Organizational Change Research Articles

Quantitative structural organization of the sclera in chicks after deprivation myopia measured with second harmonic generation microscopy.

Visual deprivation causes enhanced eye growth and the development of myopia, which is associated with a change in the arrangement of collagen fibers within the sclera. A second harmonic generation (SHG) microscope has been used to image the collagen fibers of unstained scleral punches from the posterior part of chicken eyes. We aimed to analyze the fibrous scleral tissue and quantify the changes in collagen organization in relation to the extent of induced deprivation myopia. The scleral architecture was assessed with the Radon transform (RT) through the parameter called structural dispersion (SD) that provides an objective tool to quantify the level of organization of the collagen network. We found that final refraction and axial length changes were linearly correlated. However, no significant differences in scleral thickness were found for different amounts of induced myopia. In contrast, a significant correlation between SD and refraction was demonstrated, ranging from a non-organized (in the control sclerae) to a quasi-aligned distribution (with a dominant direction of the fibers, in the sclera of myopic chicks). These findings demonstrate a remodeling process of the scleral collagen associated with myopia progression that can be measured accurately combining SHG imaging microscopy and RT algorithms.

Locoregional event or dyssynchronous distant metastasis: clinicopathological and molecular analysis of contralateral axillary lymph node metastasis in breast cancer patients.

Contralateral axillary lymph node metastasis (CAM) is a rare clinical condition in patients with breast cancer (BC). CAM can be either a locoregional event or a distant metastasis. Molecular application for clonal evolution in BC has not been reported in CAM cases. We studied six patients with CAM with clinical, pathological and/or molecular evidence of distant metastasis; those patients had poor outcomes. Two cases with molecular analysis of paired primary and CAM established clonal evolution of the CAM with its corresponding primary with additional molecular alteration, increased tumour mutation burden, and copy number variations (CNVs) in the CAMs. Four cases containing alterations from genes potentially modulate chromatin organization, supporting chromatin and subsequent transcriptional signature changes are essential in CAM. Molecular analysis is critical to establish the connection between CAM and its primary counterpart. Distant CAM shows clonal evolution compared with its corresponding primary with additional molecular alterations, increased mutation burden and/or copy number variations. CAM should be evaluated individually and handled in a personalized fashion. Evidence of a true metastatic CAM can be supported by distant metastasis to other organs, specific morphological features and/or clonal evolution.

Strategi Manajemen Sumber Daya Manusia dalam Menghadapi Perubahan Satuan Organisasi TNI-AD di Koramil 05 Rungkut Surabaya

This study aims to analyze human resource management strategies in dealing with organizational unit changes at Koramil 05 Rungkut Surabaya. This study uses a qualitative approach with a case study method to analyze human resource management (HR) strategies in dealing with organizational changes at Koramil 05 Rungkut Surabaya. Data were collected through in-depth interviews, participant observation, and documentation, focusing on the role of the Koramil Commander, personnel, and HR staff. Data analysis was carried out through a coding process, thematic analysis, and triangulation to ensure the validity of the findings related to the impact of restructuring on personnel performance and motivation. This study analyzes human resource management (HR) strategies at Koramil 05 Rungkut Surabaya in dealing with organizational structure changes due to restructuring. The findings show that role adjustment, HR management, technology adaptation, and increased motivation and coordination are very important to maintain operational performance. HR training and development are the keys to the success of personnel adaptation to new challenges, especially in mastering technology and increasing collaboration between units. Internal conflicts that arise can be managed well through open communication and active participation of all personnel.

Employees Perceive Planned Organizational Change: Insights from a Workspace Change Project in the German Insurance Industry

Based on a symbolic–interpretive and social–constructivist research approach, this longitudinal study explores how employees perceive workspace changes. Rich empirical processual data that were continuously collected during the change process were used to analyze workspace changes as a new type of organizational change, thereby contributing to sensemaking research. Three types of change recipients from employees’ responses to a workspace change based on differences in their underlying cognitive, behavioral, and affective patterns throughout the sensemaking process were identified: those with positive attitudes and perceptions, those with negative attitudes and perceptions, and those exhibiting a change toward positive attitudes and perceptions. As a practical contribution, change agents and leaders can gain insights and guidance for managing different employees by considering the individual patterns that trigger changes in employees’ perceptions throughout the change process. These insights about sensemaking also contribute to organizational development and change management research.

