Organizational Change Process Research Articles

The Crucial Role of Information Technology in Facilitating Change Management

Technological evolution has triggered an industrial revolution that has changed the face of civilization, especially in the industrial sector which is the driving force of the economy. Proper and consistent Information Technology (IT) strategy planning will be able to help businesses achieve competitive and sustainable advantages. Change management must be able to analyze and understand the impact of digital change on the organization. The use of Information Technology (IT) in change management has a significant impact on organizational efficiency and effectiveness. This research uses a qualitative approach by collecting and analyzing data originating from various relevant scientific literature sources. Research results have shown that IT is a key factor in implementing the change management process. IT has been proven to provide benefits and act as an effective tool in implementing organizational change processes and ultimately can increase efficiency and effectiveness within the organization. Information technology has an important role in helping organizations manage change more effectively and efficiently. By optimally utilizing IT, organizations can improve communication, collaboration, decision making, and training during the change process. The use of Artificial Intelligence (AI) over the last few years has shown a positive trend in maximizing all important points in the use of Information Technology (IT) in companies, starting from communication, collaboration, decision making and training.

Market orientation and change capability on an Indonesian sharia banking performance: the moderating effect of leadership religiosity

Purpose Changes are required to improve the performance of Sharia banking in Indonesia. Using dynamic capability theory, this study aims to analyze organizational learning, change process and change context (OCC) in Bank Syariah Indonesia as influenced by market orientation (competitor and customer orientation) and moderated by religiosity and its impact on organizational performance (Maqashid Sharia) using a multilevel perspective. Design/methodology/approach To test the hypothesis, this research surveyed by distributing online questionnaires to managers and employees at 62 branch offices of Bank Syariah, the largest Sharia bank in Indonesia. Data processing involved multilevel structural equational modeling with Mplus analysis software. Findings Market orientation determines an organization’s ability to change significantly, which leads to organizational performance being significantly moderated by religiosity. In OCC, organizational learning influences change context through change processes, ultimately influencing organizational performance (Maqashid Sharia). Originality/value This research used a multilevel perspective by combining market orientation and OCC variables moderated by religiosity and its impact on Maqashid Sharia. This study was conducted at the largest Sharia bank in Indonesia, Bank Syariah Indonesia.

Enterprise digitization and marine economic performance: An empirical study of listed enterprises in China's maritime economy.

The scale and connectivity of marine resources make them more complex than land resource management. Although digitization has been recognized as an organizational change process that can effectively improve resource efficiency and enhance network resilience, however, gaps remain in establishing the theoretical links between digitization and marine economic performance. Based on a panel fixed-effects model, this study evaluates the interrelationships and potential mechanisms of different firms with data from annual reports of listed firms in the marine economy in the eastern coastal region of China. The results indicate that there is a 'U-shaped' relationship between digitalization and enterprise efficiency in the maritime sector, and significant heterogeneity exists in the characteristics of these enterprises. Notably, firms' technological innovation capability can modulate the 'U-shaped' relationship through the interaction of economies of scale and economies of scope. This paper highlights how digitization mitigates the fragmentation and sectionalization of marine information and addresses the digital overload and productivity paradox that firms may face in the early stages of digitization. The study suggests that institutional diversity shapes resilience. Governments need to promote top-down regulation and industry collaboration, while marine enterprises need to coevolve collaboratively with them through bottom-up internal communication and external interaction to enhance the value chain of marine enterprises.

Are the Quality of Organizational Changes Associated with Expected Retirement-Age Among Senior Employees?

