Dimensions Of Organizational Change Research Articles

Organizational Change Dynamics and Their Impact on Employee Well-Being: A Quantitative Exploration within a Moroccan Hotel Chain

This research aims to examine the effect of organizational change on the health and well-being of employees, a topical issue in the contemporary professional environment. The study focuses on a case of a Moroccan hotel company, providing an original insight into the hotel industry in Morocco. The main goal is to explore the links between the dimensions of organizational change and the health and well-being of employees, in order to determine how organizations can optimize the management of these transformations. The research adopts a quantitative approach, including the collection of primary data from the employees of the hotel chain, followed by the validation of the instruments and a rigorous statistical analysis. The results show that the clarity of the goals and the vision of the change is essential for the health and well-being of employees. Moreover, the involvement of employees in the decisions related to the change has a positive influence on their health and well-being. However, the role of communication in the change process has not been verified significantly. These findings have practical implications for managers, highlighting the importance of clarity in communicating the goals and the involvement of employees in the decision-making process. They suggest strategies to improve the health and well-being of employees and their adaptation to the change, fostering a more positive and productive work climate.

Corporate Communication—Adversarial, Transmission, Dialogical

ABSTRACTThe trauma that followed organisational change through the twin inductions of transformation and New Public Management in some South African institutions of higher learning during the decade of the 2000s illustrates the need to pay attention to the communicative dimensions of organisational change. By means of a discussion of four kinds of workplace communication, this actual workplace study examines some specific instances of transformation and the restructuring of the South African tertiary sector, specifically, the hypothetical analytical composite New Name University (NNU) that represents an agglomeration of newly named and merged institutions that have become the visible form of the transformed edu-scape. The methodology was a lived one—action research—in that the authors were consulted by the university in which they were employed to analyse the prevailing corporate relations communication strategy and to suggest alternatives. The additional changes wrought by managerialism include new levels of bureaucracy alien to traditional academic culture and requirements of performance management that are no less onerous. The discussion suggests that a dialogical model of communication may well have brought about a different and more inclusive outcome than those that transpired in the NNU.

Reacting and managing: an exploratory study of how middle managers perceive an offshoring decision and implementation program

The paper aims to study the implementation of an offshoring to captive centres initiative from an organisational change and middle management perspective. Middle managers' views are explored in relation to six dimensions of organisational change, summarised on the basis of the change management literature. The study was carried out at the IT Department of a multinational bank in a Nordic country. The findings show that practices within all dimensions were perceived as highly relevant, showing that implementation of an offshoring initiative may be approached in the same manner as other forms of organisational change. Generally, the practices were perceived to be less-than-well executed, and middle managers felt the need to take on some of the practices typically referred to top management. In sum, when middle managers need to give sense to and implement decisions they are struggling to make sense of themselves, this hampers the possibility for a successful implementation.

Lost in translation? Emotional intelligence, affective economies, leadership and organizational change

Not until the late 1990s did the rational/emotional binary embedded in mainstream literature on educational leadership and management come under challenge. Now the emotional dimensions of organisational change and leadership are widely recognised in the leadership, organisational change and school improvement literature. However, the dissolution of the binary did not draw from feminist social theory, critical organisational theory, the sociology of emotions or critical pedagogy. Instead, the strongest influence in educational leadership and administration has been from psychological theory, management theory and brain science, mobilised particularly through Goleman's notion of emotional intelligence. This article undertakes a feminist deconstruction of two texts: one from organisational theory by Goleman and the other on educational leadership and school improvement, in order to explore how ‘emotion’ has been translated into educational leadership. As a counterpoint, I identify the gaps and silences, appropriations and marginalisation identified from feminist perspectives. I argue that the emotional labour of teaching and leading cannot be individualised because emotion is both relational and contextual.

A multidimensional framework for SME e‐business progression

PurposeThis paper sets out to critique the applicability of e‐commerce staged models in explaining the progression of small and medium‐sized businesses (SMEs) in their use of internet technologies. The premise of this study is that examining the evolution of web sites over time gives us insights into actual evolving strategies and motivations behind internet investments.Design/methodology/approachAn alternative multidimensional framework is proposed that combines three different dimensions of organizational change (process, content, and drivers). The content or categories of the dimensions are defined and justified. A study of 192 web sites and their evolution is described. This helps to demonstrate the relevance and applicability of the dimensions of the framework.FindingsThe study describes the different approaches (monitoring, content analysis and case studies) and the characteristics of changes on these web sites. It was found that the main evolution strategies were “content updates” and “dormant sites”. In addition, the majority of companies seem to have evolved their web sites to refresh the image and change navigation protocols and not to add transactional e‐commerce features.Practical implicationsThe proposed framework is argued to be useful to academics, providing multiple perspectives, enabling more insightful study of SMEs' e‐business adoption and progression, and avoiding over‐simple a priori theory, e.g. staged models. The framework is also argued to be useful for SME managers seeking to make the most of their limited resources in this context.Originality/valueThe paper provides a multidimensional framework which is new and comprehensive. It also provides some research findings using the framework relating to a pilot study of 192 SME web sites. Little prior research has been carried out on the evolution of SMEs' web sites, in terms of the type of drivers, the features that have been incorporated over time, and how they have changed.

The two dimensions of organizational change

Too many organizational change projects fail because they fail to address the people aspect. Employees don’t buy in to the changed organization and performance suffers as a result. Here, Bill McCarthy of human capital consultants Penna, addresses six common reasons why organizational change fails and suggests an approach that focuses on people within a “before, during and after” timeframe.

Hearing Truth from Power? Organisation Theory, School Effectiveness and School Improvement

School effectiveness and school improvement researchers have increasingly looked towards establishing some kind of synergy between their respective fields. However, most recent attempts to create such links have not sufficiently addressed their different perspectives on organisational development and change. School effectiveness research has tended to view organisational development in terms of structural change, while the school improvement field has conversely placed an emphasis upon the cultural dimensions of organisational change. This has resulted in a methodological and theoretical divide that has proved difficult to resolve. This article argues that by incorporating the concept of 'power' into the analysis the two fields can be brought together more successfully. The article suggests that this 'third dimension' provides a bridge between structural and cultural analysis. It also highlights some important research questions that arise out of this tripartite relationship. The article concludes by suggesting that an analysis of power may provide the long awaited conceptual and theoretical fusion sought by both fields.

Public sector hospitals and organizational change: an agenda for policy analysis.

An important feature of health care systems in recent years is the change in the organizational position and relations of public sector hospitals. Health sector reforms have led to increasing heterogeneity in the organizational location and status of public sector hospitals and new organizational forms of public-private relations are being developed by and for hospitals. These changes can have important implications for health and health care. They raise issues around equity, control, accountability and performance of health care. Yet the policy process in practice may be failing to develop and implement appropriate forms of policy formulation on health sector reform. This paper focuses on the organizational position and relations of hospitals within public sector health services. It firstly outlines key elements of health sector reform and relates these to two dimensions of organizational change for hospitals: increasing heterogeneity and forms of public-private relations. The paper provides a descriptive format for classifying forms of hospital organizational change and proposes a framework of six questions for analysing these organizational forms. This may be used to assess the appropriateness of specific policies to particular country situations and to develop more open debate around hospital organizational forms.