Impact Of Organizational Change Research Articles

Cutting dark matter. Professional capacity and organizational change

Purpose– The purpose of this paper is to discuss the impact of organizational change on the competence of controllers in rail infrastructure operations. Controllers are a critical link in providing rail services. They guide train traffic 7/24 in real time from within control rooms by daily responding to a multitude of disturbances. Market reforms have radically changed their work conditions by unbundling and re-bundling control rooms.Design/methodology/approach– Ethnographically inspired research has been performed at the work stations of controllers in both unbundled and re-bundled, both Dutch and British control rooms between 2007 and 2011. The author observed how controllers deal with moderate disturbances and discusses the nature of their underlying professional capacities, what guides their decision making in discretion. Implications are discussed how organizational change affects these capacities in case of unbundling and re-bundling control rooms.Findings– The paper shows how to gain a more explicit understanding of what controllers, as professionals, essentially think and do. An open-interactive account of professional capacity emerges, in contrast to the private-cognitive view widespread in literature. Both conceptualizations of professional capacities have radically different implications for their susceptibility to organizational change.Originality/value– This paper reveals an urgent perspective on the impact of market reforms, through the accompanying organizational change, on professional capacity at the operational level of providing public rail services.

Paradoxifying Organizational Change: Cynicism and Resistance in the Swedish Armed Forces

This article explores organizational cynicism in the context of a major organizational change process. Cynicism has been viewed as a form of resistance driven by unsuccessful implementation of organizational change or, in contrast, as a direct negative attitude towards management. Drawing upon the interview data with regiment managers, this article analyses how unit managers describe organizational changes that their units have endured during a longer period of time. The empirical data suggest that rather than an expression of failed organizational change, managerial incompetence, or a general mistrust in management, organizational cynicism can be seen as organizational members' response to perceived changes and an effort to create a consistent image of everyday activities and formal organizational structures. In this non-instrumental view of organizational cynicism, any attempt to analyse the impact of organizational change on organizational cynicism must therefore take into account the possibility that organizational members actively take part in translating organizational change through what we call paradoxification, that is, by identifying contradictions and inconsistencies between the formal decisions made and their effects in the local setting, rather than other forms of resistance.

Organizational change management for process safety

It has long been acknowledged that when not properly evaluated and controlled, changes to physical equipment in a facility can lead to serious incidents with potentially severe consequences. Management of change (MOC) systems, replete with a variety of electronic systems, flow charts, and checklists, have been developed by a number of reliable organizations throughout the world to manage these physical changes. It is less commonly recognized that other types of changes such as changes in job responsibilities, loss of key personnel, or even changes in shift hours can have an adverse impact on process safety. These and other nonphysical changes, collectively referred to as Organizational Changes, can lead to serious incidents with potentially severe consequences. Due to their focus on managing physical changes, most MOC systems have overlooked or only superficially address organizational change management (OCM) and the impact of organizational changes that affect process safety.Organizational change is an unavoidable aspect of doing business. There is a large variety of changes which fit under this umbrella of organizational change. Any of these types of changes could result in catastrophic consequences if the changes are not successfully administered. Effective OCM procedures must include a system for managing potential modifications to a variety of organizational aspects.The Center for Chemical Process Safety recently published a new guideline book covering OCM. This presentation will highlight some of the key concerns related to OCM which are covered in this new publication and which should be included in a successful OCM program. © 2014 American Institute of Chemical Engineers Process Saf Prog 34: 89–93, 2015

Context Matters: The Influence of Organizational Change on Psychological Contracts

Purpose. This is a study on organizational change, psychological contracts and psychological contract reciprocity in seven different organizations. The influence of six organizational change characteristics (frequency, impact and type of change, successfulness of past changes, the justification of changes and change management) on fulfillment of the psychological contract is examined. Context characteristics (external environment, job and worker characteristics, organizational factors and time) are gathered to see whether these can explain the differences in psychological contract reactions associated with organizational change. Design/ methodology/ approach. A mixed method approach was used. Respondents (3379) of seven organizations filled in an online questionnaire and qualitative data was gathered during 28 meetings with the participating organizations. Regression analyses were used to test the relations between change characteristics and fulfillment of the psychological contract and to test the reciprocal character of the psychological contract. A narrative approach was used to interpret the results and to offer explanations for the differences in results between organizations. Findings. The impact of organizational changes, successfulness of past changes, justification of changes and change management have an influence on the perceived fulfillment of employer’s obligations. The qualitative data indicate the importance of the internal context (e.g. culture of the organization) and the external context (e.g. pressures from competition) in explaining the patterns of organizations. Practical implications. It is important to take organizational context into account when implementing organizational changes. Research limitations. The study is cross sectional. However, using a mixed-method approach, the empirical data were combined with qualitative data. Originality/ value. This study demonstrates that context may explain why employees in different organizations react differently to organizational change. By adding qualitative interpretations to the quantitative results of this study, our research contributes to the understanding of complex organizational changes in different contexts.