Major organizational changes may be associated with both positive and negative uncertainty in working life. This study described the prevalence of organizational changes (reorganizations or round of layoffs) within different job functions in Denmark and investigated whether quality of the implementation process (measured as "information", "involvement" and "consent") was associated with employees' expectations regarding retirement age. A representative sample of older Danish employees ≥ 50years (n = 12,269) replied to a questionnaire survey in 2020. In cross-sectional analyses, we compared employee's expected retirement age being either not exposed to organizational changes or exposed to implementation processes of high, moderate or low-quality, respectively. Analyses were further stratified for job function: office work, work with people and work in the field of production. More than half (56%) of the employees had experienced organizational changes within the past 2years, and 23% of those effected reported that the changes had led to considerations of earlier retirement. Organizational changes were most prevalent within office work, and least prevalent within the job function working with people. The analyses showed significantly lower expected retirement age when the implementation process had been of moderate (mean reduction of 0.45years) or low quality (mean reduction of 0.71years) compared to high quality implemented changes. Experiences of organizational change processes of moderate or poor quality were associated with expectations of earlier retirement, while well implemented changes were not. This study underscores the importance of good implementation when changes at the organizational level are needed.

A IMPORTÂNCIA DA INTELIGÊNCIA EMPRESARIAL NO PROCESSO DE TOMADA DE DECISÃO DA EMPRESA X DE PINHALZINHO-SC

Over the years, companies are going through various organizational change processes, many transformations are taking place, and one of them is the insertion of technologies in the most diverse business segments. Information technology and business intelligence, Busines Intligence (BI), is becoming loyal and a great ally when it comes to strategy and decision making. Organizations are using such technologies as a support tool in the way they administer and manage their processes and businesses. These tools assist in the analysis of data and results that companies have, providing safer and more assertive decision making, in addition to offering greater security to owners. This study seeks to analyze the importance of this theme in the organizational environment of company X, located in the municipality of Pinhalzinho-SC. The data for this article were collected through an interview with the owners of the organization. In addition to doing an analysis on the subject, one of the objectives of this work is to present an improvement proposal for the company.

Change competence: An integrative literature review.

Organizations are in a state of continual evolution, driven by the relentless shifts in their external environments. Numerous theories have been proposed to understand the essential skills and capabilities for successful organizational change. Yet, there remains a gap in capturing a holistic view necessary to fully comprehend the dynamics of competence in today's rapidly changing landscape. This research aims to explore and consolidate the concept of 'competence' in the context of organizational change processes. Employing an integrative literature review approach, a total of 3,230 studies were screened. Out of these, 32 studies were selected based on strict relevance and quality criteria, providing a robust foundation for the analysis. The findings reveal a multi-layered nature of organizational change, highlighting that the nature and prerequisites of change vary significantly across different organizational levels. By applying a competence lens, we discern how required competence during change are not uniform but rather vary depending on whether they are applied in an operational or strategic context. This demonstrates a nuanced, level-dependent variability in change competence across the organizational hierarchy. We conceptualize 'change competence' as a dual-faceted construct. It encompasses both the capacity to leverage existing organizational competence and the adeptness to develop new competence, thereby meeting the evolving demands imposed by both internal and external drivers of change. This comprehensive understanding paves the way for more effective strategies in managing organizational change.

Opinion Leaders in Organizational Change Processes: Insights from a Large-Scale Quantitative Survey to Identify, Characterize, and Classify Influential Employees within a Multinational Corporation

ABSTRACT The successful implementation of change processes requires efficient and effective communication. While previous research has explored various aspects of change communication, the role of opinion leaders – individuals who are more influential than others within their networks – has been largely overlooked. These opinion leaders could play a key role in driving the successful implementation of organizational change. This study aims to investigate the characteristics and potential existence of distinct types of opinion leaders within the context of an organizational change process. We conducted a quantitative online survey (n = 4,114) in a multinational corporation undergoing a significant change initiative. The findings reveal that opinion leadership is influenced by several factors: opinion leaders often hold leadership positions, possess strong personality traits, and maintain cross-hierarchical and cross-functional networks characterized by intense relationships. They also demonstrate high expertise related to the change process and exhibit strong commitment and positive attitudes towards it. Additionally, the study identified 300 opinion leaders and, through cluster analysis, categorized them into four types: ‘The Expert Leader,’ ‘The Emerging Opinion Leader,’ ‘The Cross-Functional Connector,’ and ‘The Department Influencer.’ These types vary in their network sizes, structures, and experiences. MAD statement In a rapidly evolving world, effective change communication is essential for building resilient and forward-thinking organizations. While research has acknowledged the pivotal role of communication in driving change, the significant influence of opinion leaders in this process has received limited attention. These individuals can be key to ensuring that organizational transformations are not only successful but also inclusive and sustainable in their impact. By understanding how to identify and engage opinion leaders in substantial change initiatives, organizations can develop more effective communication strategies that foster innovation, adaptability, and long-term success, ultimately contributing to more equitable, responsible, and successful organizational transformations.

