Effective Organizational Change Research Articles

Bridging the Gap: Integrating Organizational Change Management with IT Project Delivery

In today's rapidly evolving technological landscape, the successful implementation of IT projects is increasingly contingent upon effective organizational change management (OCM). This research paper explores the intersection of OCM and IT project delivery, proposing a comprehensive framework that integrates these two critical domains. Through a review of existing literature and analysis of case studies, we identify key challenges and best practices for synchronizing OCM strategies with IT project management processes. Our findings reveal that the alignment of OCM with IT project delivery not only enhances project success rates but also promotes sustainable organizational transformation. This integrated approach ensures that technological advancements are supported by a well-prepared workforce, thereby minimizing resistance and maximizing adoption. The paper concludes with practical recommendations for practitioners aiming to bridge the gap between OCM and IT project delivery, ultimately fostering a more agile and resilient organizational environment.

The Role of the Inclusive Leader in Driving Innovation: An Example of a Teal Organisation

The role of the leader is to create change and indicate the direction in which the organisation should go. Leader is the one who inspires, creates the organisational culture and builds emotional relationships that result in a much more effective company. His or her activity also influences the level of innovation in the company - the more inspired a co-worker perceives a leader and the greater his or her capabilities and freedom of action, the greater the chance of creating newer or even revolutionary solutions. The author's research has shown that the role of a leader in an innovative organisation cannot consist only in creating and promoting a vision, and then inspiring others to make it a reality. It can be concluded that the period of feisty and charismatic visionary leaders is slowly passing into oblivion, and their place is being taken by leaders who are able to discover and unleash the creative potential of the entire team in their talented colleagues. Amidst the evolving landscape of businesses, there is a growing focus on identifying key traits of leadership essential for effective organizational change. It is advocated that every organization should draw on these traits to innovate its employee resources. The presented results show the results of four years of research within the framework of the project entitled Teal Organisations: developing self-management and entrepreneurial culture in the age of Economy 4.0. The research shows how the understanding of innovation, the role of leadership has changed over several years and what research gaps are emerging. The research targeted micro and small enterprises in the family business sector. Insights from the third stage conducted in 2023 shed light on the qualities and competencies of leaders. The study’s findings highlight that leadership fosters better team outcomes through enhanced decision-making and collaboration. Our research shows, that leaders are required to acquire, develop and refine the skills of facilitating the work of a team to effectively and continuously generate innovation. The leader must master several skills, i.e. knowing the tools of creative team work, allowing the free flow of information, the ability to integrate ideas in order to create a new, better idea, so that the valuable ones do not get diluted and are qualified for further innovative work through well-considered decisions.

Factors Influencing the Adoption of Distributed Ledger Technology in Developing Countries: An Examination of Nigerian Construction Industry

ABSTRACT The construction industry is known for its intricate and fragmented nature, often plagued by inefficient processes and data management challenges. Distributed Ledger Technology (DLT) presents a promising solution, potentially revolutionizing data sharing, transparency, and security. However, the successful adoption of DLT necessitates a comprehensive understanding of its implications, effective organizational changes, and strategic implementation strategies. This study examines the critical factors in adopting DLT into construction processes and workflows. A mixed-methods approach was employed, combining quantitative surveys and qualitative interviews with key stakeholders in the Nigerian construction industry. The findings emphasize the importance of educating staff about DLT’s benefits, strategic planning aligned with business goals, collaboration with DLT experts, universities, and industry partners, careful planning and robust security measures, and organizational changes such as dedicated DLT teams and engaging suppliers. Recommendations include prioritizing continuous improvement, investing in training programs, and exploring integration with emerging technologies. The study provides empirical insights into DLT adoption challenges and strategies, synthesizing these findings with existing literature, and offers a roadmap for construction firms, policymakers, and researchers seeking to leverage DLT for enhanced efficiency and innovation in the construction industry.

