behavioral Sciences 20,1099-1107.-Saka A (2003). Internal Change Agents' View of the Management of Change Problem. Journal of OrganizationalChange Management. 16 (5) 480-496.-Salsali M Parvizi S Adib Hajbagheri M(2004). [Qualitative Research Methods]; 1st edition, Tehran BoshraPublications. (Persian).-Streubert Speziale HJ, Carpenter Rinaldi D(2007). Qualitative Research in Nursing, Advancing the HumanisticImperative. 4th edition. Philadelphia, Lippincott-Williams &Wilkins.-Van Dijk R Van Dick R (2009).Navigating Organizational Change: Change Leaders, Employee Resistance and Work-Based Identities. Journal of Change Management. 9(2)143-63.

Usage of technology enhanced learning tools and organizational change perception

This paper presents an analysis of organizational changes perceived by the employees in the organizations where Technology Enhanced Learning was facilitated by tools such as wiki, (we)blog, the Internet forum and the social network, practice often considered as Elearning 2.0. Our research focuses on the technologically advanced organizations, leaders in the CT and IS adoption. We specifically observe the perception of influence on the organizational structure, organizational culture and the knowledge management processes in the organization. Our findings are that the TEL tools are perceived to have a noteworthy impact on the organizational change in the three mentioned areas, and that the perception of change significantly differs in dependence on whether the employees are regular or are not regular users of organizational structure and knowledge management processes.

Integrating CSR Initiatives in Business: An Organizing Framework

Integrating corporate social responsibility (CSR) initiatives in business is one of the great challenges facing firms today. Societal stakeholders require much more from the firm than pursuing profitability and growth. But these societal stakeholders often simply assume that increased societal expectations can easily be accommodated within efficiently run business operations, without much attention devoted to process issues. We build upon the core–periphery thesis to explore potential avenues for firms to add recurring CSR initiatives to their existing business practices. Based on Siggelkow’s (Admin Sci Quart 47:125–159, 2002) analysis of organizational change, we conceptualize seven major patterns of CSR initiative adoption. We develop a new organizing framework showing how a firm can integrate CSR initiatives in business. Within the new framework, each of the seven patterns represents an idiosyncratic path through which recurring CSR initiatives can be included as practices into conventional operations. We also explore the nature of the resulting internal fit between recurring CSR initiatives and business practices.

Légitimités asymétriques et hybridations organisationnelles face à l'importation de pratiques étrangères : le secteur de l'eau en Allemagne

In reunified Germany, municipalities and professional associations have reacted differently to the arrival of foreign private operators in the water sector, the management of which has traditionally been public and local. This fact leads us to reconsider the analysis of organizational changes offered by the new sociological institutionalism and public policy transfer. Indeed, these do not sufficiently take account of policy dynamics that call into question or hamper the adoption of exogenous models. The conflicts over legitimacy and organizational compromises to which partial privatization of the water sector in Germany has given rise demonstrate both the degree to which ways of importing (or not) a foreign-origin system depend on local issues and interests and the fact that, far from going without saying, the institutionalization of an organizational change by means of transfer varies according to the configurations of the actors concerned. ■

Momentum or Deceleration? Theoretical and Methodological Reflections on the Analysis of Organizational Change

Research on organizational change has consistently shown that prior change increases the probability of further change, which supports the view that repetitive momentum governs change processes. We challenge this consensus, offering theoretical arguments for the opposite: Change propensity decreases as changes accumulate. We argue that unobserved heterogeneity in the inherent change propensity of organizations has biased prior results. Analyses of three data sets yielded positive effects of prior change on further change when we used the methodology of earlier studies. However, fixed-effects models that control for heterogeneity yielded negative effects. We conclude that deceleration, not repetitive momentum, governs change processes.

The combined use of quality management programs and work teams

PurposeThe main goal of the work presented here is the study and comparative analysis of the changes that take place in the structure of organizations when managers decide to establish work teams in the context of quality management. It can be observed that team characteristics change and adapt to evolving management programs.Design/methodology/approachThe authors selected a qualitative research method, in particular the case study methodology. The comparative analysis of organizational changes was analyzed in three different business units that had implanted advanced quality management programs using work teams.FindingsThere is a relationship between the quality management approach and the degree of integration of the teams into the organizational structure; when the quality approach is an advanced TQM approach, teams are more integrated into the organizational structure. Results show that a reduction of hierarchical levels in the organizational structures favors the integration of work teams and vice versa. It also facilitates effective development of the teams.Practical implicationsAs a result of the findings, supervision should be reduced and a great deal of autonomy and resources should be assigned to teams. In any case, the existence of linkage positions (a leader or facilitator that forms a part of the team) makes the required supervision easier and more flexible.Originality/valueThe paper shows that significant organizational changes requiring different uses of design variables can be obtained with the simultaneous establishment of TQM programs and work teams. The paper is relevant to managers attempting to use teams as an effective asset for obtaining the competitive advantage of their firms.

An Analysis of Organisational Change within the Australian Federal Police since its Inception

An Analysis of Organisational Change within the Australian Federal Police since its Inception

Three Management Challenges in Performance Improvement in Human Services Agencies: A Case Study

Continuing cuts in government funding and intense pressure for accountability have promoted a considerable interest in performance improvement among nonprofit human services agencies. These human services agencies are struggling to balance the increasing demand for accountability against financial uncertainty, but this complex requirement often leaves them consistent performance challenges. This article argues that human services agencies are suffering from the three preeminent management challenges—value conflict, micromanagement, and low employee motivation. An analysis of organizational change in a community mental health center in Georgia demonstrates that these management challenges, while not the only ones facing human services agencies, represent significant threats to performance improvement. Given ever-rising performance expectations and the uncertainty of government funding streams, cutback management may be a viable strategic choice for human services agencies.