Institutional work aimed at increasing employment orientation in mental health services

PurposeThe importance of employment in recovery from mental health illness has led to broad recognition of the integration of employment-oriented support into mental health treatment. However, there is variation in the extent to which an employment orientation permeates healthcare services. This article explores how managers and advisors in health and welfare services in Norway function as “change agents”, who work to increase an employment orientation in mental health services.Design/methodology/approachThe empirical material consists of 20 interviews with change agents in health and welfare organisations. They work to implement a model – individual placement and support – to integrate an employment orientation in healthcare services. The findings are analysed using the framework of “institutional work” to elucidate the strategies used by change agents.FindingsThe findings underscore a consensus on the health advantages of employment and that employment-oriented support belongs in mental health treatment. However, this concept requires further cultivation within healthcare services, with individual actors playing a key role as change agents. Depending on the stage of the various organisations in the change process and the actors’ positions within the institutional context, the actors engaged in both creative and maintenance institutional work.Practical implicationsThe article´s findings are significant for how health organisations can work to achieve desired changes.Originality/valueThis article contributes to the literature on collaboration and implementation of employment-oriented practices in healthcare by directing attention to the dynamics of organisational change processes and the efforts of individual actors to promote change.

Internationalisation of doctoral schools of education in Hungary: Rationale and organisational change

AbstractThis pilot study presents the preliminary results of a larger qualitative study based on narratives of organisational change related to the internationalisation of the doctoral schools of education studies (DSEd) in Hungary, which are characterised by an inherent ambivalent position of national embeddedness and heightened internationalisation imperative. The theoretical perspectives for the pilot are grounded on the intersection of major topics as very few previous studies of precise focus were found. We looked at internationalisation of the doctoral programmes in general, cases of educational studies including teacher education, and the developmental theories relevant to the field of higher education. Semi-structured interviews with four educational professionals at a research-intensive university in Hungary depict personal narratives and perceptions of internationalisation – a challenging yet necessary experience. The pilot framework presents preliminary findings retrieved from the initial sub-sample. Pilot results picture the fine-grained process of organisational change concerning the internationalisation implementation based on the perspectives of academic staff whose frame of reference is a niche in the current discourse.

Organizing in the Folding of Time: Shaping organizational change trajectories at turning points

Organizational change research has shown how change processes in organizations connect sequentially to form a trajectory of change through time; however, research has yet to offer an understanding of how ongoing organizational change integrates more distant change processes across time to shape the organization’s long-term trajectory. To better understand the dynamics between ongoing change and the shaping of trajectories, we refer to change processes as turning points, arguing that turning points are immanent to – and formative of – trajectories. We define turning points in terms of their definitional, directional and curvilinear features, which we relate to the shaping of organizational change trajectories. Drawing on Deleuze’s concept of the fold and the distinction between actual and singular events, we theorize how actors connect past and future turning points of the trajectory as singular events into enacting the actual events of the current turning point. Inspired by Deleuze’s conception of the fold, we then develop a theoretical framework for the shaping of organizational change trajectories at turning points. This framework contributes to current change research by explaining how ongoing change processes give shape to trajectories of change that subsequently shape the ongoing process of change. It also contributes to the literature by proposing a more dynamic and central role of continuity in change. Finally, our use of Deleuze’s concept of the fold enables us to suggest how theorizing actors’ movement through time may extend current process views of time.

