Organizational Change Process Research Articles

The Impact of Organizational Change on Organizational Commitment and The Mediation Effect of Job Security, Trust and Justice in Pharmaceutical Industry in Indonesia

This research aims to determine the impact of organizational change on organizational commitment and the mediating effect of Job Security, Trust and Justice in pharmaceutical industry in Indonesia. Research was conducted among employees from four (4) different pharmaceutical companies in Jakarta, Indonesia. The sampling technique is based on probability sampling and data collection method used in this research was using questionnaire with total sampel obtained was 108. The research design used is descriptive quantitative research. The data analysis technique uses structural equation modeling-partial least square. The result showed that organizational change has insignificant direct positive impact on organizational commitment, Job Security does not mediate the impact of organizational change to organizational commitment, organizational change has indirect significant impact on organizational commitment through mediator variables Trust and Justice. Trust and Justice fully mediate the effect of organizational change to organizational commitment. Based on the result of the study, it was suggested that pharmaceutical companies to put more emphasis on trust & justice and achieve higher level of trust and justice during organizational change process to increase employee’s commitment.

Digital Transformation and its Impact on Safety Culture During Organizational Change

In today's era of rapid technological advancements, organizations are increasingly embracing digital transformation as a pivotal strategy to enhance their competitiveness and operational efficiency. This paradigm shift towards digitalization entails the integration of advanced digital technologies into the fabric of organizational processes and systems. However, this transformative journey often unfolds in tandem with significant organizational change, reshaping not only operational workflows but also the very culture that underpins the workplace dynamics. This research article delves into the complex interplay between digital transformation initiatives and the overarching safety culture within organizations undergoing profound organizational change processes. Recognizing that safety culture constitutes a cornerstone of organizational well-being and performance, this study seeks to elucidate the multifaceted implications of digitalization on safety practices, attitudes, and behaviors in the workplace. Through a meticulous examination of the challenges, opportunities, and strategic imperatives inherent in the convergence of digital transformation and safety culture, this research endeavors to offer nuanced insights that can inform organizational decision-making and practice. By unpacking the intricacies of this nexus, the study aims to equip stakeholders with actionable knowledge and best practices conducive to nurturing a positive safety culture amidst the backdrop of digital transformation endeavors. In essence, this research article serves as a beacon illuminating the path towards a harmonious integration of digital technologies and safety imperatives within the organizational milieu. By fostering a deeper understanding of the dynamics at play and delineating pragmatic strategies for navigating this terrain, the study endeavors to empower organizations to embark on their digital transformation journeys while safeguarding the well-being and resilience of their workforce.

The support of internal communication during organizational change processes

PurposeThe literature on communication in change processes, although fundamental, appears to still be very fragmented. The purpose of this study is to provide an explanatory and integrated framework for the communication process in organizational change processes.Design/methodology/approachThe authors conducted 22 semi-structured interviews with employees from 21 companies and 13 different sectors in Germany. The four-step Gioia inductive coding approach was adopted as the methodological approach of the current study.FindingsA final research model reveals that the organizational change communication (OCC) process is marked by specific change-restraining forces associated with the fear of the unknown, habits and convenience. Results also suggest the importance of communication timing and factors that help shape the OCC process, namely the scope, contents and channels of the communication process. Finally, the current research highlights contextual variables of the OCC process, such as credibility or the level of honesty.Originality/valueThe importance of OCC, in particular the understanding of the scope, contents of the message and the channels of communication adopted in the change management process, are important variables in the complexity of change. The paper illustrates the intricacy of communication in change and reinforces the internal and external variables that help shape the OCC process, with implications for change agents and scholars.

