Organizational Change Management Research Articles

Does employee readiness to change impact organization change implementation? Empirical evidence from emerging economy

PurposeThis study aims to gain insight into factors that impact employee readiness to change and organizational change management. Therefore, an integrative research model is developed with the combination of perceived competence, perceived relatedness, perceived autonomy, codification strategy and personalization strategy to investigate employee readiness to change. The research model tests the mediating role of employee readiness to change between factors underpinned self-determination theory, knowledge management strategy and organizational change management. In addition to the moderating role of self-efficacy is examined between the relationship of employee readiness to change and organizational change implementation.Design/methodology/approachThis research is conducted under a positive paradigm, and therefore, a quantitative research approach is incorporated to design a research strategy. The research model is empirically tested with a sample size of 361 employees working in commercial banks of Pakistan. For data analysis, the structural equation modelling approach is applied.FindingsEmpirical findings indicate that altogether perceived competence, perceived autonomy, perceived relatedness, codification and personalization strategies had explained 76.8% variance in employee readiness to change. The effect size analysis shows that codification strategy has the largest impact in determining employee readiness to change. Therefore, the relatedness of employee tasks stands at the second stage in determining employee readiness to change. The predictive relevance of the research model is computed through blindfolding procedure and revealed substantial predictive relevance in measuring employee readiness to change. The findings of the research confirmed that the relationship between employee readiness to change and organizational change implementation will be stronger when self-efficacy is higher.Practical implicationsThe current research has several contributions to theory and practice. Theoretically, this research extends the self-determination theory with knowledge management strategy and enriches literature in employee readiness to change and organizational change management context. Practically, this research suggests that policymakers should focus on factors underpinned by self-determination theory and knowledge management model to develop a positive attitude among employees towards readiness to change. Similarly, self-efficacy is another important factor that moderates the relationship between readiness to change and change implementation and should be considered for managerial implication.Originality/valueThis research is significant as it integrates two unique models, namely, the self-determination framework and the knowledge management model to investigate employee readiness to change. In addition to that, the research model is extended with the moderating effect of self-efficacy between the relationship of employee readiness to change and organizational change implementation.

Write Now! Managing Change and Increasing Research in an Academic Library

New and innovative technologies have expanded librarian roles and expertise to include virtual learning, chat reference, online research guides, maker spaces, virtual reality, and more. Change is a consistent part of working in any library, and effectively managing change often has a learning curve for library administrators. Change Management theory is popular amongst business leaders, but could these theories work in libraries as well?
 
 In 2017, Library Administration at Marriott Library designed a Change Management program based on the theories of Todd Jick, a nationally-recognized expert in organizational change management. Their goal was to increase the overall amount of scholarly research publications and creative products librarian faculty completed each year. 
 
 The authors conducted a multi-year research project, hypothesizing that by implementing Jick’s framework, librarian faculty would create more scholarly work. Data was collected from faculty’s self-reported research profiles, survey feedback from research retreats and workshops, and web traffic from staff intranet pages. An analysis of the results indicated a steady increase in research and scholarly output, and an overall positive response to the research change program.

Peran Kepemimpinan Pendidikan Islam dalam Manajemen Perubahan Pada Lingkungan Organisasi Islam Indonesia

The era of disruption has an impact on the stability of educational organizations. This study aims to discuss the change management model of Islamic education institutions. The form of adaptation to global developments is to make changes at the system and governance level. This type of research is qualitative with library methods. The data is taken from research results and reference book sources that are relevant to the conception of organizational change, organizational life cycle, innovation change and organizational effectiveness. The results show the strategy of Islamic education institutions in managing change. Change occurs through three stages, the system pioneer stage, the stability stage and the competition stage. The study also found a conceptual model that was specifically described in the form of an Islamic education organizational change model, the concept of the organizational environment, the synthesis of organizational uncertainty, the concept of organizational change and change management, and the typology of Islamic organizational change.