BUSINESS INTELLIGENCE E ERP (ENTERPRISE RESOURCE PLANNING) E SUAS VANTAGENS NAS ORGANIZAÇÕES.

Organizational change has been constantly discussed in organizational analyzes, with regard to the form and reasons why companies change or fail to change. It is necessary to understand that organizational change does not happen instantly, it is a gradual process, which takes place gradually. Currently, there are several support tools for organizations, so that these changes occur in a planned and more secure way. Business Intelligence (BI) is a very important aid for project management in the organization, as it collects and gathers company data, as well as parameters and performance indicators, transforming them into qualitative information. With Business Intelligence (BI) implemented correctly, the data that is and / or travels through the organization is available as consistent information to support decision making. ERP Systems (Enterprise Resource Planning), are able to contribute to the automation of activities and optimization of processes. Thus, organizations gain much more in productivity, cost reduction and optimized tasks, in addition to more efficient management, directly influencing decision making. With its premise of integrating data within the company, ERP Systems, generate faster access to higher quality information, emerges as a tool of great competitive advantage for Organizations in the market. Both of the tools mentioned above bring benefits to organizations.

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.

Rethinking Change: Complexity Theory and Its Application to Human Service Nonprofits

The following article introduces complexity theory as an alternative for conceptualizing the dynamics of change in nonprofit health and human service organizations. We begin by reviewing theories most frequently used to frame change in nonprofits, identifying knowledge gaps that limit their explanatory capacity. The authors then introduce complexity theory as a lens for studying change as ongoing adaptation in dynamic systems; it emerges from the resolution of dualities and can appear unpredictable and nonlinear. Given the criticality of these organizations to public services, we consider new ways of analyzing nonprofit adaptation, and how understanding could lead to enhancing the sector’s capacity to respond to crises.

Using punctuated equilibrium theory to explain changes in policy outputs: The case of the United States Coast Guard

AbstractThis article explores the utility of punctuated equilibrium (PE) theory in explaining revolutionary organizational change in the public sector and its effects on policy implementation, with a focus on the United States Coast Guard. We illustrate our model using data from in‐depth interviews with current and former senior Coast Guard officers and enlisted personnel, as well as secondary sources such as historical accounts and budget data. Through content analysis, we argue that PE theory begins with a change in the public sector organization's external environment, which then affects organizational strategy, structure, power distribution, and outputs. Punctuated equilibrium theory proves to be a valuable lens for understanding policy outputs in relation to organizational change.Related ArticlesKwon, Sung‐Wook, and Sylvia Gonzalez‐Gorman. 2019. “Influence of Local Political Institutions on Policy Punctuation in Three Policy Areas.” Politics & Policy 47(2): 300–25. https://doi.org/10.1111/polp.12295.Neill, Katharine A., and John C. Morris. 2012. “A Tangled Web of Principals and Agents: Examining the Deepwater Horizon Oil Spill through a Principal–Agent Lens.”Politics & Policy 40(4): 629–56. https://doi.org/10.1111/j.1747‐1346.2012.00371.x.Peng, Peiwen, and Tangzhe Cao. 2023. “Attention, Institutional Friction, and Punctuated Equilibrium in China's Budget: Changes in Social Security and Employment Expenditure.” Politics & Policy 51(2): 256–82. https://doi.org/10.1111/polp.12523.