Pilot study of an online brief mindfulness-based intervention to improve the well-being of managers and reduce their stress at work

Objectives. The COVID-19 pandemic, remote work and new technologies have heightened workplace pressures. Effective response and essential organizational changes require business leaders to be more adaptable, with managers’ presence playing a pivotal role in successful implementation. The study assesses a brief mindfulness-based emotional regulation for managers (MBERM) intervention, to reduce workplace stress and enhance managerial well-being. Methods. An 8-week non-randomized controlled trial was conducted with a waiting list control group and an intervention group. Pre–post differences were measured by Student’s t test or Wilcoxon test, and effect size calculated using the Hedge’s g formula. The sample included 23 managers (17 men and six women) with average age 50 years. The study assessed anxiety and depressive symptoms, psychological flexibility, perceived self-efficacy, general work-related well-being, perceived stress and mindfulness. Results. Statistically significant changes were observed in the intervention group in depression, anxiety, work-related acceptance and action, general self-efficacy, exhaustion, alienation, stress and non-reactivity. The control group showed no statistically significant changes in any of the variables. Conclusion. The MBERM intervention could improve the emotional and work-related well-being of managers and reduce stress levels and burnout. Further study of this intervention is needed to promote adherence and ensure a long-term improvement.

Effective Strategic Organisational Transformation and Change Management for The South African Financial Services Sector

Effective Strategic Organisational Transformation and Change Management for The South African Financial Services Sector

The Influence of Technology Readiness, Strategic Leadership, and Organizational Change on Organizational Performance in the Indonesian Navy

Purpose – This research aims to analyze the influence of Technology Readiness, Strategic Leadership, and Organizational Change on Organizational Performance mediated by Competency Development in the Indonesian Navy. Methodology/approach –This research method used quantitative approach, tested using Structural. Equation Modelling-Analysis of Moment Structures (SEM-AMOS). The sampling method uses nonprobability sampling with a subjective sampling procedure or sampling using a purposive sampling technique, by taking data from 330 Indonesian Navy officers who served for a minimum 5 years in the Indonesian Navy. Findings – The findings in this research there is positive influence of Technology Readiness on Organizational Performance, Strategic Leadership on Competency Development, Organizational Change on Organizational Performance, Organizational Change on Competency Development, Competency Development on Organizational Performance, and Organizational Change on Organizational Performance which is mediated by Competency Development. Novelty/value –The TNI AL (Indonesian Navy) organization tries to adapt to technological developments and changes in the strategic environment by making changes to its organization. Effective organizational change correlates with better organizational performance. Apart from that, a positive influence founded between Organizational Change on Organizational Performance which mediated by Competency Development. Organizational Change as a form of organizational adaptation, if followed by appropriate Competency Development policies, will encourage the enhancement of Indonesian Navy (TNI-AL) Organizational Performance.

Impact of the Italian Healthcare Outcomes Program (PNE) on the Care Quality of the Poorest Performing Hospitals.

One of the main aims of the Italian National Healthcare Outcomes Program (Programma Nazionale Esiti, PNE) is the identification of the hospitals with the lowest performance, leading them to improve their quality. In order to evaluate PNE impact for a subset of outcome indicators, we evaluated whether the performance of the hospitals with the lowest scores in 2016 had significantly improved after five years. The eight indicators measured the risk-adjusted likelihood of the death of each patient (adjusted relative risk-RR) 30 days after the admission for acute myocardial infarction, congestive heart failure, stroke, chronic obstructive pulmonary disease, chronic kidney disease, femur fracture or lung and colon cancer. In 2016, the PNE identified 288 hospitals with a very low performance in at least one of the selected indicators. Overall, 51.0% (n = 147) of these hospitals showed some degree of improvement in 2021, and 27.4% of them improved so much that the death risk of their patients fell below the national mean value. In 34.7% of the hospitals, however, the patients still carried a mean risk of death >30% higher than the average Italian patient with the same disease. Only 38.5% of the hospitals in Southern Italy improved the scores of the selected indicators, versus 68.0% in Northern and Central Italy. Multivariate analyses, adjusting for the baseline performance in 2016, confirmed univariate results and showed a significantly lower likelihood of improvement with increasing hospital volume. Despite the overall methodological validity of the PNE system, current Italian policies and actions aimed at translating hospital quality scores into effective organizational changes need to be reinforced with a special focus on larger southern regions.

