Organizational Change Process Research Articles

HSD11 Evaluation of the Implementation Progress of a New Complex Intervention in a Multimorbidity Patient-Centered Care Model in Chile

Complex health interventions involve a process of organizational, structural, and cultural change that challenges health teams and decision-makers. During 2017 and 2020, a complex intervention was carried out for adult patients with chronic diseases. The Centro de Innovacion en Salud ANCORA UC (CISAUC) implemented a Multimorbidity patient-center care model in the public health system. This study aims to evaluate the progress in implementing the Multimorbidity patient-center care model in seven Primary Care Centers in Chile.

The psychological assessment of organizational capacity for change

Based on the premise that the analysis of the ability to change is an essential starting point in the initiation of an organizational change process, in this article we will examine the specifics of the psychological assessment of the degree of readiness for change (both at the organizational and individual level), in the context of changes from educational institutions.

Leading Large Scale Innovation: Building Institutional Flexibility

RE-Engineered was launched at the University of Saskatchewan in 2021/22. It was designed to build community among our first-year engineering students with modularized courses, full integration across all learning outcomes and courses, competency-based assessment, introduction to 4 sciences instead of the usual 2, an Indigenous Cultural Contextualization module, and replacement of final exams in December with a week of experiential learning days across 5 engineering disciplines. The scale of the changes envisioned by the first-year team (Sean Maw and Joel Frey) was so large that it impacted most institutional support units and had substantial operational and teaching practice change requirements for two colleges.
 Over the four-year design process, it became clear that the curricular design required a parallel and intentional process of broad organizational change for successful implementation. From this realization sprung the Change Management Committee (CMC). This group has leveraged resources (financial, human, expertise), influenced key decision makers on campus, and facilitated deep organizational change.

A Model of Organizational Change Process

Abstract Purpose/Goal: The article focuses on organization development process based on functioning of change motors; therefore, the author focuses on accomplishing three objectives. The first objective involves adding to the four change motors described by A. H. Van de Ven & M. S. Poole the fifth one, actually the balancing development motor. The second objective deals with devising a five change motor model based on motor interaction during the life cycle of an organization. The model represents the stages of change motor functioning, description of their interaction and combination of different stages of this functioning. The third objective implies developing and describing the method of the analysis of change motor interaction. Method: Lewin’s field theory, punctuated equilibrium theory, and complexity theory common aspects were identified using the method of comparative analysis and the method of synthesis, which allowed describing balancing development as a change motor. Results: The five change motor model was developed using the method of metaphors and the method of conceptual modeling. Conclusion: The results presented in the article can provide more thorough understanding of the development process of an organization since they contribute to the explanation of how an organization declines in its life cycle due to the functioning of its change motors and how this decline can be overcome by implementing a transformational change. The use of the five change motor model presented in this article will provide insight into the development process of an organization as well as contribute to its further theoretical and empirical research.

Impact of Merging Into a Comprehensive Cancer Center on Health Care Teams and Subsequent Team-Member and Patient Experiences.

Comprehensive health care centers are increasingly popular as they offer inclusive health care services under one roof. Often, these centers are formed by merging previously separate clinics. However, there is a lack of systematic guidance on the interprofessional, and interteam and intrateam dynamics that may develop during such an organizational change process. Using team process literature, we identify a possible model to explain how merging into a comprehensive cancer center (CCC) might influence health care teams and their subsequent outcomes, including patient experience. We used a mixed-method research design. Qualitative data were collected via semistructured interviews from 20 health care professionals employed at a recently merged CCC. During the time frame the interviews were collected, quantitative data were collected from 50 patients receiving treatment at the cancer center through anonymous paper-pencil surveys. Qualitative interviews were analyzed using thematic analysis, on the basis of the input-process-output team dynamics framework. Descriptive statistics were calculated for patient experience data. Trends between data collections were identified. On the basis of our qualitative analysis, we provide an input-process-output framework that documents positive and negative aspects of interteam and intrateam dynamics associated with the merger process. Additionally, a number of connections were found between health care professional perceptions and quality patient experiences (eg, merger impacts on interteam and patient communication). Our findings and model may assist in future merging efforts. Future CCCs may use the proposed framework to better understand and visualize their postmerger progress, in particular from the aspects of interprofessional, and interteam and intrateam dynamics.

Designing a conversational agent to promote teamwork and collaborative practices using design thinking: An explorative study on user experiences.