THE EFFECT OF DIGITAL TRANSFORMATION ON ORGANIZATIONAL PERFORMANCE: A META ANALYSIS

The Effect of Digital Transformation on Organizational Performance: A Meta-Analysis. Digital transformation is a process of organizational change that utilizes digital technology to improve performance. Digital transformation includes aspects such as processes, business models, and changes in organizational culture. This research aims to analyze the impact of digital transformation on organizational performance. The research used a literature review method to analyze 37 journal articles published between 2016 and 2023. The research results show that digital transformation has a positive and significant influence on organizational performance. This performance improvement can be seen in increased efficiency, productivity and organizational competitiveness. The impact of digital transformation on organizational performance is not always linear. Several factors can influence the magnitude of digital transformation, including Organization Size, Industry, Organizational Culture, Competitiveness, Technological Change, and Organizational Capability in managing digital transformation. Therefore, organizations need to understand the factors that can influence the impact of digital transformation and make optimal use of digital transformation to improve performance.

Situational leadership during the post-pandemic crisis: a case of Amanah Institute

Learning outcomes After completion of the case study, students will be able to learn, understand, examine and customize leadership styles per organizational culture; understand the conflict management styles of a female leader; and comprehend the organizational change process to devise an effective communication strategy. Case overview/synopsis Ever-changing business demands managers adopt organizational change in leadership styles, business processes, updated skill sets and minds. One must be ready to understand influential nurtured corporate culture and human resource resistance towards the inevitable change. This case study attempted to discuss the female protagonist dealing with an organizational conflict. The case study introduces one such protagonist from a century-old woman’s educational institution. Subsequently, this case study presents organizational change under the leadership of a female protagonist. This teaching case study gives the reader an insight into situational leadership, conflict management styles and the corporate change process by implementing an appropriate communication strategy. This case study describes the change process through the various decision-making scenarios that an academic institute over a century old faced during the post-pandemic crisis after adding a crucial protagonist. The employee union, followed by students and administrative employees, has challenged the dominating leadership position held by the college principal. Protests occurred due to the college administrator’s refusal to adjust her approach to leadership. This teaching case then provided different leadership styles of the current and old leaders. Finally, the case study lists the challenges a leader faces during turbulent times and the lessons a leader should learn from such situations while transforming the institute. Complexity academic level The teaching case benefits undergraduate students in business management subjects such as conflict management, leadership and organizational behaviour. Nevertheless, trainers can use this case study to teach seasoned managers and emerging leaders the significance of adopting and implementing change while understanding situational leadership. Supplementary materials Teaching notes are available for educators only. Subject code CSS 10: Public Sector Management.

How Diversities in Demographic Have Related to Psychological Empowerment?

Objective: The objective of this study is to explores the link between employee demographics and psychological empowerment and determine the factors of employee demographic on psychological empowerment. Theoritical Framework: During organizational change, people usually will feel unsecure, and having anxiety which may lead to stress. As a result, feeling of competence in facing the stressful condition is needed. This study used the concept of Psychological empowerment by Spreitzer (2008), which is a type of inner drive defined as the "psychological states necessary for an individual to feel control over their work". Psychological empowerment consists of 4 (four) dimensions namely: Competencies; Meaning; Self-determination and Impact. Method: The research team used a quantitative method, with the combination of mean significant differences analysis and intercorrelation analysis. The research was conducted at 4 (four) NGOS in Jakarta, Indonesia, with 156 respondents. Psychological empowerment inventory (Spreitzer, 2008) was used to collect the data after being tested its validity and reliability with Cronbach's Alpha. Result and Discussion: Results reveal that only gender had significant differences on psychological empowerment, with males scoring higher than females. Further, there is no significant correlations exist with other demographics profile (education, position, tenure, and employment status) on psychological empowerment. Research Implication: This study will contribute for executives and human resource managers that besides gender, no other demographic profile that might influence the score of psychological empowerment In other words, the score of psychological empowerment cannot be related with demographic profile except gender. Originality and Value: The process of organizational change is very important and challenging, and many researchers have studies about the process. However, the research team found out that studies about the relation of demographic profile on psychological empowerment is still very limited and need to be further studied. These findings offer valuable insights for change agents in managing organizational transitions, with emphasizing the nuanced impact of demographic factors on psychological empowerment.

