Organizational Change Research Articles

Revolutionizing efficiency: The path to sustainable oilfield services in Indonesia's energy landscape – The case of Pertamina drilling services

PurposeThis study explores strategic and technological approaches for sustainable oil production in Indonesia, focusing on policy frameworks, eco-innovation, and supply chain resilience to align with national and global standards. It also analyzes the organizational transition of Pertamina Drilling Service Indonesia (PDSI) to better navigate industry challenges with the outcome of a framework sustainable practices. Design/methodology/approachUtilizing Soft Systems Methodology (SSM) to analyze primary qualitative data, the research examines PDSI's adaptation to depict the current business environment and challenges both domestically and globally, addressing industry demands. It focuses on operational objectives, strategic asset management, regulatory compliance, and market positioning. SSM offers a comprehensive framework for understanding and modeling the organizational changes within PDSI. FindingsThe transition to a functional organizational structure has led to enhanced operational efficiency, clearer role definition, and improved employee retention and development strategies at PDSI. The study also highlights the industry's challenges, including high risks, capital intensity, environmental concerns, and fluctuating oil prices, and how PDSI is strategically responding to these challenges. Research limitations/implicationsThe study faces limitations due to reliance on specific data sources and the inherent complexity of the oil and gas sector. However, it offers valuable insights into the dynamics of organizational change in a high-risk industry. Practical implicationsThe findings provide a roadmap for PDSI in addressing operational efficiency, human resource management, and organizational agility. This includes aligning business expansion with environmental sustainability and enhancing competitiveness through technological innovation. Social implicationsBy focusing on strategic employee development and retention, the study underscores the importance of human capital in the oil and gas industry, impacting social aspects of business operations. Originality/valueThis research contributes to the understanding of organizational transitions in the oil and gas sector. It offers a unique perspective on how PDSI can achieve sustainable growth and industry leadership through a functional organizational structure, underlined by a comprehensive framework emphasizing efficiency, adaptability, and continuous improvement.

Audio surveillance, communication technologies and the submarine threat during the First World War

Abstract This paper is a summary of a talk, “Hydrophones and piezoelectricity: Ernest Rutherford and anti-submarine innovations in the Royal Navy during World War I”, presented at the HAPP Physics and the Great War one-day conference in 2015, which in turn was based on research for a journal article co-authored with Paul Coleman published in History and Technology journal in 2016 as “Listening in the dark: audio surveillance, communication technologies, and the submarine threat during the First World War” [1]. This paper explores the pivotal role of acoustic surveillance, communication technologies including wireless telegraphy and the development of the hydrophone and other naval technologies as a response to the German U-boat submarine threat during the First World War. The First World War was the first truly global industrial conflict with all belligerents having access to new and adapted technologies including aircraft, sophisticated artillery, wireless telegraphy and submarines. The conflict marked a significant shift in naval warfare with the widespread use of submarines or U-boats by the German military. “Listening in the dark” highlights the challenges faced by the Allied Forces in countering the U-boat threat, emphasising the need for innovative organisational changes and the development of cutting-edge technologies through combined civilian-military research, particularly in the realm of electro-acoustic listening and wireless communication. By the War’s conclusion naval warfare had ultimately transformed to prioritise enhanced listening capabilities over traditional visual methods.

Changes in the structure of spontaneous speech predict the disruption of hierarchical brain organization in first-episode psychosis.

Psychosis implicates changes across a broad range of cognitive functions. These functions are cortically organized in the form of a hierarchy ranging from primary sensorimotor (unimodal) to higher-order association cortices, which involve functions such as language (transmodal). Language has long been documented as undergoing structural changes in psychosis. We hypothesized that these changes as revealed in spontaneous speech patterns may act as readouts of alterations in the configuration of this unimodal-to-transmodal axis of cortical organization in psychosis. Results from 29 patients with first-episodic psychosis (FEP) and 29 controls scanned with 7 T resting-state fMRI confirmed a compression of the cortical hierarchy in FEP, which affected metrics of the hierarchical distance between the sensorimotor and default mode networks, and of the hierarchical organization within the semantic network. These organizational changes were predicted by graphs representing semantic and syntactic associations between meaningful units in speech produced during picture descriptions. These findings unite psychosis, language, and the cortical hierarchy in a single conceptual scheme, which helps to situate language within the neurocognition of psychosis and opens the clinical prospect for mental dysfunction to become computationally measurable in spontaneous speech.