Appearance, voice features, and communication style affect users trust in conversational agents (chatbots), but few studies have assessed what features users like and dislike. Using design thinking, we developed Susa, a conversational agent, to help workplaces promote teamwork and collaborative practices. Design thinking prioritizes co-creation and multidisciplinary teamwork to develop innovative solutions to complex problems. The aim of this qualitative study was to explore users’ interactions with and reactions toward Susa and explain how we used user inputs to adapt and refine the first prototype. The employees and managers from four workplaces participated in three workshops to test and refine the agent. We applied an explorative thematic analysis of data collected via video recordings of the workshops. The results of the analyses revealed that visual identity, communication style and personality was important for acceptability. Users favored a more human like agent that primarily communicated with the team via text messages. Users disliked emoticons and humor because these features clashed with the seriousness of the topic. Finally, users highlighted that Susa helped structure organizational change processes, develop concrete action plans, and stay on track. It is a weakness that Susa is a simple robot based on a preprogrammed script that does not allow users to adapt the process.

Excellence, equity and efficiency in educational psychology service delivery: a journey

ABSTRACT Excellence, equity and efficiency are key drivers for improvement in Scotland’s education sector, including educational psychology. This paper discusses and evaluates the decisions taken by one Scottish Educational Psychology Service towards achieving the key outcomes of excellence, equity and efficiency through a redesign of their service delivery model. Evidence is presented regarding the impact of this journey towards achieving these key outcomes, and reflections made about the mechanisms which facilitated this process of organisational change and service redesign.

The organizational change process during COVID-19 pandemic in a public university: The case of Kasetsart University, Thailand

The organizational change process during COVID-19 pandemic in a public university: The case of Kasetsart University, Thailand

Dynamic capabilities and ICT utilization in public organizations: An Empirical testing in local government

This paper explores whether the dynamic capabilities view (DCV), a popular strategic management approach in private firms, can be applied in public sector organizations. Existing frameworks in the public sector mainly focus either on exogenous sources of dynamism or public managers' critical role in driving strategic initiatives, failing to explore the internal processes of organizational change. Against this backdrop, the paper creates and tests – through a survey in 255 out of the 325 Greek municipalities - a conceptual framework shedding light on i) the dynamic capabilities (DCs) necessary to enhance information and communication technologies (ICT) utilization in the public sector, ii) the mechanisms through which DCs lead to performance improvement, and iii) the antecedent organizational resources to these DCs. Our contribution is fourfold. First, we prove that key resources and respective dynamic and operational capabilities should be built for creating more efficient and effective interfaces with individual citizens and businesses. Second, we operationalize and measure specific DCs, exploring their antecedent resources and explaining how DCs can, directly and indirectly, influence performance improvement. Third, we respond to the need of the DCV for empirical studies tailored in specific and underexplored settings unveiling a more comprehensive picture of DC's role and impact. Fourth, we offer policy implications favoring agile and user-centric eGovernment practices at the individual public organizations and central policy entities level.

Organizations in change: a short correlational analysis of a few motivational practices and the organizational agility

Our research examines some organizations that have implemented change in order to identify relevant motivational practices that can be used by organizations that intend to involve themselves in an organizational change endeavour. The research investigate the existing correlations between the organizational ability to reconfigure its’ resources according to the changing demands of the environment and some organizational practices in the sphere of individual motivation, specific to proactive or reactive organizations.. The analysis was based on data collected through a questionnaire whose respondents were directors, managers and consultants directly involved in a change initiative within a Romanian organization and who had extensive knowledge about change processes and their results. Our results aim to support the continuous improvement of organizational change processes, revealing some motivational aspects with impact on the organizational agility

ORGANIZATIONAL CHANGE AND PERFORMANCE OF EMPLOYEES IN SOME SELECTED BANKS IN ONDO STATE

Organizational change in the form of structural, technical, functional, and behavioral change most of the time has negative challenges on the employees in terms of adjustment, downsizing, transfer, and rescheduling of duties. It is in the light of this, that this study investigated the nature and processes of organizational change, with a view to clarifying the links between organizational change and performance of employees in the seventeen sampled banks in Akure, Ondo State. Akure town in Ondo State was purposively selected for this study because the town houses the State head offices of all the banks operating in Ondo State. In other to have a representation of each unit in the banks covered in this study, purposive sampling technique was used in selecting respondents in four units/departments namely business development, operations, compliance/audit and security. Questionnaire was administered to elicit information from the selected respondents for this study. Out of the 17 banks selected in Akure, 254 employees were randomly selected as respondents for this study. Secondary data were sourced from banks, journals, internet resources and government documents. Data collected were analyzed using both descriptive and inferential statistics. The results established that the major organizational changes that were witnessed in the selected banks include structural change (78.08%); functional change (79.16%); technological change (85%); and behavioral change (82.6%). The results revealed that lack of a company-wide definition of change (54.4%); lack of a strategic plan for change (72%); view of quality as a quick fix (71.2%); were key major factors that ignited organizational change in the selected banks in the study area. In addition, the study discovered evidence of significant positive relationship between employees’ performance and structural change (r=1,017; ρ=˃0.05), behavioral change (r=10.026; p˂0.05), functional change (r=3.395; p˂0.05), while technical change (r=–5.342; p˂0.05) had negative relationship with innovative performance of employees in the selected banks in Akure, Ondo State. The study concludes that it is important for banks in developing countries particularly Nigeria, to formulate effective organizational change strategies and create more awareness among employees about organizational change to allay the fear of the aftermath effects as these will enhance the outputs of their workforce. The study recommended that the Nigerian banking structure and procedures should be improved upon and made to pay attention to risks and continuously scan the environment in order to consolidate the benefit of change.