A relay race or an ironman? A systematic review of the literature on innovation in the mining sector

As global demand for minerals and metals surges, the mining industry is faced with the triple challenge of finite resources, societal resistance, and environmental considerations. To address these challenges the mining sector is relying on innovation and technological advancements to enable exploitation of so far inaccessible deposits, minimize energy consumption, and improve sustainability. This study presents a systematic review of the literature on innovation in mining and the unique management approach being adopted to respond to the above challenges. From an initial corpus of 4059 scientific articles, a reproducible process filtered out 222 documents, published between 1996 and 2023. The analysis reveals that the literature on innovation in the mining industry, predominantly qualitative and exploratory in nature, is showing a shift towards empirical validation using advanced quantitative methods. Mining innovation appears to be shaped by the industry's inherent features such as a conservative culture, market volatility, emphasis on productivity, and profitability. While the industry somewhat risk-averse approach favours stability and specialization which could hamper innovation, its simultaneous focus on productivity encourages innovation to achieve cost reductions, enhanced processes, and implementation of new technology. However, the uniformity of ore and the position of miners in the value chain is not favorable to product innovation and the focus tends to be on —mainly supplier-led— process innovation. The review also shows the potential benefits of non-technological innovations, including marketing and organizational changes although these are infrequent. The study concludes by addressing conceptualizations of innovation and mining management and highlighting gaps in research that focuses on regions, minerals, and innovation types. It also discusses the knowledge management implications in this context.

Differential reconfiguration of brain networks in children in response to standard versus rewarded go/no-go task demands.

Response inhibition and sustained attention are critical for higher-order cognition and rely upon specific patterns of functional brain network organization. This study investigated how functional brain networks reconfigure to execute these cognitive processes during a go/no-go task with and without the presence of rewards in 26 children between the ages of 8 and 12 years. First, we compared task performance between standard and rewarded versions of a go/no-go task. We found that the presence of rewards reduced commission error rate, a measure considered to indicate improved response inhibition. Tau, thought to index sustained attention, did not change across task conditions. Next, changes in functional brain network organization were assessed between the resting state, the standard go/no-go task, and the rewarded go/no-go task. Relative to the resting state, integration decreased and segregation increased during the standard go/no-go task. A further decrease in integration and increase in segregation was observed when rewards were introduced. These patterns of reconfiguration were present globally and across several key brain networks of interest, as well as in individual regions implicated in the processes of response inhibition, attention, and reward processing. These findings align with patterns of brain network organization found to support the cognitive strategy of sustained attention, rather than response inhibition, during go/no-go task performance and suggest that rewards enhance this organization. Overall, this study used large-scale brain network organization and a within-subjects multi-task design to examine different cognitive strategies and the influence of rewards on response inhibition and sustained attention in late childhood.

Management accounting change in merger and acquisitions: a multiple-case study

PurposeDespite the literature highlighting the relevance of mergers and acquisitions (M&As) as strategic options for organizations’ evolution, such events maintain a high failure rate. All stages of M&As generate considerable stress on management accounting systems (MASs) and related actors. This study aims to investigate management accounting change (MAC) throughout M&As to expand knowledge on the technical side of these changes. A deeper understanding of these changes and their relationship to the implementing agents could illuminate the causes of M&A success and failure.Design/methodology/approachThe study uses an in-depth, qualitative case study analysis of two companies that completed an M&A. The MAC process was investigated based on Sulaiman and Mitchell’s (2005) typology. The authors collected information from internal documents, interviews, external reports and public information.FindingsThe findings indicate that MAC in M&As represents a comprehensive change that goes beyond the modifications outlined in Sulaiman and Mitchell’s (2005) original framework; the post-deal integration period can be broken down into early and full sub-phases; and the success of the MAC process rests on the different roles played by various change agents.Originality/valueTo the best of the authors’ knowledge, this study is among the first to apply and deepen a MAC framework focused on technical changes to MASs in the context of M&As. To date, the literature on M&A has mainly focused on behavioral or organizational changes while neglecting the technical dimension. In addition, by considering all the stakeholders of MASs, this study’s analyses expose the role of change agents who are not generally considered in the accounting literature.