Spatial Development of Technological Knowledge and the Evolution of International Business Activity across Technological Paradigms

How has the spatial structure of the development of technological knowledge in international business (IB) shifted over time, moving between paradigms for IB and society? To answer this research question, we use the method of historical analysis and attempt to synthesize literature streams on international business history and technological paradigms to trace this evolution. Drawing insights from this synthesis and building on evolutionary theoretical approaches in IB, we argue that three elements - (i) technological (T), (ii) global institutional (G), and (iii) local institutional (L) – are key to understanding the spatial development of technological knowledge in IB, as these elements enable, expedite, or constrain technological and organizational change in MNEs within a paradigm and during periods of paradigmatic shifts. We conclude with a case illustration of a firm founded in the 1700s to assess its responses to (and actions that may have prompted) the shifts in the T, G, and L elements across the three technological paradigms – mechanical (1780-1880), electromechanical (1880-1980), and digital (1980-present).

It takes a village: Feedback from personnel in addiction treatment programs indicates support for changing the intake process

IntroductionThe initial intake encounter represents a critical point for treatment engagement in outpatient addiction treatment programs. Despite the intake assessment being more comprehensive, personalized, and capable of matching clients to level of treatment, addiction treatment programs continue to have among the highest attrition rates. Thus, it may not be what, but how services are delivered that contributes to attrition. The Consolidated Framework for Implementation Research (CFIR) offers a comprehensive framework to attend to sources of needed innovation for the intake process. The current study used a mixed method design, guided by CFIR, to obtain feedback from personnel in addiction treatment programs on the current intake process, as well as the facilitators and barriers to changing the intake process. MethodsPersonnel within New Mexico-based addiction treatment programs completed measures of individual and organizational readiness to make changes within their programs (N = 79; 76 % women, 79 % White, 55 % Latino/a). From this sample, 38 participants completed a CFIR-based semi-structured interview to identify potential barriers and facilitators to changing the intake process. ResultsParticipants reported moderate-to-high scores on readiness and capability to make organizational changes. For qualitative data, we identified nine broad themes, grouped based on (1) perspectives of current intake process (Intake Process, Organization Culture, Change Perspectives, Internal Communication, Client Needs) and (2) perspectives of changing the intake to an MI session (MI knowledge/attitudes, MI at intake, MI in organization, MI fit with Client Needs). ConclusionsFindings highlight that there are specific components of the intake content and process that appear to disengage clients, specific policies and procedures that appear to overburden staff, and key stakeholders and resources needed to improve the intake process. Recommendations are provided for intake-specific and procedural-level changes both in the organization and with outside agencies to improve the intake process.

Advancing Induced Models of Management Accounting Change: A Dynamic Perspective

This research represents a progressive evolution of the induced model for man-agement accounting change (MAC), originally proposed by Innes and Mitchell (1990), later enriched by Cobb et al. (1995) and Kasurinen (2002). To this end, us-ing a longitudinal case study, this research employs Lewin's (1943) force field the-ory to present and interpret the dynamics of contextual factors underlying the change scenario. The study makes two main contributions to the literature. First, it advances Kasurinen's (2002) MAC framework by adding three elements that in-corporate a longitudinal perspective. The study acknowledges that the forces driv-ing change differ across organizations and evolve within individual organizations over time, both in terms of nature and intensity. This underscores the need for a flexible MAC model capable of tracking these forces at any given point in time. Moreover, the findings indicate that MAC can generate new factors that further influence its progression, underscoring the importance of understanding the chain reactions triggered by change. This is crucial for effectively managing both driving and restraining forces throughout MAC's evolution. Finally, this study enhances Kasurinen's model by expanding its components. Acknowledging that human agents are the primary drivers of MAC, the refined model emphasizes the roles of organizational actors in adopting new practices, assessing information, and deter-mining whether to continue, modify, or discontinue changes. These factors are es-sential for illustrating the dynamic evolution and interactions that drive organiza-tional development and transformation. The second contribution lies in validating Kurt Lewin's force field theory within the domain of MAC. Although Lewin's framework is widely used in organizational change and management studies, its application in management accounting has been largely overlooked. This study addresses that gap by demonstrating how Lewin's framework effectively reveals how changes are initiated and managed, thereby extending the applicability of his approach to the new context.

