Organizational Change Management Research Articles

Factors that limit customer value in touristic facilities, as perceived by managers and specialists

Due to the increased change rate and high competitiveness of today’s world market, it is of the utmost importance to identify the non-value activities in every organization. This research analysis on organizational change management covers between 2017 and 2018 in sixteen touristic facilities of the Holguín territory, in Cuba. Its main objectives were to verify whether waste occurs and to analyze the main changes that took place in these entities. The methods used in order to conduct this research were: theoretical methods, such as synthesis and analysis and inductive-deductive; empiric methods, such as surveys and statistic methods, such as factor analysis. The main conclusion of the research was that waste occurs in all of the facilities that were included in the research. This waste can be grouped according to five factors, of which the most significant one is waiting time. The research also shows that the main change-driving initiatives taking place are linked to the implementation of a comprehensive quality control system and to cost reduction, and that the objectives of these initiatives are to increase incomes, to reduce costs and to boost customer satisfaction.

Reviewing procurement: a change management model based on action research

This paper proposes an iterative model for the make or buy of procurement linked to organisational change management. In a multi-year action research case study, the researcher was part of the project team reviewing procurement at the French railway company. Both the outsourcing of procurement, as a strategic activity of the firm and the proposal of a model for the review process remain underexplored in the academic literature. This paper aims to contribute knowledge to how the key function of procurement can be successfully reorganised in a large firm as part of a change process. The authors find that within the structured change process, an underlying process is detectable, characterised by initiatives being launched, resistance to them (varying in scope and scale), followed by mitigation. Thus, in this case study, changing the procurement organisation of a large firm is shown to be an adaptive and emergent process, where what lies beneath the surface is as important as what is planned.

Using Ethnographic Simulations with Business Professionals to Master Cultural Analysis and Change Management in Organizations

Contemporary organizations exist in a dynamic global reality that requires constant change. Understanding organizational culture has emerged as a pivotal factor determining the success of change initiatives. The ability to understand and manage the influence of cultural dynamics on change implementation has thus become an essential competency for business professionals. The utility of ethnographic simulations for developing competencies in cultural analysis is explored within the theoretical framework of social cognitive theory. Excerpts from simulated ethnographic interviews illustrate the efficacy of using simulations to develop leaders’ facility in apprehending, interpreting and managing the impact of organizational culture on processes of implementing strategic change.

The impact of digital transformation on formal and informal organizational structures of large architecture and engineering firms

PurposeThe purpose of this paper is to understand the impact of digital technologies adoption on the forms of organization of large architecture and engineering (A/E) firms. Network theory has attracted scholarly and managerial attention, particularly from the perspective of the changes of project organization. However, little research focuses on network theory as a lens for understanding and managing the new forms of firms’ organization. Additionally, conventional organizational analyses are hampered by the lack of methods for understanding the changes in roles and relationships due to the adoption of digital technologies and examining their impact on organizational structures.Design/methodology/approachTo address this gap, this research adopted a mixed-method case-study approach. This approach combined interviews, regular check-ins, and document analysis with data mining and social network analysis (SNA) to capture the changes of intra-organizational roles and relationships and for understanding their impact on the firm’s organizational structure. Using the data gathered, the authors created a dendrogram that shows the formal organizational structure, a sociogram that displays the informal organizational structure and a network map that visualizes the interplay between the two structures.FindingsFrom this analysis, the authors identified four main findings: informal roles – as go-to people for advice and information about digital technologies – play within A/E firms facing digital transformation; such go-to people operate through informal networked relationships and beyond their formal roles; most of these relationships do not overlap with the formal reporting relationships; the combination of both these roles and relationships create an informal social network. The authors also show how managers can use SNA to understand the changes in roles and relationships due to the adoption of digital technologies and to diagnose their impact on organizational structures.Originality/valueThis research contributes to the literature of organizational design and change management from a network perspective in the context of the digital transformation of large A/E firms. It provides a systematic data-driven approach to understanding the changes of intra-organizational roles and relationships within A/E firms facing digital transformation and to diagnosing the impact of these changes on firms’ organizational structures.

