Organizational Culture Change Research Articles

Relationship between Digital Leadership and Organizational Culture: Role of Digital Literacy

This study investigates the influence of digital literacy on leadership styles embraced by organizational leaders and its subsequent impact on organizational culture. The objective is to provide insights that can guide strategic decision-making and leadership development initiatives in the digital age. The research focuses on exploring the relationship between Digital Leadership and Organizational Cultural Changes, with a specific emphasis on the role of Digital Literacy. Primarily quantitative, the research relies on primary data for its insights. A meticulously designed questionnaire is administered to collect the necessary data. The results indicate that a Banking and Financial Services (BFS) manager, aged 31 to 40 years, earning a monthly income between INR 50,001 to INR 1,00,000, regardless of gender, marital status, and education, demonstrates a higher level of perceptions of digital leadership. Conversely, a BFS employee aged above 50 years, earning a monthly income up to INR 30,000, irrespective of gender, marital status, and education, exhibits a lower level of perceptions of digital leadership. Moderation analysis outcomes reveal that the primary connection between perceptions of digital leadership and organizational culture is significant. However, the moderation effect of digital literacy in the relationship between perceptions of digital leadership and perceptions of organizational culture is deemed insignificant. These findings contribute valuable insights for organizational decision-makers seeking to understand the intricate dynamics of digital leadership and its impact on shaping organizational culture in the contemporary business landscape.

Environmental management systems in Greek ports: A transformation tool?

Environmental Management Systems in ports represent an effort to combine high-quality port services and strong environmental performance with modern management strategies and street-level implementation. The broader use of EMS indicates a shift towards more sustainable port organization, operation and development, but also a trend to optimize objectives, means and procedures through a consistent, well-organized and result-oriented effort. This research paper delves into EMS as transformative tools, with a particular focus on their implementation and impact within Greek ports. Our findings suggest that EMS are powerful tools. They have the capacity to set strategic decisions into motion, establish concrete and measurable targets, introduce new processes and procedures, reorganize existing structures or create new ones, mobilize resources effectively, and generate tangible outputs and effects. Concurrently, EMS may have significant externalities by catalyzing changes in port strategy, governance, structure, or organizational culture. EMS reflect a heightened environmental ambition and engagement on the part of port authorities and serve as catalysts for the environmental mainstreaming and sustainability efforts within the port industry. Nonetheless, it is important to acknowledge that EMS implementation does have certain limits and limitations that should be taken into account when striving for better environmental performance or sustainable port development.

Communication, Cognition and Competency Development in Healthcare: A Model for Integrating Cognitive Ethnography and Communication Skills Training in Clinical Interventions.

The aim of this study was to conduct and evaluate the Blended Learning communication skills training program. The key objective was to investigate (i) how clinical intervention studies can be designed to include cognitive, organizational, and interactive processes, and (ii) how researchers and practitioners could work with integrated methods to support the desired change. The method combined design and implementation of a 12-week Blended Learning communication skills training program based on the Calgary-Cambridge Guide. The training was implemented in a patient clinic at a Danish university hospital and targeted all healthcare professionals at the clinic. Cognitive ethnography was used to document and evaluate healthcare professionals' implementation and individual competency development, and support the design of in-situ simulation training scenarios. Thirteen participants completed the program. The synergy within the teams, as well as the opportunities for participants to coordinate, share, discuss, and reflect on the received knowledge with a colleague or on-site researcher, affected learning positively. The knowledge transfer process was affected by negative feedback loops, such as time shortages, issues with concept development and transfer, disjuncture between the expectations of participants and instructors of the overall course structure, as well as participant insecurity and a gradual loss of motivation and compliance. We propose a novel 3-step model for clinical interventions based on our findings and literature review. This model will effectively support the implementation of educational interventions in health care by narrowing the theory-practice gap. It will also stimulate desired change in individual behavior and organizational culture over time. Furthermore, it will work for the benefit of the clinic and may be more suitable for the implementation of communication projects than, for example, randomized setups.