Analisis Perilaku Karyawan terhadap Perubahan Organisasi yang Dimoderasi oleh Dukungan Manajemen

The purpose of this study is to determine and analyse how employee behaviour in the face of organisational change is moderated by management support. This research understands how management support factors can moderate the relationship between employee change behaviour and its impact on the organisation The research design uses a quantitative approach through a survey. The unit of analysis in this research is employees and teaching staff at Bina Darma University with a total of 73 respondents. The data analysis technique was carried out with the SEM-PLS approach to test the hypothesis. The results of data analysis show that there is a negative influence between employee behaviour on organisational change of 0.188 and statistically significant because the t-count value is 1.318 (smaller than 1.96). There is a positive influence of management support on organisational change by (0.00). There is a weak moderating effect on organisational change with a value of 0.188. The managerial implications of this study can provide guidance for the management of private universities in improving management support, encouraging management to more actively communicate with employees during the organisational change process. It also underlines the importance of managerial training in dealing with organisational change and identifying barriers to change that may arise. The results of this study can also help the management team in developing a more effective change strategy, Bina Darma University can increase the level of em-ployee satisfaction and performance, and ultimately improve the overall efficiency of the organisation in the future

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

This mixed-methods case study investigated the impacts, costs, barriers, and facilitators associated with implementing telehealth services across a private pediatric clinic system. The research examined the effects of telehealth on provider engagement and financial performance. Twenty-three clinicians, administrators, and staff across the pediatric clinics were interviewed before and after enterprise-level telehealth adoption to examine change processes amid this innovation. Twelve months of pre- and post-implementation financial records underwent statistical analysis to assess revenue and cost dynamics. Quantitative outcome measures encompassed expenses, revenues, and telehealth visit utilization rates, while qualitative analysis of interviews and focus groups revealed key implementation themes through rigorous inductive coding of participant narratives. Results showed significantly increased costs (44%) and revenues (47%) at clinics following virtual care expansion. Monthly telehealth visits per provider exponentially rose over 450%. Qualitatively, 83% of providers appreciated scheduling flexibility benefits, but 68% of staff cited workflow disruptions. Interpretatively, findings demonstrated catalyzed financial and productivity transformations and nuanced perceived disruption amid pronounced appointment capacity expansions. Recommendations encompass updated care coordination protocols, enhanced training and support resources, incentivizing provider usage, and modulating implementation pacing responding to user feedback during large-scale organizational innovation.

Digitalization in the Russian healthcare: barriers to digital maturity

Over the last 20 years a significant progress has been made in the use of digital technologies in the Russian healthcare: a widespread introduction of health information systems (HIS), work with big data, and use of artificial intelligence. Hopes are pinned on IT technologies; it is expected that they will simplify healthcare activities, as well as take the quality of medical care to a new level. Ultimately, it will contribute to a better quality of life for the population. However, certain internal and external factors slow the advance of digital technologies, creating barriers to digital maturity in healthcare. Imperfection of the legal and regulatory framework and insufficient funding of healthcare and innovation have a negative impact on the rate of development and translation of new technologies into medicine. The article considers a low level of digital literacy among health care providers and low level of motivation to make changes in organizational processes as a serious barrier to e-health promotion. Modern Russian research on this topic has identified significant gaps in basic digital skills among health professionals. At the same time, a low level of digital knowledge and patients’ trust create a low demand for e-health product development, and thus cannot act as an additional driver of IT developments. Health digitalization is an absolute trend in the current development of healthcare in our country, and in view of modern social and demographic trends, the need for medical services will only increase. Introduction of digital technologies into practice should contribute to better quality of and higher access to medical services, therefore health digitalization is a timely and logical stage of medicine development in Russia.