Organizational change capacity and organizational performance

Purpose – The main purpose of this study is examining the relationship between organizational change capacity (OCC) and organizational performance (OP). Design/methodology/approach – After extensive researches in organizational literature about change and performance, the OCC model from Judge and Douglas consists of eight dimensions (trustworthy leadership, involved mid-management, capable champions, innovative culture, trusting followers, systems thinking, accountable culture, and effective communication), and the OP model from Lee consists of six dimensions (stakeholders' satisfaction, organizational communication, organizational growth, strategic performance, knowledge management, and team collaboration); were considered. In order to test the hypothesis, a series of 130 qualified employees in a knowledge-based organization were questioned. The measurement tool was a two-part questionnaire (OCC and OP). Validity of questionnaire well approved based on face validity method by experts, specialists and professors of management. Using the results of pre-test, Cronbach's α was showed the very high reliability. Findings – Moreover, the results of regression analysis showed that regression line ascribes changes in dependent variable (OP) to independent variable (OCC). It means that high percentage of change in OP (77.3 percent) will be explainable and predictable with OCC. Then, with utilizing of parametric and non-parametric tests, the relationship between OCC and OP; and between components of OCC and OP was investigated. Finally, Pearson and Spearman correlation tests results confirmed the significant relationships. Overall, the results of this study show the significant, positive, strong relationship between OCC and OP. Originality/value – As not many studies have been done about the impact of organizational change on OP, the paper's findings will be useful to assess the adaptation ability of organization with changing environment and the impact of this adaptation on OP.

Using simulation to analyze the maintenance architecture for a USAF weapon system

The United States Air Force (USAF) is investigating the use of three levels of repair with its aircraft maintenance managerial structure. This study provides an initial look at the effect of maintenance resource collaboration among maintenance locations and the use of a centralized repair facility focusing on a critical line replacement unit for a major USAF weapon system. Maintenance data for prior year maintenance experiences are collected, fit into appropriate probability distributions and implemented in a discrete event simulation model. This model is then used within an experimental design framework to examine the potential impact of organizational changes to the USAF hierarchical maintenance structure.

Policy Directives in Cancer, Organizational Responses, and the Need for Evaluation

Policy Directives in Cancer, Organizational Responses, and the Need for Evaluation

Impact of Organizational Change on Corporate Performance: The Case of Spin-Offs

Impact of Organizational Change on Corporate Performance: The Case of Spin-Offs

Organisational Change, Increasing Managerialism and Social Work Values in the Belgian Houses of Justice, Department of Offender Guidance

This paper examines the impact of organisational change in the Belgian Houses of Justice, Department of Offender Guidance. The change that occurred in the Houses of Justice can be defined as incremental change. While Belgian probation has been managerialised in its processes and to a lesser extent its practices, it has not been subjected to the same shift in its purposes. However, one question currently remains: can the increasing emphasis on managerialism leave the social work values and aims of the Houses of Justice in place, or not?

The impact of organizational changes on psychological contracts

PurposeThe purpose of this study is to add to the existing literature on the impact of organizational changes on psychological contracts by examining the exchange between employer and employee obligations and organizational commitment and intention to turnover in a causal model.Design/methodology/approachPsychological contracts of 450 health care workers were assessed in a three‐wave longitudinal design, covering a one‐year period. The Tilburg Psychological Contract Questionnaire measures perceived obligations with respect to Job Content, Career Development, Social Atmosphere, Organizational Policies and Rewards (perceived organizational obligations) and In‐role and Extra‐role Obligations (perceived employee obligations). Linear structural equation modeling was used to test the changes in psychological contracts and outcome variables over time, and also to investigate the changes in the relationships between the dependent and independent variables over time.FindingsThe results show that organizational changes negatively affect the fulfilment and violation of perceived organizational obligations. However, perceived employee obligations are not affected. The perceived fulfilment of Organizational Policies and violations of the psychological contract in general are most strongly affected.Originality/valueEmpirical longitudinal field research on the effects of organizational changes on psychological contracts is virtually non‐existent. This study is a valuable contribution to psychological contract research, because of the longitudinal nature of the study and the linear structural equation models that are used.