Determination of adipogenesis stages of human umbilical cord-derived mesenchymal stem cells using three-dimensional label-free holotomography

Adipogenesis involves complex changes in gene expression, morphology, and cytoskeletal organization. However, the quantitative analysis of live cell images to identify their stages through morphological markers is limited. Distinct adipogenesis markers on human umbilical cord-derived mesenchymal stem cells (UC-MSCs) were identified through holotomography, a label-free live cell imaging technique. In the MSC-to-preadipocyte transition, the nucleus-to-cytoplasm ratio (0.080 vs. 0.052) and lipid droplet (LD) refractive index variation decreased (0.149 % vs. 0.061 %), whereas the LD number (20 vs. 65) increased. This event was also accompanied by the downregulation and upregulation of THY1 and Preadipocyte Factor-1 (PREF-1), respectively. In the preadipocyte to immature adipocyte shift, cell sphericity (0.20 vs. 0.43) and LD number (65 vs. 200) surged, large LDs (>10 μm3) appeared, and the major axis of the cell was reduced (143.7 μm vs. 83.12 μm). These findings indicate features of preadipocyte and immature adipocyte stages, alongside the downregulation of PREF-1 and upregulation of Peroxisome Proliferator-Activated Receptor gamma (PPARγ). In adipocyte maturation, along with PPARγ and Fatty Acid-Binding Protein 4 upregulation, cell compactness (0.15 vs. 0.29) and sphericity (0.43 vs. 0.59) increased, and larger LDs (>30 μm3) formed, marking immature and mature adipocyte stages. The study highlights the distinct adipogenic morphological biomarkers of adipogenesis stages in UC-MSCs, providing potential applications in biomedical and clinical settings, such as fostering innovative medical strategies for treating metabolic disease.

What Really Separates Exceptional Leaders From the Pack

This article examines what truly separates exceptional leaders from average performers based on leadership literature and the author's experiences in consulting and research. Through an analysis of key attributes demonstrated by highly successful leaders across sectors, five distinguishing characteristics emerge. Exceptional leaders demonstrate deep self-awareness and authenticity. They convey inspiring strategic visions along with competent plans for achieving them. They focus externally on cultivating others' potential. Internally, resilience and adaptability enable navigation of challenges. Most importantly, exceptional leadership is defined by tangible positive impact and lasting organizational or societal change - the ultimate measure of any leader's success. Real-world case studies across industries illustrate how top leaders embody these traits in practice. The consistent emergence of these underlying disciplines suggests they can be cultivated to inspire elevated performance.

Bitter Sweet Symphony? Insights into the discrepancy between managers and organizations towards ESG

The aim of this paper is to explore whether any discrepancy between individuals' cultural understanding and perceptions concerning ESG and the organizational cultural posture towards ESG is likely to arise, and what individual's characteris-tics may influence it. The study relies on Habermas' theory of Communicative Action, mobilizing the conceptualizations of anomie, to analyze data gathered through a survey answered by 136 Italian managers acting in highly ESG-exposed industries. Our results give evidence of the existence of ESG orientation discrepan-cy and suggest that certain individuals' characteristics such as age, job grade, and tenure influence its magnitude. The study contributes to ESG literature offering empirical ground for crucial yet overlooked issues relating to the role of individuals in ESG organizational processes change. Also, it has relevant implications for both companies and policymakers, pushing reflections on the need to avoid discrepan-cies toward more effective ESG practices.