Deciphering Artificial Intelligence’s Impact on the Evolution and Transformation of Organizational Culture

Artificial Intelligence (AI) is a unique set of technologies that gain a profound position in the business economy. It is a promising tool that has brought massive disruptions worldwide. AI transfiguring almost every industry has today made organizations reshape their business culture. As traditional companies have struggled to tap its potential, many organizations still lack awareness regarding its expediency and usage. Therefore, to bridge this gap, this innate chapter jeer into the instrumental role of AI in assisting business culture. Given its key features and benefits, this chapter presents interesting literature on AI managing organizational cultural change. It suggests building a conducive digital culture. Furthermore, this view underlines the key AI approaches, fundamentally enabling the readers to reassess AI’s effectiveness. Altogether, it makes researchers, professionals, and organizations benefit from the role of AI and OC.

Culture Change: The Nexus of Leadership, Organisational Development Models, and Coaching Cultures in Healthcare

The COVID-19 pandemic has ushered in an era of unparalleled challenges for healthcare systems worldwide. As hospitals and healthcare organizations shoulder the immense responsibility of delivering critical care to patients, they have grappled with an array of dynamic and intricate cultural challenges that have emerged during the pandemic and continue to shape the healthcare landscape in the U.S. This paper embarks on a vital exploration into the multifaceted realm of organizational cultural change within the context of healthcare institutions. By delving into the intricacies of cultural transformation during and after the pandemic, this research inquiry, grounded in a comprehensive review of research theories and the latest literature, not only seeks to provide a deeper understanding of the evolving dynamics within healthcare organizations but also offers a novel perspective on the navigation of these complexities. The importance of this research lies in its ability to shed light on the profound shifts in workplace dynamics and priorities brought about by COVID-19, thereby contributing valuable insights that can guide healthcare leaders and practitioners in adapting to this new reality and fostering resilient healthcare systems for the future.

PROGRAM PENGUATAN BUDAYA ORGANISASI ISLAMI PADA UNIT KEGIATAN MAHASISWA (UKM) PRAMUKA UNIVERSITAS MUHAMMADIYAH SURAKARTA

Organizational culture is a tool to unite various traits and characters in an organization which will become the identity of the organization. Organizational culture is very important to implement in an organization, both for employees and students. Various studies show that change management and organizational culture play an important role in creating good employee performance in an organization. This must be applied to organizations to support the smooth running and development of the organization, not only organizations and employees but also student organizations. The community service program through the capacity strengthening program (PPK) scheme is carried out with the "brainstorming" stage, opening insights and developing knowledge about organizational culture. With this community service program, students gain knowledge and practice regarding organizational culture and are able to implement the knowledge gained into student activity units (UKM).

Enhancing quality assurance in continuing education through an organisational cultural change

Enhancing quality assurance in continuing education through an organisational cultural change

The Influence of Organizational Culture and Change Management on Company Performance Through Competitive Advantage at PT. Sarana Abadi Makmur Bersama

This research aims to determine the influence of organizational culture and change management through competitive advantage on company performance at PT. Sarana Abadi Makmur Bersama. The research was carried out using a quantitative approach. The population is 435 employees with a sample of 87 respondents. The data collection technique uses a questionnaire which will be distributed to respondents by random sampling. Data analysis techniques use descriptive analysis, path analysis, regression analysis, and the Sobel test. The conclusion of the research is that competitive advantage is able to mediate organizational culture and change management on company performance at PT. Sarana Abadi Makmur Bersama. The main findings based on statistical results show that the greatest influence is from direct influence, namely: the change management variable with a beta value of 0.395 then organizational culture with a beta value of 0.297. The suggestion for companies is to focus more on improving change management and organizational culture which will make a greater contribution to improving company performance and increasing the company's competitive advantage.