Organisational change management and workers’ behaviour: A critical review

Change is the only constant phenomenon. An organisation that fails to recognise the inevitability of change is doomed to fail. However, workers’ behaviour towards change has become a serious issue facing today’s management in complex and ever evolving organisations. Employees’ resistance to change has been identified as a critical contributor to the failure of many well-intended and well-conceived efforts to initiate change within the organisation. This paper therefore examines the reasons for workers’ resistance to change as well as the impact of organisational change on workers’ behaviour within the workplace and how organisations can manage change processes in order to elicit the right and anticipated behaviour from workers in line with the changing business needs. The theoretical synthesis of thoughts drawn from the tenets of the “Individual Perspectives School” and “the Group Dynamics School” is the basis for the explication of the dynamics of organisational change and workers’ attitude towArds it. This paper contends that securing the support and cooperation of workers through obtaining the right and anticipated behaviour is critical today as ever to the successful implementation of change programmes in organisations.

Involvement and structure: A qualitative study of organizational change and sickness absence among women in the public sector in Sweden

BackgroundOrganizational changes in modern corporate life have become increasingly common and there are indications that they often fail to achieve their ends. An earlier study of 24,036 employees showed that those who had repeatedly been exposed to large increases in staffing during 1991-1996 had an excess risk of both long-term sickness absence and hospital admission during 1997-1999, while moderate expansion appeared to be protective. The former was most salient among female public sector employees. We used qualitative interviews to explore work environment factors underlying the impact of organizational changes (moderate and large expansions in staffing) on sickness absence from an employee perspective.MethodWe interviewed 21 strategically selected women from the earlier study using semi-structured telephone interviews focusing on working conditions during the organizational changes. We identified 22 themes which could explain the association between organizational changes and sickness absence. We then used Qualitative Comparative Analysis (QCA) to reduce the number of themes and discover patterns of possible causation.ResultsThe themes that most readily explained the outcomes were Well Planned Process of Change (a clear structure for involvement of the employees in the changes), Agent of Change (an active role in the implementation of the changes), Unregulated Work (a lack of clear limits and guidelines regarding work tasks from the management and among the employees), and Humiliating Position (feelings of low status or of not being wanted at the workplace), which had been salient throughout the analytic process, in combination with Multiple Contexts (working in several teams in parallel) and Already Ill (having already had a debilitating illness at the beginning of 1991), which may indicate degree of individual exposure and vulnerability. Well Planned Process of Change, Agent of Change and Multiple Contexts are themes that were associated with low sickness absence. Unregulated Work, Humiliating Position and Already Ill were associated with high sickness absence.ConclusionsThese findings suggest that promising areas for future research and improvement in change management could be the structured involvement of the employees in the planning of organizational changes, and the development of methods to avoid highly unregulated working conditions.

The Impact of Organizational Changes on Work Stress, Sleep, Recovery and Health

The study objective was to investigate the impact of different kinds of organizational changes, as well as anticipation of such changes, on work-related stress, sleep, recovery and health. It was hypothesized that impaired sleep and recovery increase the adverse health consequences of organizational changes. The data consisted of cross sectional questionnaire data from a random sample of 1,523 employees in the Swedish police force. It could be shown that extensive organizational changes including downsizing or a change in job tasks were associated with a small increase in work stress, disturbed sleep, incomplete recovery and health complaints. However, less extensive organizational changes like relocation did not affect these outcome variables. Anticipation of extensive organizational changes had almost the same effect as actual changes. Furthermore a moderating effect of sleep and work stress on gastrointestinal complaints and depressive symptoms was found. Thus, like former studies already suggested, extensive organizational changes resulted in increased stress levels, poorer health and impaired sleep and recovery. Furthermore, organizational instability due to anticipation of changes was as negative as actual changes. There was also some evidence that disturbed sleep increased these adverse health effects, in particular with respect to anticipation of organizational changes.

Professional relations in sport healthcare: Workplace responses to organisational change

This article examines the impact of organisational changes in UK elite sport on the professional relations among and between different healthcare providers. The article describes the processes by which demand for elite sport healthcare has increased in the UK. It further charts the subsequent response within medicine and physiotherapy and, in particular, the institutionalisation of sport-specific sub-disciplines through the introduction of specialist qualifications. Drawing on semi-structured interviews with 14 doctors and 14 physiotherapists, the article argues that organisational changes have led to intra-professional tensions within both professional groups but in qualitatively different forms reflecting the organisational traditions and professional identities of the respective disciplines. Organisational changes promoting multi-disciplinary healthcare teams have also fostered an environment conducive to high levels of inter-professional cooperation though significant elements of inter-professional conflict remain. This study illustrates how intra-professional relations are affected by specialisation, how legitimation discourses are used by different professions, and how intra- and inter-professional conflict and cooperation should be seen as highly interdependent processes.