Fuzzy Evaluation of Change Management Processes in the Context of Enterprise Sustainability

Enterprise sustainability can only be ensured by taking into account the dynamics of the environment, which requires effective implementation of changes. Organizational change management is seen as the interaction of the groups of processes: direct implementation and the processes of managerial influence on their implementation. The article seeks to develop a framework for evaluation of change management processes based on the fuzzy logics. The expert analysis was carried out to develop fuzzy rules based on the linguistic terms (high, medium, and low). The database of rules for assigning an enterprise to the appropriate level of organizational change management has been developed (243 rules). The proposed model was applied to the case of Ukrainian agricultural machinery companies. The results allowed identifying the bottlenecks for the companies under analysis in seeking sustainable change management.

Change Management in a Medical Organisation during the Implementation of the Federal Project “Creation of a New Model of a Medical Organisation Providing Primary Health Care”

Aim. To study reasons behind the resistance of medical workers to changes while implementing the federal project “Creation of a New Model of a Medical Organisation Providing Primary Health Care”, as well as to develop guidelines on change management on the basis of Goldratt’s theory.Materials and methods. Changes in the process organisation of medical institutions are necessitated by the implementation of the federal project “Creation of a New Model of a Medical Organisation Providing Primary Health Care” developed by the Ministry of Healthcare of the Russian Federation with the methodological support of the Rosatom Production System. A new model of a medical organisation is based on continuous improvement (kaizen) using lean tools, which requires a different approach to managing changes and overcoming the resistance of medical workers to their implementation. The study sample included the employees of the Central City Hospital in Goryachy Klyuch (Krasnodar Territory). The research took the form of an anonymous questionnaire survey drawing on Goldratt’s theory.Results. Basic recommendations on the management of changes associated with the transitioning to the new model suggested in this work allow heads of healthcare institutions to evaluate employees’ readiness to changes comprehensively, as well as to transform the existing model of a medical organisation effectively and gradually.Conclusion. These guidelines on change management when transitioning to the new model may be used by heads of medical institutions in order for the organisation to achieve effective transition to the continuous process optimisation with the use of lean tools, aiming to meet the criteria of the new model.

Technological Frames and User Innovation

Management of technological change in organizations is one of the most enduring topics in the literature on computer-supported cooperative work. The successful navigation of technological change is both more challenging and more critical in online communities that are entirely mediated by technology than it is in traditional organizations. This paper presents an analysis of 14 in-depth interviews with moderators of subcommunities of one technological platform (Reddit) that added communities on a new technological platform (Discord). Moderation teams experienced several problems related to moderating content at scale as well as a disconnect between the affordances of Discord and their assumptions based on their experiences on Reddit. We found that moderation teams used Discord's API to create scripts and bots that augmented Discord to make the platform work more like tools on Reddit. These tools were particularly important in communities struggling with scale. Our findings suggest that increasingly widespread end user programming allow users of social computing systems to innovate and deploy solutions to unanticipated design problems by transforming new technological platforms to align with their past expectations.