Helping Educational Leaders Mobilize Evidence (HELM): The iterative redesign of the Leadership and Organizational Change for Implementation (LOCI) intervention for use in schools.

Few "intervention agnostic" strategies have been developed that can be applied to the broad array of evidence-based practices (EBPs) in schools. This paper describes two studies that reflect the initial iterative redesign phases of an effective leadership-focused implementation strategy-Leadership and Organizational Change for Implementation (LOCI)-to ensure its acceptability, feasibility, contextual appropriateness, and usability when used in elementary schools. Our redesigned strategy-Helping Educational Leaders Mobilize Evidence (HELM)-is designed to improve principals' use of strategic implementation leadership to support the adoption and high-fidelity delivery of a universal EBP to improve student outcomes. In Study 1, focus groups were conducted (n = 6) with 54 district administrators, principals, and teachers. Stakeholders provided input on the appropriateness of original LOCI components to maximize relevance and utility in schools. Transcripts were coded using conventional content analysis. Key themes referencing low appropriateness were summarized to inform LOCI adaptations. We then held a National Expert Summit (Study 2) with 15 research and practice experts. Participants provided feedback via a nominal group process (NGP; n = 6 groups) and hackathon (n = 4 groups). The research team rated each NGP suggestion for how actionable, impactful/effective, and feasible it was. We also coded hackathon notes for novel ideas or alignment with LOCI components. Study 1 suggestions included modifications to LOCI content and delivery. Study 2's NGP results revealed most recommendations to be actionable, impactful/effective, and feasible. Hackathon results surfaced two novel ideas (distributed leadership teams and leaders' knowledge to support educators EBP use) and several areas of alignment with LOCI components. Use of these iterative methods informed the redesign of LOCI and the development of HELM. Because it was collaboratively constructed, HELM has the potential to be an effective implementation strategy to support the use of universal EBP in schools.

Human Resource Management Practices for Effective Organizational Change: A Review of Research in Western and Non-Western Countries

Abstract Organizational change (OC) initiatives require effective human resource management practices (HRMPs). This review analyzes recent research on the role of HRMPs in OC, focusing on major trends and differences between Western and non-Western contexts. A Preferred Reporting Items for Systematic Review and Meta-Analysis (PRISMA)-guided search using Scopus and Google Scholar identified 26 relevant studies. The key findings showed the varied and crucial roles that HRMPs play in communicating change goals, engaging employees, and collaborating with stakeholders. In particular, hard OC involving actions such as downsizing warrants responsive HRMPs. Although some practices transfer well across settings, implementing HRMPs in non-Western environments requires adaptation to local cultural and religious norms. The predominant focus on Western contexts underscores the need for more research in understudied regions, such as the Middle East and North Africa. The limitations of this review include potential biases in the source studies and the exclusion of nonindexed literature. We conclude by calling for an expanded investigation into evidence-based HRMPs and the complex dynamics between HRMPs and diverse types of OC across different organizational and national settings.

69.3 Ways to Effect Cultural and Organizational Change Around Sustainability in Psychiatry: A Toolkit

69.3 Ways to Effect Cultural and Organizational Change Around Sustainability in Psychiatry: A Toolkit

Working environment. Considerations for a Higher Education Institution

Teachers’ work is influenced by their perception of their work environment, projecting this into the quality of education and product delivered to society. Therefore, this study analyzes how the work environment manifests itself in a Higher Education Institution, considering affiliation, commitment, communication, motivation, recognition, and other factors that affect the performance of a university teacher. The results show that teachers’ perceptions of their work environment are internally differentiated, with factors such as commitment, internal communication, recognition, empathy, physical integrity at work, remuneration, joint participation between work teams, and authority having negative connotations. A suggestion for improvement is executing plans designed to generate an effective organizational change in the detected weaknesses.