Limits of open innovation during the organizational change: a case study of a Partner Campus

The literature on open innovation (OI) has mainly been focused on the ‘bright side’ of OI, thus neglecting the limits of OI implementation influencing innovation processes during organizational change. It requires to develop a better understanding about the limits of OI. Therefore, this study explores the limits of OI during organizational change and provides approaches that drive firms to offset these limits. The empirical analysis is based on an in‐depth single case study and data was collected through semi‐structured interviews with the representatives engaged with Partner Campus – an OI initiative developed by a multinational manufacturing company. We have found that during the change process of adapting collaborative and absorptive capabilities, and developing organizational readiness, several internal and external challenges limit the company's drive to open up. Internal challenges arise when organizations start the change process in unfreezing stage. The traditional organizational culture and structure challenge incumbent firms to break the existing silos and utilize knowledge and resources effectively for OI implementation, hindering intra‐organizational collaboration. While external challenges arise when organizations transform their endeavors across organizational boundaries and collaborate with external stakeholders. When firms lack knowledge integration and technological capabilities, OI creates collaborative complexity given the magnitude of involved diverse actors and activities at different levels, which challenges the organizations to maintain the longevity of OI practices, resulting in several risks that limit firms to open up. However, we have identified the capabilities and actions that firms can take to strengthen a collaborative environment by counterbalancing these challenges. We contribute to the literature on OI by identifying and assessing the limits of OI, embedded in the organizational change process, that hinder organizational drive for OI. We also contribute to organizational change literature by identifying specific changes related to organizational processes, structure, and culture, and outlining approaches that can support a smooth transition.

Transition Pains: Recognizing Employee Reactions to Organizational Realignment in a Disruptive Context

This paper introduces the use of a pain analogy in exploring employee reactions in organizational change processes. Perceiving the signaling function of an individual pain experience as a call to action, we present a conceptualization of transition pains: emotional pain experienced by organizational members related to processes of change in the context of disruptive external change (i.e., transition). The transition context leads to realignment of strategy, policies and work organization. When these are not aligned or even contradictory, this creates confusion and an individual can experience incongruences. Pain symptoms such as tension or stress may act as signals that there is an imbalance between job demands and resources. This perspective supports practitioners in the interpretation of responses during a change process and offers interventions focused on developing resources and reducing incongruences.

The Effect of Psychological Wellbeing and Employee Integrity on Organizational Commitment by Mediating Organizational Change in Employees BNI Surabaya Commercial Business Center

Organizational commitment has an important role in maintaining employee loyalty to work for a company with various applicable regulations. However, many employees are found who are not committed to the organization, so this should be a concern for the company because commitment is closely related to employee performance. The aim of this research is to analyze the influence psychological wellbeing on organizational commitment, analyzing the influence of employee integrity on organizational commitment, analyzing the influence psychological wellbeing on organizational commitment by mediating organizational change, analyzing the influence of employee integrity on organizational commitment by mediating organizational change and to analyze the influence of organizational change on organizational commitment. This research is qualitative research with a comparative causal design. The data collection method was carried out through distributing questionnaires. The sampling method used purposive sampling, with criteria employee with permanent employee status and has a minimum service period of 1 (one) year, because he has participated in the organizational change process that occurred at the BNI Commercial Business Center in Surabaya and is still an active employee of the BNI Commercial Business Center in Surabaya. This research data analysis uses Structural Equation Modeling (SEM)Partial Least Square (PLS). Based on the description in the discussion above, it can be concluded that psychological wellbeing has a positive and significant effect on organizational commitment, employee integrity has a positive and significant effect to organizational commitment, psychological wellbeing positive and significant effect on organizational commitment by mediating organizational change. Indirect influence psychological wellbeing towards organizational commitment through organizational change is 0.335, which means of psychological wellbeing increasing by one unit, organizational commitment can increase directly and indirectly through organizational changes by 72.1%. This influence is positive. Employee integrity influences organizational commitment by mediating organizational change. The total influence of employee integrity on organizational commitment is 0.388, which means that if employee integrity increases by one unit, organizational commitment can increase directly and indirectly through organizational changes by 25.9% and organizational changes have no effect on organizational commitment

Navigating Multiple Identities for Positive Change Through Organizational Listening