MAIN STAGES OF EMPLOYEE EMPOWERMENT STRENGTHENING IN PRODUCTION ORGANIZATIONS

As management strategies and organizational structures change, the aim is to discover ways that will help make the activities of each employee, as well as the entire production organization, more efficient. In each successful organization, the leader’s and employee's ability to understand each other and to work together in a team is very important. At present, a new term is being emphasized and promoted- empowerment – the leader's actions towards the employee in order to successfully achieve the goals of the organization. Dimensions of structural empowerment: opportunities - the employee's perception of the extent to which he has opportunities to perform challenging work using existing abilities and at the same time acquiring new abilities, information - to the extent that, in the employee's perception, information is available to him in a wider context than his individual work, support - to the extent that the employee feels that he can receive advice or feedback during the performance of various tasks, resources - to what extent all the necessary resources are available to the employee to perform the planned tasks. Empowerment is essentially a democratic process that allows employees to have more say in decisions that are currently made by managers in traditional command and control centers. A model for strengthening employee empowerment is presented, consisting of 3 stages, which allows identifying employee empowerment problems when making decisions on quality issues and providing solutions. The quantity of features and characteristics of a product reflects its quality. One of the most important aspects is that managers and executors (team members) must understand the importance of quality and know what factors affect it and what solutions take place with identified problems. Based on the identification of product quality from the point of view of managers and executives, problems are identified, and solutions are provided to change the situation. If they do not have a common understanding of product quality issues, the situation in production only worsens. Organizations must empower their frontline employees with the authority and training to make decisions related to equipment operation and maintenance. The obtained results of a quantitative study carried out in a manufacturing company proved that employees partially feel empowered by managers to make decisions: especially in the second stage, which is associated with work performance, quality requirements, job satisfaction and efficiency. Recommendations are provided for management to develop a sense of personal efficacy through employee empowerment. The role of managers is to empower their subordinates to make decisions on their own, relying on established (approved) requirements. This research about employee empowerment can be useful for organizations in assessing the effectiveness of measures, enabling leadership, and the innovations implemented, as well as in forming a holistic approach to the phenomenon of employee empowerment, combining the assumptions that make up empowerment into a common system and the consequences that are significant for work and the organization.

Complex Systems and Sustainable Leadership: Enhancing Resilience and Sustainability of Community-Based Social Enterprises in Soweto, South Africa

In urban South Africa, community-based social enterprises (CBSEs) face challenges at the intersection of financial and environmental sustainability and social purpose. These enterprises address social exclusion and community development within complex institutional environments. Despite increasing governmental support, CBSEs struggle with historical inequalities, resource limitations, high poverty levels, inadequate infrastructure, and complex social dynamics. These challenges contribute to a high failure rate among SMMEs, including CBSEs, which represent approximately 71% of community-level businesses. This study examines how complex system dynamics in marginalized South African suburbs impact the sustainable leadership and resilience of CBSEs. Utilizing a qualitative approach, the study conducted 15 in-depth semi-structured interviews with CBSE leaders. The findings revealed that effective leadership in CBSEs requires extraordinary abilities to traverse complexity, adapt to changes, and engage in dynamic organizational change. The key themes identified included adaptive and flexible leadership, interdependencies and network collaboration, community engagement and co-creation, continuous learning and feedback loops, policy influence and response, and resource utilization and constraints. By applying complex systems leadership theory (CSLT) and sustainable leadership principles, the research offers insights into the mechanisms enabling CBSEs to thrive in challenging environments. These findings contribute to Social Enterprise Management and Leadership Studies, providing practical implications for policymakers and practitioners to support CBSE development and sustainability in marginalized urban communities.

Trusting Employees to Deliver Results in Times of Change

Trusting Employees to Deliver Results in Times of Change explores the research foundation showing that building trust is key to empowering high performance, especially during periods of organizational change and uncertainty. Drawing from literature in psychology, management, and organizational behavior, the article discusses factors that contribute to developing organizational trust, with a focus on the pivotal role of managers as "trust anchors." Practical strategies are provided for fostering trust through transparent communication, participative decision-making, skill development support, and empowering teams with autonomy. The article also shares examples from the retail banking and technology industries to illustrate how trust-based approaches aided successful navigations of major transformations. The conclusion reinforces that trusting employees to problem-solve enables engagement and results, even amid disruption.

Strategies for Showcasing Your Strategic Leadership Skills

This article explores how leaders can demonstrate their strategic thinking skills to key stakeholders through various actions and outputs. It first defines strategic thinking and its main components, including environmental scanning, future orientation, synthesis, adaptability, and intuition. The article then discusses how leaders can communicate strategic thinking through comprehensive yet accessible strategic planning documents, ongoing messaging and communication about strategies and progress, effectively managing organizational change, strategic decision-making, and fostering continuous learning. Specific best practices and examples are provided for each area. The article aims to provide concrete guidance for leaders seeking to exemplify their strategic orientation in tangible ways. Developing a consistent repertoire of actions emphasizing environmental scanning, future visioning and adaptation can help leaders and organizations strengthen their strategic dexterity to navigate today's dynamic business environment.