The role of performance measurement and management systems in changing public organizations: An exploratory study

IMPACT The most recent administrative reforms aim not only to open up public organizations to citizens but also to encourage other organizations to take similar initiatives, namely in collaboration, transparency and the availability of information. So they need performance measurement and management systems (PMMS) that allow them to be closer to their stakeholders and dynamically promote effective organizational change. This article shows that a PMMS can be a mediation instrument in the effective implementation of administrative reforms. It will help managers and employees of public organizations understand how to improve performance measurement processes and mitigate dysfunctional behaviours that cause unintended effects on organizational performance. ABSTRACT In recent decades, governments worldwide have used administrative reforms to change public organizations. The initial concerns were to increase their efficiency but, more recently, it has been their openness to society. Performance measurement and management systems (PMMS) have been used on this changing path to support public managers’ decision-making, although not always successfully. This study contributes to the current debate on using PMMS to align public organizations with the needs of citizens and remaining stakeholders.

VUCA PRIME IMPACT ON PERFORMANCE AUTOMOTIVE INDUSTRY IN INDONESIA

This study aims to identify and analyze the potential challenges of VUCA to the development of the automotive industry in Indonesia and their impact on company performance. The method used in this research is descriptive and verification research methods. The research sample was 255 respondents based on manager-level positions and above using purposive sampling method.In research VUCA will use VUCA Prime (VUCAP). The results showed that partially VUCAP had a positive and significant effect on agile leadership and company performance. VUCAP had a positive and significant effect on Strategic business. VUCAP had a positive and significant effect Organizational change. VUCAP has a positive and significant effect on the performance of automotive industry companies in Indonesia. Agile leadership is intervening the influence between VUCAP and company performance. Organizational change is intervening between VUCAP and company performance. Strategic business is intervening between VUCAP and company performance in automotive industry companies in Indonesia.

Challenges in Implementing and Sustaining Community College Organizational Change for Student Success

Community colleges are challenged with creating and sustaining student success organizational change. Institutional-level student success reform efforts are needed to combat the unacceptably low student completion rates, but colleges often struggle to initiate and maintain organizational reforms. After many years of reform efforts, researchers have provided theories for whole college organizational change, in particular guided pathways, that shows great promise in helping community colleges realize student success and completion gains while targeting and reducing racial equity gaps. A literature review focused on determining the internal reasons why institutions struggle to create and sustain organizational change was conducted. Contextual challenges, awareness and motivation, and change management process challenges within the institutions were several of the key causes identified. Within contextual challenges, organizational structures including college policies, practices, and governance, as well as leadership and funding challenges were cited as barriers to organizational change for student success. A lack of awareness of the need for or how change by faculty, staff, and administrators, along with a lack of motivation or resistance to the change can also create significant roadblocks for colleges. Change management process challenges within the institution including a lack of professional development for leaders in change management strategies was also cited as a significant challenge to developing and sustaining an effective organizational change effort. Knowing these challenges can lead to informed approaches that college leaders, faculty, and staff take to implement, hopefully helping institutions sustain change reform at scale over the long-term and ultimately benefit the overall goal of increased student success and completion.

The Role of Leadership on Organizational Change

Abstract: The purpose of this research is to investigate the function of leadership in organizational change. A leader acts as a change agent who can effectively manage organizational processes. To comprehend, accept, and execute changes in their business model, firms must continually assess and reevaluate current technological breakthroughs and client expectations. Organizations must now better comprehend the importance of change and prepare themselves to accept not just current but also future trends in order to achieve long-term success. According to many studies, 70 percent of organizational transformation fails to achieve its goals due to inadequate leadership style, despite the fact that leaders play a critical role in a company. As a result, the process of change need effective and highly qualified leadership capable of identifying the most desirable features and addressing challenges in the most suitable manner. According to the examination of literature and the outcomes of real-life case studies studied for this research paper, a leader with the competences "Visionary," "Democratic," and "Transformational," as well as a "Innovative Approach," may ensure more successful organizational change with success. As a consequence, this study offered a model derived from leadership competences, including organizational change, long-term success, and innovation, that express the link between effective organizational change and the function of leadership.

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.