Performance measurement and management in complex environments: a system of systems approach for the public sector

Issues related to rapidly changing digital environments and turbulent or complex settings, such as the public sector, often hinder successful implementations of Performance Measurement and Management (PMM) systems. Despite the availability of PMM methods, the challenge of implementing successful systems in turbulent settings persists. This article introduces a novel PMM framework employing a System of Systems (SoS) approach, integrating Data Envelopment Analysis and Machine Learning to guide organisational changes by enhancing the efficiency of Decision-Making Units (DMU). Validated by a case study within the Brazilian Navy, the framework demonstrates a significant capacity to interpret the impact of DMU characteristics on operational efficiency and draw actionable insights. Our findings suggest that leveraging SoS principles emphasises adaptability and ongoing improvement through a data-driven process, suggesting the framework’s potential to navigate through complexity by enabling more effective management practices and decision-making. Future research directions include longitudinal studies and the incorporation of technologies to support managerial decision-making.

Seed Grant Programs to Promote Community Transformation in Higher Education Institutions

Used in higher education for many decades, seed grants are now beginning to be applied as a strategy to advance diversity, equity and inclusion goals, including rebuilding community post-pandemic. There is little research on the effectiveness of seed grants for such communal goals. This work is innovative in two key ways. First, these seed grants focus on promoting a strong sense of community at the institution rather than promoting individual investigators and research projects. Second, engaging students and staff as principal investigators (PIs) disrupts power structures in the academy. We present a systematic analysis of seed grant project reports (n = 45) and survey data (n = 56) from two seed grant programs implemented at the same institution. A diverse set of projects was proposed and funded. Projects had a positive impact on awardees and their departments and colleges. Seed grant program activities were successful at building community among awardees and recognizing individual efforts. Most noteworthy are the career development opportunities for graduate students, postdocs and staff, which are afforded by changes to PI eligibility. We conclude that seed grant programs have the potential for organizational learning and change around community building in higher education.

NATO after the invasion of Ukraine: how the shock changed alliance cohesion

AbstractFollowing Russia’s invasion of Ukraine in 2022, experts predicted a NATO revival. The record on alliance cohesion, however, is mixed. Allies achieved consensus on some issues but not others. While some Alliance politics scholars and NATO experts assert that cohesion improved, new scholarship is needed to explain the nature of and changes in cohesion across NATO’s many issue areas. Leveraging organizational change scholarship, I argue that the extent to which an exogenous shock—here, the invasion of Ukraine—aligns with NATO’s mission can explain differences in cohesion on issue areas across three realms. To test the argument, I employ discourse analysis of high-level NATO documents, leader statements, relevant quotes from allied and NATO officials and public opinion polls (2010–2024). Findings reveal the importance of an alliance’s mission for the reconfiguration of cohesion after shock, and the study offers an alternative means for explaining the ebbs and flow of alliance cohesion.

A Serious Game for the Digital Transformation of Organizations

To aid human resource management professionals design a configuration of human resource management practices that facilitates the employee behaviour needed for the digital transformation, a serious game was created. The serious game challenges human resource management professionals to combine and design human resource management practices that align to the organizational strategy and optimize employee digital transformation behaviour over multiple simulated years. In this paper, the underlying rationale, design, and outcomes of the first test rounds of the game are presented. Organizational change shaped by the diffusion of technology is labelled the digital transformation (Hanelt et al., 2021). Employees can accelerate or slow down the digital transformation. Hence, organizations are looking to facilitate digital transformation enhancing employee behaviours: adaptive performance and proactive agility behaviour (Collou and Bruinsma, 2022). Aligned human resource management configurations (i.e., combination of human resource management practices such as recruitment, selection, and job design) can shape that employee behaviour (Gratton and Truss, 2003; Delery and Doty, 1996). Designing such a human resource management configuration however is challenging. There are many human resource management practices that need to be designed over multiple years and effects on employee behaviour vary. Serious games are well suited tools to enhance understanding of challenges such as strategic human resource management design. They allow professionals to experiment with choices and gauge the outcomes of their selection without the need to test these decisions in real life. Prior work (Collou and Bruinsma, 2022, 2019) illustrated that a serious game can aid human resource management professionals in their quest to design human resource management configurations that align to the organizational strategy. In the current game an additional challenge was added: shaping digital transformation behaviour. Tested in multiple rounds the game shows great promise for professionals and students to experiment with human resource management configuration design. First evaluations illustrate that responders are positive in terms of their learning experience. Balancing the need to align the human resource management configuration and affecting the employee behaviour simultaneously has proven to be challenging for players of the game. Future steps are focused on this balance and empirically validating the serious game.