The nexus between human resources practices, intrapreneurship and organizational innovation

In today’s world, the impact of strategic human resources management on innovation activities plays key role in organizational development and change management. The aim of this research is to determine the impact of human resource management on intrapreneurship and organizational innovation. It is emphasized by many significant authors in last decades that the entrepreneurial activity is at the heart of competitiveness, productivity growth, innovation, economic growth and job creation. The research based on literature review and personal interpretation on the topic. Theoretical analysis on relevant researches on nexus between human resources management, organizational innovation and intrapreneurship, presentation of conceptual framework, presentation of the research findings are the objectives of the research. This study has potential limitations such as data collection process and access to the relevant literature. Research results emphasize on the impact of job selection process, training process, reward and motivational techniques on organizational innovation and intrapreneurship.

Green Organizational Culture: An Exploration of Dimensions

Awareness of environmental issues and stakeholder expectations has led organizations to be concerned about the impact of their products, processes and packaging on the natural environment. Environmental sustainability has become an essential tool for the competitive advantage of firms. Organizations need to bring about cultural transformation to sustain competitive advantage. This orientation has brought green organizational culture to centre stage as firms seek to institutionalize and incorporate environmental focus throughout the organization. The belief that integrating environmental concerns with organizational culture should result in sustainable competitive advantage mandates that firms measure the extent of ‘greening’ of the culture. Literature review reveals that ‘green organizational culture’ has begun to receive attention in recent years. However, a standardized and empirically validated instrument is not available for measuring the extent to which green values are internalized throughout the firm. The present study aims to fill this gap by developing a questionnaire to study green organizational culture (GOC). The model proposed by Harris and Crane (2002 , Journal of Organizational Change Management, vol. 15, pp. 214–234) is used as a basis for questionnaire development. A two-stage method of structural equation modelling in AMOS 23 is employed for data analysis. Exploratory factor analysis in SPSS reveals three dimensions of the construct measured by two items. Confirmatory factor analysis confirms the factor structure. The instrument satisfies the conditions of convergent and discriminant validity and the model fulfils the criteria for model fitness. Measurement of green organizational culture has important implications for creating and reinforcing greening through human resource policies and practices.

Factors and strategies for circularity implementation in the public sector: An organisational change management approach for sustainability

AbstractThe circular economy (CE) is seen as a model of production and consumption where resource use is reduced and extended in closed‐loop life cycles. Organisations have been fundamental in contributing towards CE for which limited outcomes are known from public organisations. This research aims to identify the factors influencing the implementation of CE and the strategies that support such implementation in the public sector. An organisational change management perspective was taken. Semi‐structured interviews were conducted with employees from the central public sector in Portugal to gather insights. Results reveal issues such as organisational culture, CE awareness for people in public sector organisations and leadership related to areas of strategy and management, human resources, and communication and assessment as key elements to consider in shifting towards circularity for this type of organisation. This study contributes to the research that has called for an expansion of the scope of CE to include human‐based issues by viewing a public organisation as a multi‐dimensional system transitioning to circularity.

Implementation Science for Managers and Healthcare Organizations Responding to Emergencies

The purpose of the article is to illustrate how implementation science concepts and methods can be applied by researchers and implementers to understand and assist emergency management in a large primary and community healthcare organization. The article refers to a single-case implementation action evaluation of an emergency management system in a healthcare organization. It describes the methods used in this study and findings to explain how a joint healthcare and university research team were able to use the science and methods both to help implementation and contribute to science. We report two sets of findings. First, findings about implementation of emergency management to illustrate how the investigation adapted implementation science and concepts to achieve the objectives evaluation. We discovered that implementation science provides useful concepts to understand contextual factors and adds to knowledge about organizational change and emergency management in the uncertain and evolving situation we encountered. The second set of findings are the strengths and limitations of both implementation science and the action evaluation methods we used to achieve the dual objectives of practical help with implementation and to contribute to science. The article uses the first implementation action evaluation study of the response of large public primary and community healthcare organization to a pandemic to illustrate how implementation science can be applied. This type of study was able to improve implementation of the response as well as contribute to scientific knowledge about emergency healthcare management and organization.