Remotely engaged—The role of job crafting in the change of employees' engagement after an abrupt transition to remote work

IntroductionMany employees perceived the move to remote work due to the COVID-19 pandemic as an abrupt organizational change. While research on work engagement has examined this construct in different contexts, it is unclear what may happen to work engagement in such an extreme context and over the course of time. In the current study, we examined the relationship between time and employees' work engagement after an abrupt change as well as the way job crafting interacts with this relationship. We hypothesized that a pre-transition high level of approach crafting strategies will have a negative effect, harming employees' ability to maintain their engagement over time, while a pre-transition high level of avoidance crafting strategies will actually have a mitigating effect, weakening the decrease in engagement.MaterialsWe used a three-wave longitudinal study design, collecting data during the first 3 months of the pandemic. The sample included employees from different organizations across the U.S randomly recruited through Amazon Mechanical Turk. We utilized a multilevel repeated measures approach to analyze the data.ResultsResults supported our first hypothesis, demonstrating a negative relationship between time and engagement such that engagement declined over time. Our second hypothesis was partially supported, showing that the job crafting strategy of increasing challenging demands moderated the relationship between time and engagement, such that for employees that job craft by increasing their challenging demands, at the onset of the transition, the decrease in work engagement over time was more substantial. We did not find support for our hypothesis regarding the positive effect of avoidance crafting strategies on the decrease in work engagement.DiscussionOur findings suggest that the tendency to job craft by pursuing more challenging demands at the onset of the pandemic, as an approach strategy of job crafting, gives employees an unnecessary added workload that requires the use of more resources. Over time, this extra load, depletes resource reservoirs and prohibits remaining engaged over time. In contrast, other types of approach crafting strategies seem to have no such harmful effect. Our findings highlight the importance of context, suggesting that under specifics conditions some job crafting strategies may be more energy draining than others.

History-informed institutional change: Houghton Mifflin and the shifting dynamics of the US book publishing industry (1950–1970)

After World War II, the United States experienced a robust economy marked by growing demand for information and education, alongside the emergence of leisure activities. Quantitative data spanning from 1950 to 1970, along with the reconstruction of Houghton Mifflin’s business trajectory, indicate that economic and social factors laid the groundwork for a transformation in the publishing industry. Through a meticulously structured historical analysis, this article contributes to the field of business history by elucidating the evolution of the publishing industry during this period of observation. Furthermore, it offers valuable insights into institutional theory by demonstrating how historical contexts and environments shape new practices and stimulate organisational change.

Walking the Talk: "Reflexivity" to Advance Integration of Patient Reported Outcomes for Cancer Care Screening.

In this commentary, we propose the use of video-reflexive ethnography (VRE) as a means to support integration of patient-reported outcomes (PROs) in cancer care screening. As for any policy or intervention, the optimization of PROs depends on moving beyond their mere formal introduction, and depends on the integration of PROs in the everyday practice contexts of health care professionals (HPEs). The use of VRE allows for video-playback sessions among oncology professionals to support team-based learning and practice-change grounded in "reflexivity." Through a review of previous methods used to support organizational change in healthcare settings (e.g., policies, quality improvement initiatives, simulation sessions), we present some unsung advantages of VRE that can be applied to a complex integrated setting, such as cancer care. As opposed to other methods to create change, VRE does not dictate new measures, but rather supports "bottom-up" provider-initiated changes to health care practices and contexts, grounded in collaborative day-to-day practice. We argue that VRE optimizes PROs in cancer care by facilitating their effective and sustainable integration, to promote improved patient care.

Organizational Culture Change and Adaptation in the Face of Digital Transformation: A Study of Jambi’s Banking Sector

The advent of digital transformation has necessitated significant changes in organizational culture and adaptation strategies, especially within the banking sector. This study aims to examine the impact of digital transformation on organizational culture change and adaptation within the banking sector in Jambi, Indonesia. A mixed-methods approach was employed, incorporating both qualitative and quantitative data collection and analysis techniques. Semi-structured interviews were conducted with key stakeholders within the banking sector in Jambi, including bank managers, employees, and customers. Additionally, a survey was administered to a larger sample of bank employees to gather quantitative data on their perceptions of organizational culture change and adaptation in the face of digital transformation. The findings of this study indicate that digital transformation has had a profound impact on organizational culture change and adaptation within the banking sector in Jambi. The study revealed that banks that were successful in adapting to digital transformation were those that had a strong culture of innovation, collaboration, and customer-centricity. These banks were also more likely to have invested in employee training and development programs to equip their workforce with the necessary skills to navigate the digital landscape. In conclusion, this study provides valuable insights into the challenges and opportunities associated with organizational culture change and adaptation in the face of digital transformation within the banking sector. Additionally, investing in employee training and development is crucial for ensuring that the workforce is equipped with the necessary skills to thrive in the digital era.

