Implementation Of Organizational Change Research Articles

The Critical Vulnerability of an Authentic Leader as a Сatalyst for Achieving Outstanding Prosocial Results

Having been in management for more than 15 years, we have identified empirical evidence of critical vulnerability in business leaders who implemented large-scale organizational change and ultimately achieved outstanding prosocial outcomes. This vulnerability may present as resistance or criticism from stakeholders—employees, partners, and shareholders—marked by distrust in leadership vision and active sabotage of decisions, which potentially leads to the termination of the leader's powers. However, as the stakeholders' mindset evolves, the vulnerability tends to subside, paving the way for company consolidation, substantial organizational achievements, self-actualization for stakeholders and recognition for the leader. Such shift allows us to hypothesize that: 1) unique behavioral patterns of authentic leaders during organizational change implementation expose them to the observed critical vulnerability but ultimately lead to substantial prosocial results; 2) the main reason for leader vulnerability is the gap in leadership mindset levels between the leader and stakeholders at the onset of organizational change. Relying on the described assumptions, we executed preliminary research on leader vulnerability, aiming to explore unique leader behavior patterns that cause critical vulnerability. The study involved 8 top managers who are currently leading organizational changes within their organizations. We used purposive sampling to ensure participants’ significant leadership experience and their transformative impact. The research methodology relied on qualitative methods—in-depths interviews. Applying the Michigan Model of Leadership with its Competing Values Framework (CVF), we conducted a thematic analysis of the collected data. We determined that vulnerability typically manifests as a result of a strategic endeavor by leaders to ensure the evolution of stakeholder mindset for subsequent empowerment of them. The study advances knowledge about authentic leadership by emphasizing vulnerability's vital function in accomplishing remarkable prosocial organizational outcomes. More research will be required to create a framework for recognizing and assisting leaders who are critically vulnerable during organizational change implementation.

The organizational mechanism of new technology implementation: an empirical study in the Chinese construction industry

ABSTRACT In the past decade or so, an increasing number of construction organizations have shifted from traditional CAD to BIM, which requires organizations to make corresponding changes and can be seen as a progressive organizational change. However, existing research knows little about the organizational management mechanisms for BIM implementation. From the perspective of organizational change, considering the role of transformational leadership and organizational unlearning, this study constructs a framework to explore the organizational mechanism of BIM implementation. Based on empirical analysis of 124 samples from mainland China, it was found that transformational leadership contributes to the improvement of an organization’s BIM implementation level and the pathway is mainly achieved through organizational unlearning. This study contributes to the construction industry’s organizational change and new technology implementation by inferring and validating the positive roles of transformational leadership and organizational unlearning in promoting BIM implementation. Research findings can also provide helpful guidance for industry participants to implement BIM within organizations successfully.

Managerial Influence on Infection Prevention and Control (IPC) Implementation in Israeli Hospitals: A Doctoral Research Study

Background: This research, part of a doctoral study, aims to examine the impact of managerial factors on the implementation of Infection Prevention and Control (IPC) measures in Israeli hospitals. The study focuses on identifying key facilitators and barriers from the perspectives of physician and nurse managers, with an emphasis on understanding the integration of managerial strategies and theoretical frameworks in IPC implementation. Objective: The objective is to explore specific managerial factors, both facilitators and barriers, influencing the effective implementation of IPC measures. The research investigates these influences through the lens of physicians and nurses managing IPC units in public hospital settings. Methodology: A mixed-method approach was adopted, involving in-depth interviews with ten IPC-Unit managers (five physicians and five nurses) and a comprehensive questionnaire distributed among IPC-Unit heads. The study’s demographic and professional profiles of participants are detailed in Table 1. The data collection process encompassed an Activity Assessment Questionnaire (2-AAQ) and an Organizational Change Implementation Questionnaire (3-OrgChangeImplQ), with the distribution of responses categorized by implementation stages and sociological theories (Tables 2-4). Result: Managerial autonomy emerged as a significant catalyst for IPC implementation, with supportive leadership and resource allocation being critical. Differences in approaches between physician and nurse managers were observed, reflecting diverse strategies in planning, execution, monitoring, and maintenance of IPC measures. The findings also revealed a natural alignment with sociological theories, particularly Normalization Process Theory (NPT) and Diffusion of Innovations (DOI), despite a lack of formal training in these areas. Conclusions: The study underscores the multifaceted nature of IPC implementation, highlighting the importance of managerial autonomy, supportive leadership, and a deep understanding of organizational culture. The inherent alignment of IPC strategies with NPT and DOI theories suggests the potential of these frameworks in guiding IPC implementation. The research advocates for the integration of these theoretical perspectives into formal training programs to enhance the effectiveness of IPC measures in healthcare settings.