Exploring fields of ambiguity in the sustainability transition of universities

PurposeThe purpose of this paper is to develop a framework that systematically captures the ambiguity of different understandings about science, the university and its relation to society, while conceptualising sustainability. Following Corley and Gioia (2004, p. 174) on identity ambiguity and change, it seems pivotal to better understanding the ambiguity of sustainability in relation to academic cultures and university models to manage the transition more effectively.Design/methodology/approachThe nature of this paper’s objectives as well as the wide thematic scope leads to the need of exploring a broad knowledge base. This was best addressed by an exploratory literature review with data collection from primary and secondary sources. The data was interpreted through a hermeneutic analysis and resulted in the inductive development of first categories and goals (further referred to as category development). In addition, a multi-method approach further adjusted the categories and raised their empirical validity and social robustness.FindingsImplementing sustainability involves dealing with a double bound ambiguity due to organisational and individual identity reasons. Five fields of ambiguity were developed to systemise the conceptualisation of a sustainable university along contradictory understandings of science, the university and sustainability. These fields offer a framework to qualitatively assess the degree of sustainability in higher education institutions. Arguments for and against sustainability in universities have been categorised around five criteria and associated to the fields of ambiguity. The finding indicates that meaning in organisational change management for sustainability can be considered both, a potential driver and barrier for a sustainability transition in universities.Research limitations/implicationsThis paper exclusively focussed on the internal perspective and left aside any external factors that influence the sustainability transition, such as political measures to stimulate sustainability in higher education. In addition, the operational dimension of a sustainable university has been neglected, which is by all means a necessary and important aspect. The interrelation of the identified goals has not been discussed.Originality/valueThis paper focusses on the conceptualisation and understanding of sustainability within the institution, an often-forgotten but fundamental aspect of implementation. The fields of ambiguity are designed to be applied for assessing the “degree of maturity” of a sustainable university. The fields reveal the different understandings about the role, the mission and the governance of universities, stemming from competing preferences about goals and their assumed relations by various stakeholders of a higher education institutions. The five fields are not an attempt to resolve the hidden contradictions and tensions in a sustainability transition, but to state them clearly to anticipate resistances and conflicts that hinder the development of a shared understanding.

How and When job Security Reduces Resistance to Change in the Context of Organizational Change

Drawing on conservation of resources theory, this study highlights why and when job security may decrease resistance to change during the organizational change process. Data were collected from 23 subsidiaries in a large manufacturing group enterprise based in a coastal city in eastern China. A three-wave design was used to mirror the different stages in the change process, valid data were received from 469 employees and 86 supervisors. Results showed that job security was negatively related to resistance to change, and this effect was mediated through affective commitment to change. We also found that procedural justice plays a moderating role in the relationship between job security and affective commitment to change and that environmental uncertainty also moderates the relationship between affective commitment to change and resistance to change. This study is quite timely and would have the potential to benefit the practice of change management in organizations.

Antecedents of Organizational Culture in its Relevance with Change Management, Moderating Role of Transformational Leadership and Employee Empowerment An Analysis of HEI of Peshawar Region

The rationale of the research is to investigate the importance of organizational culture in a Dynamic era of 21st century where only those organizations remain triumphant who transform change in their business. Whenever organization focused on change they encounter intense resistant from their employees as well as for conceptualizing of organization, culture conceived either as a variable or as a root metaphor. Philosophical stance of research was based on positivism and follows more deductive approach for this study. Cross sectional data of ten private sector organizations of Peshawar region were chosen. The findings of the study were moderately interesting in terms of change management with the important role of leadership found insignificant p> 0.051 and but shows weak relevance. However the results of organizational culture and change management were found significant P< 0.01 at 1% level of significance. Recommendation portion of the study suggest us that for the success of an organization culture play pivotal role in the dynamic parameters of change. On the other hand the role of empowerment played significant role for producing better organizational culture. Keywords: Organizational Culture, Organizational change, Leadership, Empowerment.

Change Management Success Factors in Polish Public Administration

Purpose: Since change and change management are significant in most concepts of public management, the authors of the article identified and assessed critical factors which determine the successful implementation of change in public organizations. Design/Methodology/Approach: Firstly, the literature on change management in public organizations was reviewed, and secondly, the elicited factors were subjected to the assessment of employees of various public organizations in Poland. For this purpose, survey studies were conducted with a questionnaire, which included 13 factors in public organizations identified in the previous literature review. Findings: A literature review revealed that identifying factors most commonly indicated as necessary for success is indeed possible. Empirical research confirms that the critical factors include communication within the organization, the accumulation of sufficient resources, and the motivation of employees to embrace change. Practical Implications: The identification of factors that determine the success of change in public organizations may constitute practical recommendations for public managers in supporting employees in the process of going through a change in a public organization. Originality/Value: The presented results should be perceived as helpful for public managers in identifying the areas that need to become their point of focus in change management. Finally, the results may also serve as a basis for further research into change management in public organizations.