Leadership styles and the process of organizational change during the pandemic.

Leadership styles and the process of organizational change during the pandemic.

Hiring During Change: A Dynamic Consideration of Person-Environment Fit

A good fit between person and environment (PE fit) is a fundamental criterion for successful recruitment and employment. However, what if an organization in change is looking for employees who fit the planned new organizational model, rather than the existing organizational characteristics, to deliberately drive the change? It remains unclear how personnel can be attracted during an organizational change process. Our study extends the knowledge on attraction mechanisms during change by treating PE fit as a dynamic construct. We use a metric conjoint experiment with 149 potential job seekers to explore the impact of individual advancement opportunities, leadership style, organizational climate and proactiveness of change on employer attractiveness as well as the moderating influence of personal initiative on the relation between proactiveness of change and employer attractiveness. The anticipated fit of individual advancement opportunities and leadership style affect employer attractiveness the most, followed by the fit of the organization's climate and proactiveness of change. Thereby, personal initiative moderates the relationship between proactiveness of change and employer attractiveness.

Leadership behaviors and human agency in the valley of despair: A meta-framework for organizational change implementation

For organizational leaders, implementing change in a workplace means influencing employees to do something new or behave differently. For employees, implementing a change at work requires detaching from familiar routines and social systems, learning and practicing the change, and imagining a future in which the change is valued by the organization. As they apply their agency to implement change, employees may experience loss, uncertainty, and frustration that manifests as despair, which can jeopardize the change process and its outcomes. We assemble a meta-theoretical framework using human agency theory, the Valley of Despair model of organizational change, and Full-Range Leadership Theory to explore ways that leaders' behaviors relate to employees' agentic orientations and behaviors during the implementation phase of the organizational change process. Taking both organizational change leaders' and employees' perspectives into account, the theory derived from our meta-framework argues that leaders' behaviors can shape employees' agency and their behaviors during the implementation stage of change in two important ways: 1) certain leader behaviors are likely to prime agentic orientations that facilitate changing, and 2) certain leader behaviors may help to mitigate employees' despair, enabling the firm to derive value from employees' change implementation behaviors.

Institutionalization of results-based budgeting in the public sector: political and economic pressures

PurposeThis paper aims to explain the interaction of external and internal influences in the imposition of results-based budgeting (RBB) in a public sector organization, subsequent to public sector reforms.Design/methodology/approachThe paper uses an explanatory case study of a state-imposed RBB system, drawing evidence from in-depth interviews, document analysis, and direct observation. The paper draws on Alsharari's (2013) contextual framework which synthesizes three approaches to analyzing institutional change: Dillard et al.'s (2004) New Institutional Sociology (NIS) framework for analyzing externalities; Burns and Scapens' (2000) framework inspired by old institutional economics (OIE) for internal processes of change and Hardy (1996) power and politics mobilization model. In addition, Pettigrew's (1987) contextual framework is used for its holistic incorporation of different perspectives and to integrate theoretical perspectives.FindingsThe findings show that Jordan's National Reform Agenda represented a turning towards the New Public Management (NPM) model, following entrenched poor state budget performance. The findings also show that NPM ideas, such as results orientation and performance-based accountability, are invoked in response to common economic and social pressures, such as budget insufficiency and public antipathy to government service provision, as well as the pressures of globalization. Institutional analysis confirms the “path-dependent” and evolutionary nature of accounting change implemented in Jordan's customs agency. The study also concludes, from observation of the organization's work routines and practices, that the implementation of accounting change was not merely a symbolic innovation.Research limitations/implicationsThis study has significant implications for politicians, economists, academics and government leaders as it provides fieldwork evidence about the role of RBB in the economy and public policy. Changes at the political and economic level, particularly with respect to the introduction of the fiscal reforms and customs modernization projects, have resulted in changes to structures and systems at the organizational level, particularly the implementation of RBB. This study is subject to normal limitations. The role of legitimate power in the organizational change process can be subject to further examination, especially in the public sectors of developing countries. A longitudinal study could also affirm the institutional analysis of the present case study.Originality/valueThe study contributes to accounting literature by providing further understanding and a thick explanation of the dynamics of accounting change in the Jordanian public sector. It utilizes a contextual framework for studying accounting change that attempts to overcome the limitations of single-dimension theories, such as NIS and OIE, by integrating levels of analysis. The case study provides insight into how internal dynamics interact with external pressures and recognizes the organizational field as a link between political, economic and organizational levels. It more directly addresses the dynamics of emergence, diffusion and implementation of new accounting criteria and practices.