Community Policing: The Successful Implementation of Organizational Change

The goal of community policing is to improve interaction and collaboration between local law enforcement agencies and the people and neighborhoods they serve. Its primary objectives are to reduce and prevent crime and increase residents' sense of security. Community policing starts from the top of the management and flows down to the very lowest level of the police department. Thus, police managers play an important role in the change process. The goal of this study is to analyze the successful implementation of organizational change in police agencies. This article first lays out the definition of community policing, its key components, advantages, and its differences from traditional policing. Then it discusses the process of change, the sources, and strategies of resistance to change. In the conclusion section, this study makes recommendations for a successful implementation of the organizational change process.

Формування потенціалу організаційних трансформацій підприємства в сучасних умовах

Transformational changes, a vital part of the evolution and operations of enterprises, necessitate the development of a sound theoretical and methodological framework. This framework is essential for leveraging the potential of organizational transformations. The effectiveness of such changes is contingent on the enterprise’s formed potential, which signifies its capacity to enact impactful changes in structure, processes, culture, and strategy. This adaptability is key to thriving in the external environment, enhancing competitiveness, and achieving long-term goals. The article’s clear goal of studying the theoretical and methodological aspects of forming this potential in modern conditions keeps the focus of the audience on the purpose of the study. The factors that shape the potential of organizational transformations in enterprises under modern conditions are elucidated. These factors, including management and leadership, organizational culture, strategy and vision, existing and potential resources, business processes and technologies, and the external environment, play a significant role in determining the potential of organizational transformations. Therefore, to find ways to ensure the development of the enterprise, it became interesting from a scientific point of view to find out the natural state and prospects of organizational transformations in modern conditions. The state of the transformation process at the enterprise can be assessed based on surveys and questionnaires, SWOT analysis, analysis of key performance indicators (KPI), interviews of managers and focus groups, and audit of organizational culture. In this regard, the place of assessing the potential of organizational transformations in such methodical approaches is determined. The study substantiates the directions and list of indicators for assessing the current state of the enterprise and its readiness for organizational transformations. This research underscores the practical implications of determining the markers of the transformational process at the enterprise, a crucial step for the successful implementation of organizational changes. The composition and structure of such markers were analyzed, providing valuable insights depending on the direction of analysis and offering practical guidance for enterprises undertaking transformational changes. Keywords: potential of organizational transformations of the enterprise, development, readiness for changes, transformational process, digital technologies, efficiency.

Considerations Regarding Aspects of Resistance to Change Within an Organization

Abstract The article addresses the process of adapting to organizational change, people need to change and acquire new knowledge, absorb more information, cope with new tasks, improve their skill levels, and many times also need to change their work habits, values and attitudes. Changing values and attitudes is critical to successful organizational change. Motivation for change must come from the assumption that success depends on the need for change. This requires managers to make employees feel uncomfortable in certain situations to encourage them to try new behaviours in the company. In this context, change management is an essential component in company success, which is why the literature describing the success initiatives of change management is increasingly extensive. The topics most studied in the literature imply resistance to change, employees’ readiness for change, leadership effectiveness, employees’ involvement, participation and commitment in change processes, and the roles and skills required for the success implementation of organizational change. The purpose of this study in which I have used the bibliography method is to present two major topics discussed in the literature, namely, resistance to change and employees’ readiness for change. The article also highlights the importance of knowledge-based management, which involves using technology and data to make strategic decisions and improve organizational performance.