Investigation of the Mediator Role of Cultural Variables in Sports Club Management for Undergraduate Sports Management Curriculum Programs

Change management in sports organizations is important in terms of organizational continuity. Sports Clubs, like other organizations, have their own behavioral patterns, beliefs and values. The sum of these differences constitute the variables within the organizational culture. Sports clubs that are aware of and develop their own cultural variables have a healthy organizational continuity.The aim of this study is to define the cultural variables of a sports club and to examine these variables in sports management education.This research was carried out according to qualitative research methods.According to the findings obtained in the research, it was concluded that Institutional purposes, principles, understanding and rules, norms, beliefs and symbols and basic values are important among the culture variables. Keywords : Sports Club, Culturel Variable,Cirriculum,Mangement,Sustainability

Barriers to Organizational Change Management in Hotel Industry of Nepal

In initial period, organizational changes are asks for entire hospitality industry. Thus, this research paper reveals what are the barriers for organizational change management in hotel sectors of Nepal which can help them for gaining spark on Nepalese market once again.: Hotels sectors of Nepal are affected by array of factors which can influence organizational performance. This is the component of success for enhancement of performance of hotel sector. Therefore, the purpose of this research is to examine the factors influencing organizational performance in hotel sector of Nepal. This research is based on hotel sector’s organizational changes and the barriers for adaptation of such changes. The study of hotel sector is done with self-structured questionnaire and mostly data are collected from primary sources. To justify the results, researcher has adopted quantitative research design and SPSS software is used for data analysis. The research has identified the essence of organizational changes in hotel sector. In the time of financial plummeted of Nepalese economy, hospitality sector are hardly hit by global pandemic. Thus, hotel sector need new plan and strategies for achieving success. Through organizational changes, hotel sector can slowly and steadily moves business in path of positives. So, hotel sector has to identify barriers of organizational change management and has to act accordingly to achieve success in this critical hour. Nepalese economy after hard hit by global pandemic has slowly started to move in towards path of recovery. To step up Nepalese economy in decent path every sector need to contribute. Hotel sector being the important hub of national GDP has to recover from crises for development of country. Therefore, hotel sector with organizational change management can enhance their profitability. This research in this regard is helpful for Nepalese hotel sector to identify and adopt such changes. This research paper is the summarization of results carried on primary data collected from questionnaire. The research is done on data collected from field so is highly reliable.

Employees’ Perceptions Towards Internal Communication During Organizational Change Management At Multimedia University Of Kenya

Employees’ Perceptions Towards Internal Communication During Organizational Change Management At Multimedia University Of Kenya

Dynamic Forces of Amplifying Employee Change Supportive Behavior

Managing organizational change is one of the difficult tasks for every organization. Researchers and practitioners around the world indicated that due to the uncertainty and complexity associated with organizational change, an employee feels fear and cynicism to involve in the organizational change process which causes failure in the majority of the organizational change initiatives. Contemporary literature highlighted the effectiveness of employee championing behavior for managing organizational change successfully. Therefore, this study collected data from 379 employees working in Bangladesh’s banking sector to explore the different dynamics forces such as transformational leadership, trust in leadership, organizational alignment and work engagement to enhance employee championing behavior in the context of organizational change. The outcome of this study shows that all dynamic forces significantly affected the employee championing behavior during organizational change.