Ордерный тренинг как метод управления сформированными субордерами организационной культуры (программа «Касталия»)

Introduction. The organizational and cultural approach to the management of modern organizations remains a priority in the context of an increasing variety of management technologies. Theoretical analysis. The theoretical basis for understanding the phenomenon of organizational culture and socio-psychological training as a method of managing it is the order approach to the socio-psychological study and change of organizational culture. In the order approach organizational culture is considered as a complex socio-psychological order of organizational and managerial interactions, constituted and regulated by subsystems of ethical meanings of participants in interaction. Empirical Analysis. The analysis is based on the material of the training case. Conclusion. The socio-psychological mechanism underlying the training method of managing the suborders of organizational culture is a step-by-step recoding of the ethical and semantic code of culture, taking into account at the same time the features of the existing culture of the organization and the actual management task.

Impact of organizational positive and negative culture on employee performance

Purpose The purpose of this study is to evaluate the effect of both positive and negative corporate cultures on employee performance in Saudi Arabia, in the presence of performance reviews and factors leading to positive work culture, in an environment that underwent serious modification with COVID-19. The changing work methods (online, remote, etc.) have left their mark necessitating revisiting the needs and capabilities of employees in the work environment. Design/methodology/approach This quantitative study uses primary data from small and medium-sized enterprises (SMEs), non-profit organizations, and transnational organizations, in their transient role and influence on organizational culture change. The data set includes 311 usable responses from 50 randomly selected organizations and is analysed using structural equation modelling to test the proposed model. Findings A healthy corporate culture serves as the basis for increased employee performance in the workplace. The three independent variables, availability of negative culture, availability of positive culture and employee perceived performance, have a positive impact on the dependent variable employee perceived effectiveness of performance reviews; however, factors leading to the development of a positive organizational has a negative influence. Research limitations/implications This study faced a limitation with the potential similarity of responses due to the large number of same-background respondents (engineers). However, the results are indicative of a trend. Moreover, the responses did not allow for cross comparison between responding organizational types (SMEs, non-governmental organizations and multinational corporations) as was planned. Practical implications Managers should motivate their respective employees, through ensuring the diffusion and sustainability of the right culture work environment. This should allow their teams to complete tasks with little or no supervision. Moreover, as the Saudi economy is gearing up for global competitiveness, this performance culture becomes a key for the success of the strategic plans, thus the high importance of the positive culture at work today. Social implications Understanding the importance of positive and negative culture at the managerial level would affect the relationship with employees and improve work environment and job satisfaction. Originality/value This study pinpoints the need to revisit a dimming topic, proving that with the end of the COVID-19 pandemic, managers need to go back to square one. The introduction of the many novel work systems, online, remote work, etc. have changed the work setting and environment. This is requiring a new look at the employees’ perceptions on factors influencing corporate culture and performance.

Managing the change of prescriptivism in Hungary: adopting the models of change management to L1 education

Abstract The paper studies the possible role of change management, a well-known term and often used action in the public administration and corporate sector, in supporting the institutional shaping of positive language attitudes towards regional dialects. The theoretical study is based on the presupposition that the application of the sociolinguistic viewpoint in L1 education in Hungary can be understood as a process of change in organizational and corporate culture. The study aims to point out how the lessons of change management can help move the standard-based viewpoint and subtractive practice in mother tongue education more effectively towards a sociolinguistic and additive approach. Besides these viewpoints, the existing regulations and teaching practices regarding language variability in present-day Hungary are also summarized in the paper briefly. The second part presents the change management theory and its two famous models, and discusses what can be learned from them concerning the field of (educational) linguistics.