Impact of organisational changes on fracture neck of femur management

In 2005, University Hospitals of Leicester formed a Fracture Neck of Femur (#NOF) project group to improve care of this group of patients. The salient changes effected by the group were the appointment of designated orthogeriatricians, trauma co-ordinators, clinical aides, and discharge nurses. As a result of these measures, the number of patients going to theatre within 48 h of admission rose from 38.5% in 2005/6 to 90% in 2007/8. In-hospital mortality decreased from 16.5% in 2005/6 to 10.9% in 2007/8. The 30-day mortality dropped from 13% in 2005/6 to 10.9% in 2007/8. Hospital stay reduced from 29 days in 2005/06 to 17 days in 2007/8. Re-organisation of available resources has a positive impact on reducing mortality and in-hospital stay of fracture neck of femur patients.

The global challenge of type 2 diabetes and the strategies for response in ethnic minority groups

Ethnic minorities living in high-income countries usually exhibit a greater risk of developing diabetes along with higher morbidity and mortality rates. We evaluated the effectiveness of interventions to improve glycaemic control in ethnic minority groups. Results of major controlled trials, systematic reviews and meta-analyses were included in the review. Only 1/47 studies addressing diet and exercise interventions reported details on the ethnicity of the studied population. Self-management education was successful if associated with increased self-efficacy; delivered over a longer period; of high intensity; culturally tailored; and when using community educators. Strategies adopted in community-gathering places, family-based, multifaceted, and those tackling the social context were likely to be more effective. A positive relationship was found between social support and self-management behaviour as well as quality of life, but there is little evidence about the impact of organizational changes within health-care services on diabetes control. More research is needed to strengthen the evidence on effective strategies for response to diabetes in ethnic minorities. Also, there is a need to take into account diabetes beliefs and communication difficulties, as well as potential protective factors. Globally, many health-care systems are inadequately equipped to improve diabetes prevention and disease outcomes in these communities.

The impact of organizational change on steelworkers in craft and production occupational groups

This article examines the impact of organizational change on different occupational groups in the steel industry. In difficult financial circumstances and resulting pressure to downsize, a move to new forms of team-based working, in combination with staffing reductions, led to differential effects on craft and production occupational groups. Job satisfaction declined as a result of these changes with production workers reporting work intensification, while craft workers joining production teams reported skills under-utilization and reduced commitment to the organization. The existing occupational distribution of knowledge, skills and abilities led to the creation of multi-skilled production teams rather than developing teams of multi-skilled workers.The results clearly demonstrate the importance of understanding the limits imposed on new work arrangements such as teamworking by financial pressures and the occupational structure of the traditional labour process. In particular, the article highlights the significance of occupation in understanding how people experienced the work changes that occurred.

Does the organization of care processes affect outcomes in patients undergoing total joint replacement?

Surgeons realize that safe and efficient care processes for total joint replacement requires more than just well-performed operations. Orthopaedic teams are reorganizing care process to improve efficacy and shorten length of stay. Little is known on the impact of organizational changes on patient outcome. This paper studies the relation between the organization of care processes and patient outcomes in hip and knee. Clinical pathways are used as one of the methods to structure the care process. Although evidence is available on the effect of pathways in total joint replacement, their impact with the organization of the care process has not been studied previously. A cross-sectional multicentre study was performed on 39 care processes and 737 consecutive patients. Regression models were used to analyse the relation between the organization of the care process and risk-adjusted patient outcomes. The use of pathways and the organization of the care process, measured by the Care Process Self Evaluation Tool (CPSET), were measured at organizational level. Length of stay, pain, mobility and elapsed time to discharge were measured at patient level. The use of pathways had a positive effect on four out of five subscales and the overall CPSET score. Using pathways decreased length of stay (P = 0.014), pain (P = 0.052) and elapsed time to discharge (P = 0.003). The CPSET subscale communication was related with three risk adjusted outcomes. Multivariate analysis demonstrated a significant effect by three different variables on the length of stay; (1) use of pathways; (2) coordination of care processes; and (3) communication with patients and family. Both the use of pathways and coordination of the care process were determinants for the elapsed time to discharge. A significant interaction effect was found between use of pathways and coordination of the care process. This large multicentre study revealed the relation between the use of pathways, organization of the care process and patient outcomes. This information is important for both clinicians and managers to understand and further improve the organization of orthopaedic care. Level I prognostic study.

An Application of Value-of-Information to Decision Process Reengineering

Value of information (VOI) methods were used to guide changes to recurrent organizational decision processes under a reengineering effort at a major automobile manufacturer to reduce supply and demand imbalances involving capacity for parts and products. We modeled representative decisions assuming that they would be made with and without the benefit of improved information flows and calculated the resulting increase in expected value. By factoring in the entire range of decisions affected by a process change, we scaled the value of each organizational change to a life cycle value. The results quantified the impact of organizational changes in order to refine and prioritize a portfolio of change projects.

Evaluating the Impact of Organizational Changes in Health Care Delivery: Challenges in Study Design

Evaluating the Impact of Organizational Changes in Health Care Delivery: Challenges in Study Design