Determinants of Organizational Change Implementation Success: The Case of Ethiopian Commodity Exchange Authority

The effect of many factors have been examined and suggested to make change implementation successful; however, organizations still report a high failure rate of their change initiatives. This high failure rates highlight the continuing need for further research to examine the factors influencing the success of organizational change implementation. As a result, the study attempted to examine the effect of internal communication, leadership, information communication technology usage, organizational culture and organizational change management method on the success of organizational change implementation construct. To undertake the study, the mixed research approach with cross- sectional time dimension was used. The data for the study was collected from 157 employees of Ethiopian commodity exchange authority using self-administered questinnaires. Both descriptive and inferencial methods were employed to undertake the analysis. From the inferencial method multiple regression model was applied. Principal component analysis was also used for testing factors reliability in composite factor construct and reduction of the multiple factors to a single composite factor.The study found that leadership, internal communication, organizational culture and organizational change management method have positive and significant effects on the success of organizational change implementation in the authority. In contrary, the effect of independent variable -information communication technology- on the success of organizational change implementation is not statistically significant. To be more specific, a one unit increase in leadership composite index , internal communication index, organizational culture index, and organizational change management method index will brings 0.958, 0.61, 0.42 and 0.59 unit increment in Organizational change implementation success index holding other factors constant. Keywords: organizational change, organizational change implementation success and factors influencing organizational change implementation. DOI: 10.7176/JAAS/75-01 Publication date: August 31 st 2021

Pemanfaatan Teknologi Informasi dan Manajemen Perubahan Organisasi dalam Mendukung Bisnis Berkelanjutan Pasca Covid-19 pada UMKM di Kota Bengkulu

Abstract The purpose of this study is to examine how information technology and organizational change management can be used to support sustainable business in Bengkulu City MSMEs following Covid-19. To survive the COVID-19 pandemic, the role of information technology and organizational change management is critical, as information technology serves as a manager of the information available at the time. Change management provides a structured approach for assisting individuals within an organization in transitioning from their current state to their desired state. Organizational change management is concerned with identifying groups and individuals who must change. Not only that, organizational change management entails the development of customized plans for successfully implementing the change. The primary objective of change management is to prepare for a smooth, successful transition.

Dynamic Forces of Amplifying Employee Change Supportive Behavior

Managing organizational change is one of the difficult tasks for every organization. Researchers and practitioners around the world indicated that due to the uncertainty and complexity associated with organizational change, an employee feels fear and cynicism to involve in the organizational change process which causes failure in the majority of the organizational change initiatives. Contemporary literature highlighted the effectiveness of employee championing behavior for managing organizational change successfully. Therefore, this study collected data from 379 employees working in Bangladesh’s banking sector to explore the different dynamics forces such as transformational leadership, trust in leadership, organizational alignment and work engagement to enhance employee championing behavior in the context of organizational change. The outcome of this study shows that all dynamic forces significantly affected the employee championing behavior during organizational change.

Employer’s Decision on Organizational Change and Business Management of the Company

The employer’s decision on organizational change is subject of an amendment to the Labour Code, according to which this employer’s decision is a substantive precondition for the employer’s termination. The employer’s decision on organizational change is genetically linked to the termination as a basic legal act in the labour law. At this level, the employer’s decision on organizational change is of a fundamental importance for the area of termination in the labour law. The fact that the employer’s decision directly affects the validity of the termination is also related to the constitutional right to work as well as to the constitutional right to protect the employee from an unjustified dismissal. The Labour Code, at the same time, in § 63 par. 1 letter b) precisely enshrines not only the form of employer’s decision on organizational change, but also its content, and in § 9 it also establishes the persons authorised to act on behalf of the employer

Analysis of Organizational Change Management Climate during Knowledge Management Processes Implementation

To achieve the advantage of organizational knowledge in terms of competitiveness requires an accurate management of that knowledge, so-called knowledge management (KM), which is currently an important position in organizational leadership and management, and researchers have given particular attention to it. KM is the process of managing knowledge and expertise in the organization in a way that facilitates identification, capture, codification, storage and sharing the knowledge which accelerates knowledge creation towards the strategies of the organization. This research was designed in order to analyze change management during knowledge management establishment. Based on literature review, the authors' recent researches on KM and applying some statistical methods, the research structure of this study has been developed on five main stages according to methodology that have been described in authors recent research. The study used factor analysis to extract three critical factors. The results showed significant effects on change program for KM adoption. The results of factor analysis and multiple regression analysis confirmed the proofs for the three hypotheses.