Communities of practice for implementing methods to reduce involuntary care in intellectual disability care: Insights from tacit and experiential knowledge exchange

ABSTRACT Background Intellectual disability organisations in the Netherlands are seeking to improve clients’ quality of care by implementing methods that reduce involuntary care. This study described insights gained from sharing tacit and experiential implementation knowledge in Communities of Practice (CoP). Method In a participatory research, managers, policymakers, experts-by-experience, support staff, and researchers participated in two CoP. Transcripts of the first meetings, focusing on tacit implementation knowledge and experiences in intellectual disability care, were analysed qualitatively. Results Six themes and nine subthemes were found. One related to implementing methods in line with the Care and Coercion Act. Other themes were the quality of care dilemma, implementation determinants, organisational context, change in organisational culture, and implementation plans and strategies. Discussions Findings reveal insights regarding the impact of implementing methods that reduce involuntary care on care professionals, management, and organisations. Through thinking together, CoP participants collectively learned about implementing methods in intellectual disability care.

Pengaruh Manajemen Perubahan, Budaya Organisasi, dan Manajemen SDM terhadap Kinerja Perusahaan pada PT Recapital Asset Management

All organizations face a dynamic and changing environment. The demands of being a competitive organization mean that companies must respond more quickly to customer needs, and this can change over time. It can be said that the external environment of an organization tends to be the force that drives change. On the other hand, organizations internally feel the need for change, thus every organization will face the choice between changing or dying, suppressed by the forces of change. This research aims to determine the effect of change management on company performance, determine the effect of organizational culture on performance, to determine the effect of human resource management on company performance, and together to determine the effect of change management, organizational culture and resource management. Human Resources on Company Performance. This research uses quantitative methods and uses several theories as indicators. This research took data from the population of all PT Recapital Asset Management employees who were the object of the research, by distributing questionnaires. The results of this research show that there is an effect between management changes on company performance which can be determined by management change indicators at 18.4%, while company performance is still determined by other factors at 81.6%. Meanwhile, the strength of the relationship between the two is positive but at a low or weak level. There is an effect between organizational culture on company performance which can be determined by organizational culture indicators at 43.2%, while company performance is still determined by other factors at 56.8%, meanwhile the strength of the relationship between the two is positive but at a moderate level. There is an effect between HR management on company performance which can be determined by HR management indicators at 20.9%, while company performance is still determined by other factors at 79.1%, while the strength of the relationship between the two is positive but at a low or weak level. There is an effect between management changes, organizational culture, HR management together on company performance of 44.3%, while company performance is still determined by other factors at 55.7%. The strength of the relationship between the two is positive but at a moderate level.

STRATEGIC COMPETENCE AS A DETERMINANT OF PROFESSIONAL COMPETENCE OF A FUTURE SPECIALIST

The article analyses the research and trends in various literary sources with the aim of identifying new theoretical concepts regarding the essence of strategic competence, with the help of which we can better understand the requirements for strategic competence of specialists to improve the professional training of future specialists. It has been established that the phenomenon of “strategic competence” is a complex and multidimensional phenomenon, so defining the essence of this phenomenon primarily involves clarifying the content of such a related concept as “competence”, on the basis of which it is possible to reveal the essence of the concept of “strategic competence” of a person. Competence in the study is considered as an integrative personal formation that combines the acquired knowledge, skills, abilities, experience and personal characteristics that determine the desire, ability and willingness to solve problems and tasks that arise in real life and professional situations. The analysis of the scientific literature has shown that there is a difficulty in defining strategic competence, as it can refer to both the ability to perform tasks and the way people should behave to fulfil their role. Based on the analysis of the structure of professional competence, we conclude that strategic competence is one of its important structural components. Strategic competence exists as part of the professional competence of a specialist of any profile, and should be used when there is a need to find solutions to real or foreseeable problems in professional activities. It is established that it is advisable to distinguish strategic competence as a separate component of professional competence. It is proved that strategic competence is closely related to higher education and the necessary requirements for graduates of higher education institutions. In the course of the analysis, it is found out that the content of the standards of higher education of Ukraine of the first (bachelor’s) level of higher education in various specialties takes into account the need to form strategic competence in future specialists. It is determined that a high level of formation of a specialist’s strategic competence ensures the choice of an effective model of professional behaviour that should meet the conditions of professional activity; planning and development by a specialist of measures to adapt to the conditions of professional activity, including changes in organizational culture; determination of the overall goal of professional activity; implementation of planned actions and operations; implementation of the planned strategy, etc. It is concluded that strategic competence is one of the components of professional competence, which provides solutions to real or foreseeable problems; this high level of formation of the strategic competence of a specialist ensures the choice of an effective model of professional behaviour that should meet the conditions of professional activity; planning and development by a specialist of measures to adapt to the conditions of professional activity, including changes in organizational culture; determination of the overall goal of professional activity; performance of planned actions and operations; implementation of the planned strategy, etc. The conducted research emphasizes the relevance of this issue in today’s conditions and provides prospects for further work on disclosing the essence and structure of the strategic competence of the head of a preschool education institution.