Feasibility of drone integration as last mile delivery

Supplementary materials Padmanabhan A. 2017 “Civilian drones and India’s regulatory response”. Moushami P. Joshi and Jennifer E. Trock (2016) “India Moving Forward with Unmanned Aircraft Systems Regulations for Civil and Commercial Use” www.lexology.com/library/detail.aspx?g=6d596577-7a4a-4ecc-916e-83c4d37cc90c. www.indrones.com/2017/04/27/drone-industry-india/.Zeimpekis, Vasileios; Ichoua, Soumia; and Minis, Ioannis (2013), Humanitarian and Relief Logistics. Research Issues, Case Studies and Future Trends;Operations Research/Computer Sciences Interfaces Series. Springer Publications, www.springer.com/in/book/9781461470069. Learning outcomes The learning outcomes are to illustrate the concept and features of cost-effective and responsive supply chain, to explain the concept of hub and spoke and milk run methods used for delivery, to identify financial, operational and technological risks, to elaborate the importance of social dimension (behavioral dimension) in any technological change in an organization and to understand the concept of management of change in organizations. Case overview/synopsis The case deals with a typical challenge of periodical delivery systems, in this case specifically of The Topical, an Indian periodical. The service manager of the company, Sara Jindal, recognized a problem with customer retention. She explored the causes and found that The Topical, a 20-year-old company, was losing its popularity due to the untimely delivery of the magazines. To solve the problem Jindal, tried to gain an understanding of the operational processes and realized that there was no issue in the warehouse regarding inventory control, management or order pickup. However, she found that the magazines were parceled through book post and that there was no tracking policy in the company for the deliveries. Therefore, it was not possible to know whether the magazines got delivered on time. The matter was taken seriously and as a solution, the possibility of integrating drones into the delivery system came up. Complexity academic level Undergraduate and Postgraduate students. Subject code CSS 9: Operations and Logistics

Patient safety culture in Austrian hospitals – A qualitative study

Abstract Background Adverse events in the healthcare system often have severe consequences for the patient and healthcare institutions. Thus, various risk management tools have been recently introduced to 11 Austrian hospitals to increase patient safety. The goal of our study was to test whether the introduced risk management tools actually improved patient safety culture (PSC). Methods An exploratory research approach was used to examine the current status of five aspects from PSC in hospitals. Semi-structured expert interviews with health professionals were conducted (N = 32). The inductive content analysis and technique of content structuring were used to analyze and systemize extensive qualitative data material. Intercoder reliability (κ = .605) shows satisfactory results. Results The results of the first aspect, Critical Incident Reporting System (CIRS), show that hospitals still have potential for improvement in terms of education of employees, coordination, and communication. The data of the second issue, surgical checklist, shows that the education was insufficient and that these checklists are not handled properly and used only fragmentarily. Concerning the third aspect “transfer/report”, it can be stated that systematic transfer/reports are widely unknown. Furthermore, the fourth aspect, hand hygiene, lacks a systematic training concept and control of compliance. The fifth aspect, education of risk manager, has brought a number of general benefits (e.g. methodical knowledge) to risk managers. Conclusions The results provide valuable insights into strengths and weaknesses of the implementation of risk management tools and thus highlight opportunities on how to influence PSC through organizational development and change management. Furthermore, this study has taken the first essential step towards the understanding of the effective and efficient development of PSC by providing valuable insights into the underlying mechanisms of non-functioning PSC. Key messages The study showed where the weakness points in processes of implementing risk management tools are and offered a theoretical solution for the development of a patient safety culture. Risk management tools were not equally effective in every controlled aspect. The effective implementation of these tools requires change management as a foundation to develop PSC.

The Moderating Role Of Top Executives' Sex, Level Of Education And Knowledge On Adoption Of Mobile Health Applications By Hospitals In Kenya.