How could you think that? Supervisor misattribution leads to reduced subsequent employee organizational citizenship behavior

PurposeFrom a social cognitive perspective, the current study examines how the relationship between the employee and the organization changes following supervisor motive misattribution of organizational citizenship behavior (OCB).Design/methodology/approachThe current study utilizes an experimental vignette methodology (EVM), linear regression and Hayes' (2017) Process Version 4 macro in SPSS to examine the relationships between supervisor misattribution of employee OCB, personality and individual differences and future organizational citizenship behavior intentions.FindingsResults indicate that supervisor misattribution of employee OCB, specifically when the act is attributed to impression management, will reduce the intention to engage in future OCBs. Results also indicate that this negative relationship is enhanced when subordinates are high in openness.Research limitations/implicationsThis study extends social exchange theory by demonstrating how the misattribution of motivation to perform OCBs creates a negative social exchange and discourages future organizational citizenship behavior from the employee. The current research demonstrates the importance of supervisors understanding employees' motivations for engaging in (OCB). If an employee engages in OCB based on intrinsic motivation, such as a desire to help others, and their motivation is attributed to external motivation, such as impression management, the employee may feel misunderstood and believe their values and motivations are incorrectly perceived, leading to reduced OCB.Originality/valueThe current research is examined using EVM. By immersing participants in realistic hypothetical scenarios, experimental vignette methodology allows researchers to explore the intricacies of decision-making across unique scenarios, unraveling both the “why” and the “what next” behind decision-making.

Knowledge-based dynamic capabilities for managing paradoxical tensions in circular business model innovation: an empirical exploration of an incumbent firm

PurposeThis paper aims to gain insights into the paradoxical tensions emerging from circular business model innovation (CBMI) and how to overcome them by developing a theoretical framework drawing on two theoretical streams: firstly, the paradox theory for shedding light on the often “invisible” contradictions generated by the implementation of circular economy (CE) principles in business model transformation; and secondly, the dynamic capability theory that can contribute to the investigation of how to manage these contradictions.Design/methodology/approachThe study uses a longitudinal case study approach to gain an in-depth understanding of the transformation and challenges faced by an incumbent firm in adopting a circular business model. Qualitative research methods are used to explore the paradoxical tensions and dynamic capabilities involved in the process.FindingsThe study finds that incumbent firms face numerous challenges and paradoxical tensions in the CBMI process. These tensions arise from difficulties in implementing organizational changes, balancing competing priorities and managing conflicting goals. Dynamic capabilities are crucial in managing these tensions and facilitating the transition to a circular business model.Research limitations/implicationsThis paper contributes to the theoretical development of paradox theory by applying it to the new field of CBMI which is currently slightly investigated and responds to the call for studies looking at more fine-grained types of sustainable business models. The study adds to previous literature that how the firm handles paradoxes and tensions influences the pace and results of the process. If the firm becomes discouraged during the early stages of identifying new opportunities, the pace slows down, and the firm becomes hesitant to collaborate more with partners. Furthermore, the ability to capitalize on these opportunities is affected by these tensions and contradictions.Originality/valueThis paper contributes to the literature by empirically investigating the process of CBMI in incumbent firms. It fills the gap in existing research by examining the existence of paradoxical tensions in a real-life setting and exploring the role of dynamic capabilities in managing these tensions. The findings provide practical insights for firms seeking a transition towards a CE and highlight that the ability to sense the external context should be developed as the new business model entails a central role of external actors.