Organizational listening is critical in times of change, especially for organizations that must meet diverse stakeholder interests. Organizations’ views on who they are—whether they are altruistic or self-oriented entities—may shape organizational listening practices in meaningful ways. To explore the undertheorized topic of organizational listening, we conducted a mixed-method sequential explanatory study. Drawing on survey and interview data from 122 U.S. nonprofits, we found an organization’s utilitarian identity for economic value creation is only related to practical motivation to engage in listening, whereas a normative identity for social mission is related to listening motivation, information analysis, and information integration. In addition, we found that organizational listening fully mediates the relationship between organizational identity and organizational change potential and implementation, indicating positive change would most likely occur through soliciting and incorporating stakeholder inputs. These results contribute to theorizing organizational listening and suggest implications for navigating multiple identities in organizational change processes.

Metodologija i metodi istraživanja u odnosima s javnošću

The most advanced form of public relations is represented by scientifically guided processes of solving organizational problems and change processes. This paper discusses some of the methods used to gather quantitative and qualitative information to define the problematic situation as accurately as possible. The primary purpose of research in public relations, like other business functions, is to reduce uncertainty in decision-making. This paper first examines the place of research in various models of public relations. It then explains the first phase in the PR management process-situation analysis-where research activities are particularly emphasized. The second part of the paper focuses on methods, both formal and informal, commonly used in PR practice.

A Liderança Vai Embora, e Agora? Mudança Organizacional em um Parque Tecnológico

ABSTRACT This teaching case describes the organizational change process of the Federal University of Rio de Janeiro Science Park (PTEC-UFRJ), an organization that plays a leading role in the innovation ecosystem of both the university and its surrounding state. The change process began in 2019, rooted on the leadership’s view that the Park’s economic sustainability depends on strategic redirection and transformation of employees’ attitudes and behavior, along with the redesign of PTEC-UFRJ’s internal processes. However, PTEC-UFRJ has the peculiarity of having its leadership appointed by the University Dean’s Office. In this context, management initiatives directed to supporting the change process are fundamental to secure its achievements and ensure its continuity. The case describes the decisions and actions took by PTEC-UFRJ’s executive director in order to guide the strategic change in the Park and the challenges faced. In view of the results and objectives already achieved, the most important point is to discuss PTEC-UFRJ’s future perspectives, the role of leadership and organizational policies, and practices that guarantee the sustainability of the organizational change

Why/How are Integrated Reporting Practices Adopted/Diffused? Evidence From Public Listed Companies in Sri Lanka

Manuscript type: Research paper Research aims: This study explores the factors affecting and the internal mechanisms employed by companies to manage their integrated reporting practices. Design/Methodology/Approach: The qualitative study is conducted through semi-structured interviews with 15 officers responsible for the integrated reporting practices of public listed companies in Sri Lanka. Research findings: The study found that relative advantage, compatibility, complexity, trialability, and observability affect the adoption of integrated reporting practices. Under the internal mechanism, it was found that sustainability reporting helped the adoption, and companies used their own ways to collect and manage information. Despite the companies’ duration of practice, the constellations of structures, cultures, and reporting practices with which integrated reporting is managed change within the companies. Furthermore, the study showed the success stories of integrated reporting. Theoretical contribution/Originality: The study is the first South Asian and emergent market study to identify the enablers of integrated reporting by employing the diffusion of innovation theory as the theoretical foundation and internal mechanism. Practitioner/Policy implication: This study provides insight into the dynamic processes that operate within the framework of the organisational change that has taken place from this perspective and demonstrates how integrated reporting can be incorporated into the organisational change process. The experience of these organisations allows others that intend to embrace integrated reporting to choose the optimal way to implement it and use integrated reporting. Research limitations/Implications: Although much effort was taken to ensure that the study comprised successful IR businesses that displayed best practices in IR, this research study was confined to a small number of 15 public listed companies who participated.