BackgroundKenya lags behind other countries in adoption of mobile health (m-health) applications. Understanding factors affecting adoption of m-health by hospitals is required to inform strategic scale up and leverage m-health for sustainable development goals. This study investigated the moderating effects of Top Executives’ (TEs) traits, namely sex, level of education and knowledge of m-health, on adoption of Patient Centered (PC) and Facility-Centered (FC) m-health applications.MethodsThis study applied the Technological, Organizational and Environmental (TOE) framework and the Diffusion of Innovation (DOI) theory to test hypotheses that TEs' traits individually or combined had no statistically significant moderating effect on adoption of PC and FC m-health applications. Primary data were collected through a self-administered questionnaire from a representative sample size of 211 TEs from level 4 to 6 hospitals. The Logit Regression Model was used to determine the significance of each predictor.ResultsMost TEs of hospitals are predominantly male (75.3%). Most TEs (65%) rated their knowledge of m-health at medium level. Most TEs reported having completed undergraduate (46%) or post-graduate (38.4%) degrees. At 5% level of significance, the study found that being a male TE (p=0.041) and having higher level of knowledge of m-health (p=0.009) were statistically significant moderators of adoption of PC m-health applications by hospitals in Kenya. However, all TEs' traits combined or individually were not statistically significant moderators of FC m-health applications. The moderating effect of TEs' traits is thus affected by the focus, level of complexity of the technology, and by the required organizational change management. For PC scale-up, there is an urgent need to integrate digital health training in the medical education curricula and in the professional development programs and to develop policy incentives that remove any gender-related barriers to adoption of m-health. However, scale up of FC m-health may require other strategies such as pre-existence of systems and infrastructure and a cohesive change management strategy.ConclusionThis study recommends a differentiated approach to introduction, scale up, and investigation of PC and FC m-health applications.

Is Traditional Management Accounting Still in Use? Contemporary Issues

This paper aims to review the relevant literature on the role of management accounting in organizational management. It also compares traditional and new or strategic management accounting and their limitations. It focused on the role of management accounting in the constitution of organizations and the ways in which management accounting systems as structures of intentionality both shape and are shaped by shared norms and understandings. The findings help to understand the concerns of the current mainstream in management accounting literature. In fact, the findings cohere with Hopwood and Scapens and their followers in the sense that management accounting is not a static phenomenon but one that changes over time to reflect new forms and practices. It was also found that management accounting is part and parcel of organizational change. By reviewing a subset of the studies on accounting history published during the period 1980 - 2018, this paper updates accounting history literature by focusing on management accounting research. The paper also contributes to the existing literature by presenting the discussions of management accounting and organizational change. However, other studies can consider this paper as starting point to examine other areas of accounting such as financial accounting.

Management and Control Model of Organizational Change in the Process of Monitoring of Financial Results

Organizational changes are considered as a necessary element of the organizational development process of the enterprise - the process of forming a new organizational system that ensures maximum efficiency and effectiveness in achieving organizational development goals. The development of the organization is a system of measures in the field of strategic management aimed at the implementation of targeted organizational changes that ensure the effective implementation of the strategy and the achievement of the strategic goals of the enterprise. The article presents a three-circuit descriptive model of the enterprise development management process that describes the management processes: the interaction of the enterprise with the environment, the implementation of the economic development strategy of the enterprise and organizational changes in the enterprise. Based on the development management model, the role and place of the organizational change management process and the stochastic dynamic model of this process, taking into account the characteristics of the environment of the enterprise and the intensity of the implementation of organizational changes at the enterprise, are demonstrated.

IMPROVEMENT OF THE METHODICAL BASIS OF ORGANIZATIONAL CHANGE MANAGEMENT

The subject of the study is the methodological foundations and practical aspects of the organizational change management process. The goal of the work is to improve methodological foundations and to develop practical recommendations for the formation of the totality and sequence of actions in the process of managing organizational changes, taking into account the influence of environmental factors. The following tasks are solved in the article: matrix analysis of the main provisions of approaches to organizational change processes; the formation of a methodological approach to the process of managing organizational change, taking into account the influence of environmental factors of the organization. The following methods are used: the method of cognition, theoretical generalization and comparison; system analysis and synthesis method, graphic modeling method. The following results were obtained: in order to improve the existing approaches proposed by well-known scientists, a matrix analysis of the main provisions of the approaches to the processes of organizational change was carried out, the weakness of the existing approaches was determined, namely: the lack of a sequence of actions in the process of implementing organizational changes in accordance with the existing type of external environment; the authors formed a methodological approach to the process of managing organizational changes, taking into account the influence of environmental factors of the organization. Conclusions: The developed methodological approach is applicable regardless of wherever the organizations are located, no matter what technology systems they have, no matter how long they are on the market of goods or services. This approach is structured in stages and allows, subject to timely and qualitative assessment of the influence of environmental factors, determination of its type, the dominant coordination mechanism in the organization, the principle of grouping and the degree of vertical and horizontal decentralization, make a decision on the implementation of transformations, and management of planned organizational changes. The application of this approach allows organizations to form the basis of organizational changes and successfully implement a common vision of change in practice.