Lean Management in an IVF Laboratory

The early spread of Lean started in the auto industry. Toyota gained knowledge from others and developed its own management system by employing and inventing methods that fit its needs and situation. It developed the Toyota Production System, called “LEAN”. In healthcare, Lean transformation is a process of changing old mindsets and organizational cultures. It is a long-term process that takes time and effort from the whole organization. Lean management is not to solve major problems of the organization, it is about hundreds or thousands of small problems that occur in the system every day. We have to learn together, think together, and start taking action to improve every day, and continue doing so as long as we can. The ultimate goal of Lean is to provide products/services at a lower cost and higher quality, to increase the value of our products/services to our customers. IVF demand has been increasing worldwide, yet competition has been fiercer. The IVF cost has been increasing. Lean management in IVF laboratories that aims to improve IVF lab procedure flow, reducing risks/errors, adding value to IVF lab services. As the IVF business has developed very fast, IVF staff shortages are a big issue. Overworked conditions in IVF laboratories can harm procedure quality, patient safety, service quality and lead to losing staff and patients. Lean management can help us to improve the lab flow and efficiency and reduce the pressure of staff shortages. By improving efficiency, reducing errors, and adding value to the service, it will accumulatively provide a better-quality service with less costs. The presentation describes how our system in Vietnam approached and applied Lean management in IVF laboratories to reduce waste, improve laboratory quality with staff involvement and satisfaction.

Who wants to be a teaching innovator?

Innovative teaching is a common goal in Australasian university strategic documents. However, innovative teaching requires innovative teachers, yet our study of science, health and engineering staff at a Victorian university found many teaching academics did not identify as innovative, even when reflecting on their 2020-21 pandemic teaching experiences, and even though they demonstrated as much innovation at that time as their peers who did consider themselves to be innovators. This concise paper investigates reasons why teaching academics may be reticent to call themselves innovators, finding tentative support for three hypotheses: that there may be differences in how innovation is understood that are discipline-specific; that there may be social stigma associated with innovation that can be overcome via a change in organisational culture; and that some academics may associate innovation with negative connotations or experiences. We conclude with practical recommendations for building a culture of innovation in learning and teaching.

The impact of an innovators group on the development of a culture of innovation in the use of educational technologies

Realising the full potential for educational technologies to improve the student experience is a challenge for higher education institutions. Although academic resistance is often blamed for poor dissemination of teaching technologies, recent literature has more satisfactorily framed the issue in terms of intransigent organisational culture. Features of higher education organisational culture that are conducive to innovation include senior executive support, freedom to experiment and permission to fail and interdisciplinary and cross-institutional engagement. One approach to changing organisational culture is to establish new organisational structures embodying positive traits. This study qualitatively evaluated a technology in teaching innovators group established in 2018 in a science, health and engineering faculty of an Australian university; it provides evidence that the group improved the culture of teaching technology innovation by creating a safe space for innovation, which members then disseminated into their departmental communities. The study also found that the group created a forum for teaching technology innovators to engage with stakeholders in the university’s learning and teaching and information and communication technology units, leading to improved outcomes for the university’s learning environment. Implications for practice or policy Teaching technology dissemination in higher education can be enhanced through a community of practice model. Higher education learning technology environments can be improved through an innovators group leading to greater cross-institutional collaboration. Educational technology staff may be able to overcome academic resistance to strategic projects by pursuing a community of practice approach.