The relationship between emotional intelligence and readiness for organizational change among nurses.

Organizational change is a complex process that often faces high failure rates due to challenges in managing transition issues. The role of emotional intelligence in fostering readiness for organizational change among nurses remains understudied, especially in the context of Jordan. The study aimed to investigate the relationship between emotional intelligence and readiness for organizational change among Jordanian nurses working in governmental hospitals. A descriptive cross sectional correlational design was used. A convenient sampling method was used to enroll Jordanian nurses from different governmental hospitals, with a resulting final sample of 250 nurses. Self-reported questionnaires were used to collect data. Data analysis was run using descriptive and inferential analysis. The findings revealed that the participants had moderate levels of emotional intelligence with a mean score of (M = 87.96, SD = 26.59). The participants demonstrated strengths in understanding their own emotions, perceiving others' emotions, and setting goals. They also showed good control of their emotions and a positive self-perception. Regarding readiness for organizational change, the mean score was (M = 39.58, SD = 11.16), suggesting a moderate level of readiness. The participants exhibited commitment, motivation, and confidence in handling challenges associated with change. A strong positive relationship between emotional intelligence and readiness for change commitment (r = .942, P < .01), change efficacy (r = .935, P < .01), and total readiness for change (r = .951, P < .01) were exist. Moreover, age and years of experience were negatively correlated with readiness for change. There was a strong and significant positive relationship between emotional intelligence and readiness for change. This emphasizes the importance of developing emotional intelligence abilities among nurses to facilitate successful change processes in healthcare organizations.

Telehealth Transformation: A Mixed-Methods Study on Organizational Change Processes and Outcomes in Private Medical Practices

Telehealth Transformation: A Mixed-Methods Study on Organizational Change Processes and Outcomes in Private Medical Practices

Press the Button: Designing Learning from Home – The Teacher's Willingness to Change the School Work Routine

What are the challenges and prerequisites for successfully reshaping instructional practices for home-based or remote digital learning? The success of organizational change processes is largely contingent on the willingness of those involved. This article investigates the factors influencing teachers' readiness to digitize their daily work routines, particularly in terms of teaching and learning processes. A total of 72 teachers from vocational schools in Germany participated via the SmartSurvey App during the Covid-19 Pandemic. The quantitative analysis is structured across three levels: firstly, assessing how teachers adapted to the new reality of remote work; secondly, analyzing their readiness to navigate the new instructional landscape characterized by remote teaching and learning processes; and thirdly, exploring teachers' overall attitudes towards digital media and their competency in media-didactics, drawing connections to the remote utilization of digital tools.

The Role of Digital Transformation and Entrepreneurial Orientation in Achieving Competitive Advantage in Industry 4.0

In the realm of transitioning economies and the advent of Industry 4.0, digital transformation has emerged as a paramount subject. Nonetheless, there remains a scarcity of studies offering a comprehensive elucidation of the interplay between Digital Transformation (DT) and Entrepreneurial Orientation (EO) in the context of Organizational Change (OC). Digital transformation entails the integration of digital technology across all facets of business operations, fundamentally altering how enterprises function and deliver value to clientele. This paper explores these dynamics by addressing three fundamental inquiries: Firstly, how do digital transformation and entrepreneurial orientation correlate with the Organizational Change (OC) process? Secondly, why are digital transformation and entrepreneurial orientation deemed pivotal? Lastly, how do digital transformation and entrepreneurial orientation impact Organizational Change, and do they influence innovation behaviour and competitive advantage? This paper aims to enrich the discourse and foster an understanding of the critical roles played by digital transformation and entrepreneurial orientation in attaining competitive advantage through the Organizational Change (OC) process and fostering innovation behaviour at PT Pegadaian. To bridge the existing gap in the literature, this study posits digital transformation and entrepreneurial orientation as antecedents of the Organizational Change (OC) process, thereby fostering innovation behaviour and competitive advantage. The research adopts a case study approach rooted in qualitative analysis.