Shifts in Organizational Culture When Implementing Agility

The present article is premised on the argument that a combination of drive from the top and other business pressures is demanding that organizations take an Agile approach to the planning, delivery and continual adaptation of their business models. Notions of culture change, the role and purpose of business, flexibility, resilience, the nature of leadership, the employment relationship and talent are themselves embedded in this macro context and in need of revision. The range of working practices and related values associated with Agile, and the changing expectations of workers and customers, suggests that new approaches to leadership and change management are needed. Attempts to scale up Agile to an enterprise level generally meet with little success typically due to cultural barriers, with conventional leadership approaches, linear thinking and mechanistic change management being particular stumbling blocks. It is often assumed that, as people engage and start using agile methodologies, they will feel committed to sustain the benefits of agility, including innovation. However, tackling only one aspect of cultural change is unlikely to produce lasting value. The article suggests various ways in which organizational cultures, leadership behaviours and change management practices may need to shift to deliver sustainable value through a better balance of organizational and employee needs. The role of senior leaders in committing to, and enabling these shifts, is pivotal.

Management accounting and organizational change: alternative perspectives

PurposeThis paper aims to discuss the alternative perspectives for studying management accounting and organizational change. It provides a comprehensive basis for the research of accounting and organizational change conducted in terms of theories used, influential factors, systems applied, dynamics and aspects of change.Design/methodology/approachThe paper applies a “theoretical framework” for studying accounting and organizational change based on obtaining an institutional perspective. By achieving this theoretic construction in the integration of a number of different works, this can summarize the common elements, contrast the differences and work in a way that extends the methodology. It is determined exclusively on a hybrid approach through the adoption of alternative perspectives and complements recent recommendations for bridge building and methodological pluralism among the different debates and perspectives concerning accounting and organizational change research.FindingsThe findings emphasize that the nature of organizational change is not static, rather, it is dynamic and varying over time. Organizational changes are occurring in both extra- and intra-organizational factors that shaped changes in accounting systems in organizations. The study concludes that accounting and organizational change literature has divided theoretical strands into two main perspectives: rational perspectives and interpretive and critical perspectives. Rational perspectives represented by the conventional mainstream of research can be classified into two approaches, normative economic models and positive economic models, which are grounded in neoclassical economic theories. On the other hand, the interpretive and critical perspectives emerged as alternatives to rational perspectives to explain accounting and organizational change within its broader social and economic context.Research limitations/implicationsThe paper has significant implications for the ways in which change dynamics can emerge, diffuse and implement at multilevel of institutional analysis. It also explains the interaction between the accounting and organizational change, which identified that change is both shaped by, and shaping, wider socio-economic and political processes. This broad sensitivity to the nature of change has important implications for the ways of studying accounting and organizational change. Hence, it has important implications for the way in which successful change can be defined in accounting and organizational change literature.Originality/valueThe study contributes to both accounting and organizational change literature by providing a comprehensive review about the development of institutional theory as it examines how the organization is simultaneously subjected to a high level of efficiency and considerable institutional demands. Thereafter, the domain of accounting and organizational change research itself will be extended.