Influence of Change in Organisational Culture on Performance of Employees in Western Circuit Hotels-Kenya

Purpose: The goal of this study was to assess the influence of change in organization culture on performance of employees in western circuit hotels- Kenya. Methodology: To collect and analyze data for this study, correlation research design survey was used together with Lewin’s model and Contingency theories of change for theoretical framework. The target population of this study was 585 staff from different levels from which a sample of 116 was drawn. Stratified random sampling was used with level of staff forming basis of strata. Data instruments were tested for validity via exposure to experts and reliability by Cronbach’s Alpha test on pilot data from 12 respondents. Reliability results indicated all three scales reliable at .801, .777 and .825. Findings: In an aim to identify the influence of change in organization culture on performance of employees within hotels in western tourist circuit Kenya, Regression results showed that change in organization culture had positive influence on employee performance (β=.323) A statistical model accounted for 26.1% of variation in employee performance respectively Contribution to theory and practice: The newly acquired insights in this study will contribute to the literature on change in organization culture and its impact on performance of employees in hotels. In addition, the results could be of help to management and stakeholders in hospitality industry being a major employer in the country, students pursuing course in hospitality, improving employee performance, loyalty and attitude towards work to realize great overall performance. The study recommends that the organizations become vigilant on activities of culture change.

Cultivating child and youth decision‐making: The principles and practices of the ReSPECT approach to professional development

AbstractParticipatory approaches are important to ensuring that the involvement of children in decision‐making is normalised in service provision. Participation work requires that professionals have well‐developed engagement skills, and a commitment to the right of the child or young person to participate. Effective participatory approaches also require that organisations provide active support for child‐centred practice. The Reconceptualising Services from the Perspectives of Experienced Children and Teens (ReSPECT) approach is an Australian professional development (PD) program that addresses these key aspects of participation work. It offers professionals a way to:(1) increase their awareness of the complex issues, challenges and benefits surrounding participation; and (2) develop a sense of empowerment and competence in the ‘doing’ of participation work. The PD program encourages professionals to understand their own position in relation to participation work with children, develop bespoke strategies that account for their unique practice context and assemble support structures that can maintain their participation strategies beyond the training. The principles and practices of the ReSPECT PD program are outlined and positioned within the existing literature on theoretical and practice approaches. The paper contributes to critical debate on the mechanisms that can lead to changes in professional practice and organisational culture, for the meaningful engagement of children as stakeholders in decision‐making. It is shared as a way of supporting others designing professional development approaches for child and youth decision‐making.

Inovasi Menuju Transformasi Digital dalam Pelayanan Publik Kajian Sistem Manajemen Pelayanan Desa (SIMPEDA) di Desa Balung Lor

Digital transformation is largely seen as a cultural shift that changes the way governments work, communicate, and deliver services, but can also have far-reaching implications, including changing organizational structures and cultures. One of the efforts made by the Jember Regency Government to innovate in digital transformation is by launching the SIMPEDA (Village Service Management System) application for villages in Jember Regency, one of which is Balung Lor Village. This research aims to describe the service transformation process before and after the existence of SIMPEDA in Balung Lor Village. This research uses a qualitative descriptive research method by collecting data through interviews, observation and documentation. The results of the research show that the implementation of the SIMPEDA innovation has gone very well in Bakung Lor Village and they have benefited from this innovation even though there are also negative impacts. Apart from that, according to the study findings, researchers found weaknesses. The theory put forward by Rogers does not cover innovation culture. Rogers' theory does not explain how innovation culture also requires changes in behavior in providing services from manual to digital-based.