Peran Kepemimpinan terhadap Perubahan Organisasi Di Himpunan Mahasiswa Prodi Manajemen

This research examines the role of leadership in managing organizational change. The role of leadership in today's organizations, organizational change has become a major and important thing. The role of an effective leader aims to successfully manage change. The aim of this research is to determine the role of leadership in the organizational change process, as an influence on future progress. Literature review and theoretical analysis are combined with qualitative research methodology in this work. Based on the research results, examine the meaning of leadership, the role of leadership for the organization and the leader's efforts to change the organization. Members inspire and motivate change when they participate in decision making and accept change under leadership. Planning, directing and implementing necessary changes becomes easier with collective decisions and those of a single leader. Department members who want to better manage organizational change will greatly benefit from this research.

Unveiling Organizational Impact on Civil Servant’s Change Readiness: Investigating the Mediating Influence of Adaptability

Employees’ response to organizational change remains pivotal in determining the success of change initiatives, especially within public sector organizations. This study aims to explore the determinants of change readiness among civil servants. Data was gathered through surveys of 350 civil servants involved in organizational change processes. Various factors influencing change readiness were identified, and their direct impact was assessed. Furthermore, the study delved into the mediating role of adaptability in the relationship between these factors and change readiness. Results indicate that organizational identification exerts a positive yet statistically insignificant influence on employees’ change readiness, while managerial climate significantly impacts employees’ change readiness. Adaptability emerged as a mediator between these factors and employees’ change readiness. This research contributes to understanding the determinants of employees’ adaptability and change readiness, offering valuable insights into human resources management and organizational development.

Co-designing solutions to enhance access and engagement in pediatric telerehabilitation.

Prior to the COVID-19 pandemic, children's therapy appointments provided by Ontario's publicly-funded Children's Treatment Centre (CTCs) primarily occurred in-person. With COVID-19 restrictions, CTCs offered services via telerehabilitation (e.g., video, phone), which remains a part of service delivery. CTC data shows that families experience barriers in attending telerehabilitation appointments and may need supports in place to ensure service accessibility. Our study aimed to co-design innovative solutions to enhance access and engagement in ambulatory pediatric telerehabilitation services. This manuscript reports the co-design process and findings related to solution development. This research project used an experience based co-design (EBCD) approach, where caregivers, clinicians and CTC management worked together to improve experience with telerehabilitation services. Interview data were collected from 27 caregivers and 27 clinicians to gain an in-depth understanding of their barriers and successes with telerehabilitation. Next, 4 interactive co-design meetings were held with caregivers, clinicians and CTC management to address priorities identified during the interviews. Using qualitative content analysis, data from the interviews and co-design meetings were analyzed and findings related to the solutions developed are presented. Four topics were identified from the interview data that were selected as focii for the co-design meetings. Findings from the co-design meetings emphasized the importance of communication, consistency and connection (the 3C's) in experiences with telerehabilitation. The 3C's are represented in the co-designed solutions aimed at changing organizational processes and generating tools and resources for telerehabilitation services. The 3C's influence experiences with telerehabilitation services. By enhancing the experience with telerehabilitation, families will encounter fewer barriers to accessing and engaging in this service delivery model.

Change Agents’ Required Expertise to Implement an Educational Technology: A Mixed-Method Study

To support trainers in implementing emerging educational technologies into their practices, training centers nominate one or several change agents. The aim of this study is to identify their individual human factors in this organizational change process. Twenty-one experts in organizational change, training, and educational technology participated in this study that combined semi-structured interviews with two job analysis questionnaires. The data were first treated separately with descriptive statistics and directed content analysis. They were then analyzed jointly with a factorial correspondence analysis completed with a hierarchical ascending classification. Results highlight the core activity of a project manager and eight additional activities with their own individual human factors. They provide to the change agents’ team benefits, such as management, strategy, communication, training, analysis, facilitation, and technological, pedagogical, and financial expertise. Those findings suggest a protean activity of the change agent, hardly manageable by a single person, which practitioners should anticipate when managing change. This research also proposes an original method to obtain a deeper understanding of an unexplored concept like change agents.