Readines of Change Management in the Malaysian Public Organization

In order to make a transition from its current state to some desired future states, organisational change must be carried out in minimising employee resistance and cost to the organization while simultaneously maximising the effectiveness of the change effort. This paper aims to assess the value of the change management of organisation in the Malaysian public organisation with its three objectives of (1) identifying the attributes of change management in the Malaysian public organisation; (2) investigating the current practice of organisation and employees in the Malaysian public organisation towards change management and (3) assessing the factors influencing readiness of organisation and employees in the Malaysian public organisation towards change management. It is found that change management is a structured approach for ensuring that changes are thoroughly and smoothly implemented to transitioning individuals, teams, and organisations to a desired future state by focusing on the wider impacts of change, particularly on people, where change does not happen in isolation thus impacts the whole organisation. Furthermore, based on literature content analysis, questionnaires survey and Relative Important Index (RII), it is found that current practice of organisation and employees in the organisation towards change management involved three main factors, namely trust in management, communication and organisational commitment; with the factor for trust in management is the positive vision for the future by management team, meanwhile for communication, it is found that there is good communication between supervisors and employees about the organisation’s policy toward the changes. The factor found in organisational commitment is employees enjoying discussing about their organisation with outsiders. The findings of this paper provide a positive impact on change management planning, which ultimately help in ensuring more effective change programme implementation in the public organisation in Malaysia.

Change Management in Healthcare Organizations: Soft Skills Training Strategies Through Blended Learning Environments.

Teaching soft skills for change management in healthcare organizations is becoming increasingly necessary, even more, when implementing health information systems (HIS). There is little evidence that these skills can be learned through online teaching environments. This paper describes the experience of having taught soft skills to health informatics master's degree students, through blended learning environments.

Developing and testing a matrix to achieve ready-everyday nursing standards (RENS): an observational study protocol

IntroductionThe Australian Council on Healthcare Standards (ACHS) set criteria for the delivery of healthcare services in Australia. While a voluntary process, continual accreditation with ACHS is an expectation of, and...

Changing the nature of organizational change

PurposeAlthough organizational change management has become a permanent practice, failure thrives at a rate of 50 per cent to 75 per cent and has done so for nearly 40 years. Executives and consultants continue to plow the same path of “change,” sowing the same seeds, yet somehow expecting a different crop to grow; it is not for a lack of good intention or sincere effort to improve the organization. This paper is meant to challenge and inspire researchers, consultants and particularly organizational leaders and members toward liberating themselves from fixed ways of thinking to reimagine change as natural and ongoing rather than episodic – essential in an era of constant flux.Design/methodology/approachA critical analysis of wide-ranging literature related to the genesis of the organization, organization theory, culture, metaphor and change revealed four unfavorable conditions, making attempts at sustainable change nearly impossible.FindingsAn organization’s unconscious and habitual thought-action patterns considerably contribute to creating four unfavorable conditions for change. Understanding this context is essential before initiating change efforts. Reorienting change from an analytical to a relational paradigm and disrupting linear, prescriptive thinking makes way for emergent, cooperative and inclusive efforts to induce sustainable, transformational change.Originality/valueThis research sheds a different light on what makes sustainable organizational change elusive and offers strategic human resource managers a new perspective on the nature of change.

Analysing a Resilience Development Program: who benefits?

Objective: This article presents findings from an analysis of resilience and resilience development. Design: Convergent, mixed-methods research used an online survey to gather data from participants in a resilience development program, in combination with a small number of semi-structured interviews with managers. Setting: The research was carried out on public sector health and human services managers and staff, during a time of ‘downsizing’ and organisational restructuring. Main outcome measures: The Wagnild Resilience Scale was used to measure resilience levels and their association to respondent demographic, educational and professional groupings. Results: Interviews with senior managers found a consensus of opinion that resilience was important; and the resilience development program either had, or potentially had, benefits for their workforce. Perceptions about exactly who would benefit differed between senior managers and participants in the program. Participant survey results indicated that respondent characteristics (age, occupational group, highest level of education and departmental role) were associated with differing levels of resilience. Conclusions: This study found that resilience development may benefit two groups of employees in particular: non-nursing staff under 50 years of age, and managers. These findings add to the body of knowledge associated with staff resilience development, organisational change management and organisational learning. These results inform health service manager practice by suggesting potential target groups for resilience development.