Employee performance in the context of perceived organisational change: moderated by power distance and collectivism

Employee performance is crucial for organizational success, especially amid organizational change. This study investigates the influence of employees' perceptions of organizational change on their performance, considering the moderating roles of power distance and collectivism. The background of the research underscores the significance of understanding how employees perceive and respond to organizational change initiatives. The purpose is to examine how cultural dimensions, specifically power distance and collectivism, moderate the relationship between organizational change perception and employee performance. Methodologically, a quantitative approach utilizing survey data from employees PT Pertamina EP Cepu Regional 4 Zona 11 is employed. Principal results indicate a significant positive relationship between employees' perceptions of organizational change and their performance, highlighting the disruptive nature of change on employee productivity. Moreover, both power distance and collectivism moderate this relationship, suggesting that cultural values play a crucial role in shaping employee responses to change. Major conclusions emphasize the importance of considering cultural contexts when implementing organizational change strategies to mitigate potential negative effects on employee performance. This study contributes to the field by providing empirical evidence of the interplay between organizational change perception, cultural dimensions, and employee performance, offering valuable insights for practitioners and scholars aiming to enhance organizational effectiveness amidst change.

Global chromatin reorganization and regulation of genes with specific evolutionary ages during differentiation and cancer.

Cancer cells are highly plastic, allowing them to adapt to changing conditions. Genes related to basic cellular processes evolved in ancient species, while more specialized genes appeared later with multicellularity (metazoan genes) or even after mammals evolved. Transcriptomic analyses have shown that ancient genes are up-regulated in cancer, while metazoan-origin genes are inactivated. Despite the importance of these observations, the underlying mechanisms remain unexplored. Here, we study local and global epigenomic mechanisms that may regulate genes from specific evolutionary periods. Using evolutionary gene age data, we characterize the epigenomic landscape, gene expression regulation, and chromatin organization in three cell types: human embryonic stem cells, normal B-cells, and primary cells from Chronic Lymphocytic Leukemia, a B-cell malignancy. We identify topological changes in chromatin organization during differentiation observing patterns in Polycomb repression and RNA Polymerase II pausing, which are reversed during oncogenesis. Beyond the non-random organization of genes and chromatin features in the 3D epigenome, we suggest that these patterns lead to preferential interactions among ancient, intermediate, and recent genes, mediated by RNA Polymerase II, Polycomb, and the lamina, respectively. Our findings shed light on gene regulation according to evolutionary age and suggest this organization changes across differentiation and oncogenesis.

Organizational readiness to implement bundled interventions to increase HIV linkage and retention in care and treatment: results from the Black Women First (BWF) initiative

BackgroundEvidence-based and evidence-informed interventions designed to address gaps in the HIV care continuum have the potential to improve HIV care and treatment. However, inadequate organizational readiness can derail intervention uptake, prevent the integration of interventions, and contribute to suboptimal HIV treatment outcomes. This study sought to understand organizational readiness to implement bundled interventions for Black women with HIV and inform facilitators and barriers to implementation.MethodsWe conducted a mixed methods readiness assessment across 12 sites participating in the Black Women First (BWF) initiative to gauge preparedness to implement bundled interventions. Readiness was assessed using the organizational readiness for implementing change (ORIC) scale, and two open-ended questions examined facilitators and barriers. Associations between participant and organizational level factors were evaluated using linear models with clustering by site at baseline, 6- and 12-months. Pre-implementation interviews were conducted with staff virtually and transcripts were managed in NVivo. Directed content analysis was used to explore implementation barriers and facilitators.FindingsSites demonstrated high levels of organizational readiness at baseline; overall organizational readiness for implementing change (ORIC) (mean 56.4, median 59, interquartile range [IQR] 5) and subscales of the ORIC change efficacy (mean 32.4, median 35, IQR 4), change commitment (mean 24, median 25, IQR 1), which is consistent with willingness and capability to implement bundled interventions for Black women with HIV. Organizational readiness remained high at 6- and 12-month follow-up periods. Staff role was significantly associated with organizational readiness (p = 0.007), change efficacy (p = 0.006), and change commitment (p = 0.020) at 6 months. Qualitative analysis indicated strategic planning and assessment (e.g., team coordination and the development of workflows to support implementation); organizational change through network weaving across silos within the organization, and communications systems that engage external partners, as well as resources available for hiring and training, supported readiness. Collaborative leadership and organizational buy-in, staff motivation, and partnerships facilitated implementation processes.ConclusionsOrganizations in the BWF initiative have high levels of organizational readiness reflecting willingness and capability to implement bundled interventions for Black women with HIV. Future research should examine the relationship between readiness and clinical outcomes.