The Barriers to and Facilitators of Sustainable Organizational Change

As the contemporary environment is infused with change, organizations push for change, and the notions of failure and success associated with organizational change management interventions are linked to (perceived) barriers and facilitators.
 Purpose - This study aims to identify barriers and facilitators in organizational change management and investigate essential dimensions to consider to improve the successful implementation of change initiatives within organizations. As two ends of a spectrum, barriers and facilitators play a crucial role in either hindering or facilitating the progress of a change intervention. While barriers can impede organizational change success, they can also serve as facilitators.
 Research Design - A literature review of over forty (forty) articles was conducted to determine how and how scholars have identified the variables contributing to the success or impeding change efforts. The study was conducted using a descriptive exploratory approach to identify variables considered barriers to or facilitators of change.
 Findings - Based on descriptive analysis, the findings from the literature search were categorized under three (three) themes: 1/ Self; 2/ Social Support; and 3/ Organizational Support. A deeper understanding of each theme was achieved by categorizing it further into subcategories aligned with the given theme.
 Value - This article provides a unique perspective on why planned interventions do not always consider the identified variables and, as a result, struggle to effect organizational change. By understanding factors that have a direct impact on change and assisting leaders and employees, this article provides a pathway for success in organizational change.

Effective Peer Employment Within Multidisciplinary Organizations: Model for Best Practice.

This study sought a clearer understanding of organizational mechanisms reinforcing effective peer employment and organizational change from the perspectives of peer workers, non-peer staff and management in multidisciplinary mental health and substance use recovery services. Findings were used to develop a model for organizational best practice for peer employment and associated organizational change to promote recovery-oriented and person-directed services. Qualitative research was undertaken, involving 132 people participating in 14 focus groups and eight individual interviews. These people were employed across five U.S. multidisciplinary organizations providing mental health and substance use recovery services and deemed by a panel of experts to provide effective employment of peer workers. Study findings include the articulation of an interactive working model of best practice, comprising organizational commitment, organizational culture and effective organizational strategies necessary for a "whole-of-organization" approach to support authentic peer work and enable organizational transformation, to actualize recovery-oriented values and person-driven services. Strategies include Human Resources engagement, peers in positions of senior organizational authority, recurring whole of workforce training, along with peer training and peer-led supervision. Findings suggest whole-of-organization commitment, culture and practice are essential for the organizational transformation needed to support effective employment of peers in multidisciplinary environments.

Data analytics (ab) use in healthcare fraud audits

This study explores how government-adopted audit data analytic tools promote the abuse of power by auditors enabling politically sensitive processes that encourage industry-wide normalization of behavior. In an audit setting, we investigate how a governmental organization enables algorithmic decision-making to alter power relationships to effect organizational and industry-wide change. While prior research has identified discriminatory threats emanating from the deployment of algorithmic decision-making, the effects of algorithmic decision-making on inherently imbalanced power relationships have received scant attention. Our results provide empirical evidence of how systemic and episodic power relationships strengthen each other, thereby enabling the governmental organization to effect social change that might be too politically prohibitive to enact directly. Overall, the results suggest that there are potentially negative effects caused by the use of algorithmic decision-making and the resulting power shifts, and these effects create a different view of the level of purported success attained through auditor use of data analytics.

Change Management in Medical Institutions: Implementation View

Change is a learning process modeling the attitudes and values of the involved staff to adapt and show the change in daily work life. Leading the change in medical schools or in the health care system is considered one of the assignments of successful leadership that can achieve an effective organizational change under complex conditions. This review aims to show an implementation view about how to manage the change in medical institutions and how to overcome obstacles, and how to face the challenges. The resistance to change represents a major obstacle to the change process in any medical school or health care system. Thus, it should address this resistance by creating a suitable climate for carrying out the change based on a flexible strategy that may be translated into practical steps during the implementation. Moreover, the change should be institutionalized wherein new behaviors are persisting and generalizing in the medical school or the health care system as a result of the change application. In addition, the successful management of change in any medical school or system requires a well-functioning and efficient management system for achieving the intended results. Therefore, many benefits may be gained as a result of the success of a change process in any organization wherein it improves the effectiveness and efficiency of organizational and staff performance besides creating an opportunity for getting the best practices.