Lost in the present moment—an action research study on employee experience of involvement in change processes in the public sector in Denmark

This article focuses on the importance of organisational culture in organisational change processes and development, and is supported by an action research study of a change process in the public sector in Denmark. The main objective of the study is to gain insight into employees’ subjective experience of involvement in change processes. By examining employee experience, this study takes us a step away from the main theme of research in change processes that focuses on organisational change management. The conclusion of the study points out four main themes, which are as follows: 1) the employee experience of involvement in change processes was a feeling of not being involved even though a formal involve-ment was prepared; 2) the groups presented different reactions to the experience of not being involved, from developing containment in one group to regressive avoidance behaviour and social defence in others; 3) organisational social defence was a main factor in developing a “them” and “us” culture between employees and the management; and 4) there was a lack of organisational containment stemming from overwhelming emotions and the lack of a shared meaning and understanding between employees and the management.

The effectiveness of organizational change on organizational success

This research illustrates organizational change process that can involve succeeding and developing process of the organization and aims to being more stable in case of doing this process correctly and scientifically. This process contributes to show right way to managements care more about essential factors which have the most important effect on organizational success. This study collected the data from a private company with doing interview to 23 employees of total 28 employees because of limitation of total attentive employees inside the company. The correlation coefficient formula and regression formula were used to analyze the collected data. It was clear that leadership and training and job design are the most effective variables in organizational change process. Further, the leadership was the most important factor on turnover intention of employees.

Interaction training – an enabler for improvement measures within the psychosocial risk assessment process

PurposeThe study objectives were to (1) identify if providing solution-focused interaction training enables managers and employees to develop and implement actions to improve their psychosocial work environment and (2) test a recontextualization of the psychosocial work environment as social structures affecting members of the workplace and verify if social interactions effectively change the local psychosocial work environment.Design/methodology/approachThe intervention involved training managers, supervisors and employees in solution-focused interaction. This study used a controlled interrupted time-series design, with an intervention and control group (CG) and pre- and post-measurements.FindingsThe psychosocial work environment improved, indicating that the training led to better social interactions, contributing to changes in the social structures within the intervention group (IG). Collective reflection between participants in the take action phase was the key to success. The recontextualization uncovered these mechanisms.Research limitations/implicationsThe present study supports a recontextualization of the psychosocial work environment as primarily decided by social structures that emerge in recurrent interactions within work teams. The same social structures also seem to be important for other features of the production system, like job performance.Practical implicationsTraining designed to enable high-quality social interactions, like dialogue and collective reflection, has proven to be effective in changing social structures. Moreover, managers may need training in facilitating the collective reflection between participants. Increased focus on social interactions within work teams is suggested for future study of organizational change processes, psychosocial work environment and practical psychosocial work environment management.Originality/valueThe intervention was delivered in the preparation phase to enable an effective take action phase. Both phases are less studied in psychosocial risk assessments research. The recontextualization has never been fully used in psychosocial research.

“A Large Playground”: Examining the Current State and Implications of Conversational Agent Adoption in Organizations

This study explores the short- and long-term expectations about adoption of conversational agents in the organizational frontline. Drawing from in-depth interviews with managers and developers in organizations that have implemented these agents, it sheds light on how the deployment of and collaboration with technology-based autonomous agents influences service activities, and expectations of changes in organizational processes. The interviews revealed that implementations are done on a rather iterative and experimental basis, often balancing the current limits of technology while aiming at improved efficiency, augmenting the work of frontline employees, and meeting the ever-growing demands from consumers.

A Process Modelling Morphology to Support Process Analysis and Development in Change Processes

AbstractProcess modelling (PM) is used to support designers by providing guidance on what needs to be done. Change processes in development organizations accompany introduction of new procedures, new methods (also digital form), tools that have to integrated into existing processes. Objective of this paper is to provide guidance to designers in selecting the appropriate PM language to support structured changes in processes. Requirements are derived from frequent change needs in SME and a PM morphology is provided assisting the selection and use of suitable PM languages for change processes.