The impact of business analytics on healthcare operations: A statistical perspective

This study examines the transformative potential of business analytics within the healthcare sector, highlighting its wide-ranging applications, the challenges it faces, and potential future developments. The primary goal is to evaluate how advanced analytical tools can enhance healthcare outcomes, improve decision-making, and optimize operational efficiency in healthcare organizations. Through an in-depth literature review, this study critically analyzes existing research and real-world case studies to identify the key trends and obstacles associated with implementing business analytics in healthcare. The findings reveal that business analytics plays a crucial role in personalizing patient care, enabling predictive modeling, and streamlining healthcare operations. These tools support more informed decision-making, leading to better patient outcomes and more efficient resource utilization. However, significant challenges hinder the widespread adoption of business analytics, such as difficulties in integrating data across diverse systems, concerns about patient data privacy, and the need for a cultural shift towards data-driven decision-making within healthcare institutions. In conclusion, while integrating business analytics in healthcare presents substantial benefits, it requires a comprehensive and multifaceted approach. This approach should include technological advancements, the establishment of robust data governance frameworks, and significant organizational changes. The study recommends that healthcare organizations invest in training programs to enhance data literacy among healthcare professionals, develop policies to promote interoperability across different data systems, and carefully address the ethical implications of data usage. Future research should focus on the long-term impacts of business analytics in healthcare, with a particular emphasis on the ethical challenges that may arise. Ensuring these powerful tools are used responsibly will be essential to improving healthcare delivery.

Key Factors in Organizational Change: Case Studies of Netflix and FinoTechno Using Change Management Models

This research explores the key factors influencing successful organizational change through case studies of Netflix and FinoTechno. With the development of science and technology, enterprises should consider the continuous updating of organizational change to maintain their innovation and competitiveness while pursuing benefits throughout the process of expending. It utilizes the SWOT analysis, McKinsey 7-S Framework, Kotters Eight-Step Change Model, and Lewin's Three-Stage Change Management Model to analyze technological advancements, integration of diverse teams, and maintaining a competitive edge. The analysis found that the development strategies of FinoTechno and Netflix should emphasize common values, communication networks and leadership commitment, enhance corporate reputation, and require significant investment in technology infrastructure and customer education. The findings highlight the importance of leadership, communication, and strategic alignment in managing change. Recommendations offer actionable strategies for enhancing technological infrastructure, fostering a unified organizational culture, and driving innovation. These insights provide valuable lessons for organizations navigating complex change processes.

University leadership within the neoliberal agenda: Reframing the landscape through a principled leadership approach

This article emerged from a doctoral study that explored Nova Scotia university leaders’ leadership beliefs and values, and change agency approaches. “Principled leadership” was conceptualized as an expansion of authentic leadership theory and involved – authenticity (identity), spirituality, and love (an ethic of care). Principled leadership was examined as a possible approach which could facilitate successful change agency. The leader-participants included university presidents, vice-presidents, directors, and deans. A key finding was that leaders were operating within a conceptualization of authenticity. They held honesty, integrity, and trust as critical to their change agency. Another finding was that principled leadership offered an antidote to the depredations on positive leadership resulting from neoliberalism that has seriously impacted Canadian higher education. This study raised questions surrounding the nature of authentic leadership and identity; that is, the core of authenticity is knowing oneself and being true to one’s own values, but what if a leader has “drunk the Kool-Aid of neoliberalism” thereby truly believes that their top-down, autocratic (or destructive leadership) approach was ‘efficient’ (a neoliberal tenet) and crucial to organizational effectiveness and change agency. Can they still be considered authentic leaders? Thus, this study indicated that principled leadership was a useful expansion of Avolio and his colleagues’ authentic leadership theory.