Navigating Tensions in the Organizational Change Process towards Hybrid Workspace

ABSTRACT This article examines the change process of implementing hybrid workspace within organizations. Hybrid workspace involves employees working from multiple locations and has become an important topic during and after the coronavirus disease 2019 pandemic. This study aims to better understand the tensions emerging in the change process towards hybrid workspace and the responses by organizational members. Drawing on a case study of a major bank in Paris, this study finds four relevant tensions that emerge when implementing hybrid workspace: (1) connecting with vs. disconnecting from others, (2) agile vs. sedentary work, (3) paperless vs. paper-based working, and (4) telework vs. corporate space routines. These findings contribute to reshaping workspace literature by viewing organizational change through a tension lens while connecting different micro-processes of the planned change. Furthermore, this study contributes to the debates on hybrid workspace by viewing space as an ongoing process, through the dynamic interaction between individuals and technology in producing hybrid workspace. MAD statement This article aims to Make a Difference (MAD) by viewing hybrid workspaces and organizational change as mutually constituted in a process connecting technology and human agency. This study provides important contributions by identifying possible tensions that might emerge in the implementation of hybrid workspace. By revealing employees’ responses to each tension, we provide practitioners with insights into discrepancies among planning, implementing, and the daily use of hybrid workspace, and into creative ways to transcend oppositions. To improve employees’ well-being and reduce inequalities at work, we call for a managerial shift from disregarding or eliminating sources of tensions to managing them.

Strategic organisational change process for managing a bank’s change and transition from a crisis situation

Whether banking executives want or not, the implementation of strategies aimed at mitigating a crisis may in one way or another involve the change and transformation of a bank’s particular area of operations. Hence, organisational change and transformation is part and partial of the overall process of a bank’s crisis management. Unfortunately, most of the banking executives often accomplish crisis management as though it does not involve any form of change and transformation, only for the effectiveness of the crisis management strategies to be marred by the poorly managed change related complications. To address such complexities, this seminal paper used the qualitative meta-synthesis to assess, identify and extract a combination of the strategic change management processes that the banking executives can use during the implementation of changes that are essential for enhancing the successful implementation of crisis management strategies. During a bank’s crisis management, findings revealed that irrespective of the types or the dimensions undertaken by the organisational change and transformation, theories and literature still insinuate that social organisational change and transformation is not just a random process, but a more systematic process aimed at achieving some pre-determined outcomes. To accomplish that, findings imply usage of a systematic organisational change and transformation process is a necessity for enhancing Situational Analysis, Vision Setting, Communication of the Impetus for Change, Change Implementation, and Measuring and Improving Progress of Change Implementation.

Community Policing: The Successful Implementation of Organizational Change

The goal of community policing is to improve interaction and collaboration between local law enforcement agencies and the people and neighborhoods they serve. Its primary objectives are to reduce and prevent crime and increase residents' sense of security. Community policing starts from the top of the management and flows down to the very lowest level of the police department. Thus, police managers play an important role in the change process. The goal of this study is to analyze the successful implementation of organizational change in police agencies. This article first lays out the definition of community policing, its key components, advantages, and its differences from traditional policing. Then it discusses the process of change, the sources, and strategies of resistance to change. In the conclusion section, this study makes recommendations for a successful implementation of the organizational change process.

Pentingnya Perencanaan Sumber Daya Manusia Dalam Sebuah Organisasi

Human resource planning is the first thing an organization or company must do when the company seeks better human resource management. All organizations or companies must determine their future with various different plans following current developments. Currently, changes are occurring quite rapidly, so organizations or companies must be able to keep up with the changes that are occurring quickly and precisely. Organizations or companies must be able to anticipate and adapt to change. Therefore, personnel planning is becoming increasingly important for companies, because the era of globalization, new technologies and organizational change processes overshadow organizational life repeatedly. An organization that is not supported by employees with good quantity, quality, strategy and function, of course the organization will find it difficult to maintain and develop its existence in the future, so that personal planning is successful. Human resource (HR) planning plays a crucial role in organizational success by ensuring the continuity of efficient and effective operations. In the context of globalization and rapid change, HR planning is becoming increasingly important to identify the need for quality and visionary human resources. The unique characteristics of an organization are also a focus in this abstract, where a unique business strategy can become a competitive advantage that is difficult for competitors to imitate. Evaluation of employee performance based on industry principles and the influence of organizational politics as well as a poor evaluation system on employees are also highlighted in this abstract. By understanding the critical challenges facing organizations, including in the context of globalization, HR planning can help organizations to strengthen their position in global competition and face change more adaptively.

Randomized trial of the leadership and organizational change for implementation (LOCI) strategy in substance use treatment clinics

IntroductionEvidence-based practice (EBP) implementation represents a strategic change that requires alignment of leadership and support throughout organizations. Leadership and Organizational Change for Implementation (LOCI) is a multifaceted implementation strategy that aims to improve implementation leadership and climate within organizations through iterative cycles of leadership and climate assessment and feedback, leadership training and coaching, and strategic planning with upper-level leaders. This study tested the effects of LOCI on transformational and implementation leadership, implementation climate, implementation citizenship behavior, and EBP reach. MethodsA multiple cohort, cluster randomized trial tests the effect of LOCI in 60 clinics across nine behavioral health organizations in California and Arizona, USA. The study randomized clinics within organizations to either LOCI or a leadership training webinar control condition in three consecutive cohorts. Repeated web-based surveys of direct service providers (nLOCI = 201, nControl = 179) assessed leadership, implementation climate, and implementation citizenship over time. Multilevel autoregressive modeling was the primary statistical analysis such that providers (level-1) were nested within clinics (level-2). The study predicted between-condition differences at 4-, 8-, and 12-month follow-up assessments. Provider engagement in a fidelity monitoring process assessed reach of motivational interviewing (i.e., number of sessions recorded/submitted for fidelity coding). An independent sample t-test explored between condition differences in motivational interviewing reach. ResultsResults indicated between condition differences at 4 months for implementation leadership, implementation climate, and implementation citizenship behavior such that greater improvements were evidenced in the LOCI condition compared to the control condition. Reach of MI was significantly greater in the LOCI vs control condition such that LOCI providers were significantly more likely to engage in the fidelity monitoring process (chi-square (1, n = 370) = 5.59, p = .018). ConclusionsLOCI was developed based on organizational theories of strategic leadership and climate to affect organizational change processes that communicate that innovation implementation is expected, supported, and recognized as a value of the organization. The LOCI implementation strategy resulted in more positive hypothesized outcomes compared to the control condition. Organizational change strategies have utility for implementing health innovations in complex, multilevel contexts and for greater sustainment of facilitative leader behaviors, strategic implementation climate, and improved implementation outcomes. Trial registrationThis study is registered with Clinicaltrials.gov gov (NCT03042832, 2 February 2017; retrospectively registered).

Transforming Adolescent Sex Offender Treatment: Organization-Wide Change Process in a State Residential Juvenile Justice System

A state juvenile justice system underwent a system-wide organizational change process as a result of implementing a new empirically-based residential treatment model for adolescent sex offenders. Because of the significant differences between the new treatment model and the former, the change process required modifications in treatment philosophy and ideology, clinical practice, staff responsibilities and teamwork, and an understanding of applied research and the role of residential juvenile justice providers. A detailed description of the transformative change process is provided and is further examined through the lens of organizational change theory.