Varieties of engagement: Japanese corporate leaders’ strategic relations with foreign shareholders and institutional change

PurposeApplying the concept of “entrepreneur managers” from dynamic capabilities theory to the question of how some Japanese managers develop and use their relationships with foreign investors, this article explores organizational contexts in which Japanese managers use foreign shareholders as resources to enhance firm capabilities in the global marketplace, deploy assets effectively and implement changes to traditional organizational customs. The article asks why and how some top managers implemented institutional changes and adopted customs that are common in the shareholder-based system while others did not.Design/methodology/approachWe conducted qualitative interviews with 11 inverstor relations (IR) managers of large, listed Japanese firms in Kyoto and Tokyo.FindingsFirst, by inviting a hedge fund partner and using their human capital and social capital, a Japanese CEO committed to strengthening his firm’s competencies in the global market and introduced changes that are common in the shareholder-based system. Second, a CEO with an MBA degree and exceptional communication skills in English and Japanese dedicated himself to executing much of the strategic advice suggested to him by foreign shareholders and altered some of his firm’s traditional Japanese management practices. Third, even though many Japanese firms welcomed and used foreign shareholders as advisors to help them streamline and/or acquire firm assets, their top leaders’ implementation of organizational changes was limited. Fourth, the top leaders of family-owned firms were reluctant to initiate dialogue with foreign investors.Originality/valueThis article adds some useful organizational context to existing scholarship on institutional theory by examining Japanese leaders’ strategic management in their relations with foreign investors. Using the concept of dynamic capabilities, it addresses the role of innovative strategic managers in firms’ institutional changes.

Leadership, Strategy and Organizational Change

This study examined the role of leadership in organizational change. The researcher stated that the role leader’s play in the strategy process would have a significant impact on the overall success of any type of organizational change. The researcher found that leaders play a huge role when dealing with any type of organizational change implementation. A leader must take into consideration and utilize effective communication with the organization throughout this process. Further, this research revealed a four step that would make change successful in an organization. It is vital for a leader to utilize good leadership style, and empathy for employees throughout a change and maintain positive culture. This research has revealed that leader plays a key role in organizational change and must take all of that into consideration for an effective transition and successful change to come to reality in an organization.

Emotional Compass: Exploring the Socio-Emotional Wealth's Role in Guiding Change Implementation in Family Enterprises!

This research delves into the intricate impact of socio-emotional wealth (SEW) on the behavioral patterns of family firms during the implementation of organizational change. Employing the ambidexterity theory as a conceptual framework, the study scrutinizes 200 responses from proprietors and managers of family firms through a vignette-based investigation. The outcomes illuminate SEW as a pivotal guiding principle and determinant in the decision-making processes related to change. SEW is identified not only as an originating factor but also as a resultant outcome of change dynamics. Family firms demonstrate a propensity to embrace change in anticipation of potential advantages in terms of SEW, juxtaposed with a hesitancy when confronted with perceived risks. Furthermore, the study underscores a continuous reciprocal influence that characterizes the dynamic interplay between SEW and change. This influence extends beyond specific stages, permeating strategic and operational realms within the organizational context.

Анализ эффективности работы Дагестанского центра медицины катастроф в 2019–2022 гг.

Summary. The purpose of the study is to analyze the effectiveness of the Dagestan Center for Disaster Medicine (DCMC, TCMC) in 2019–2022. Materials and methods of research. Research materials – reporting documentation on the work of the DCMK in the indicated years. Research methods – analytical and statistical. Research results and their analysis. The characteristics of the Dagestan Center for Disaster Medicine are presented. The main areas of activity of TCMC are considered and the effectiveness of its work in 2019–2022 is analyzed. It is noted that the specifics of the reporting period are associated with the spread of the new coronavirus infection COVID-19 and the implementation of organizational changes in the All-Russian Disaster Medicine Service and the Disaster Medicine Service of the Russian Ministry of Health.

Navigating Multiple Identities for Positive Change Through Organizational Listening

Organizational listening is critical in times of change, especially for organizations that must meet diverse stakeholder interests. Organizations’ views on who they are—whether they are altruistic or self-oriented entities—may shape organizational listening practices in meaningful ways. To explore the undertheorized topic of organizational listening, we conducted a mixed-method sequential explanatory study. Drawing on survey and interview data from 122 U.S. nonprofits, we found an organization’s utilitarian identity for economic value creation is only related to practical motivation to engage in listening, whereas a normative identity for social mission is related to listening motivation, information analysis, and information integration. In addition, we found that organizational listening fully mediates the relationship between organizational identity and organizational change potential and implementation, indicating positive change would most likely occur through soliciting and incorporating stakeholder inputs. These results contribute to theorizing organizational listening and suggest implications for navigating multiple identities in organizational change processes.

ОБҐРУНТУВАННЯ СТРАТЕГІЇ ВПРОВАДЖЕННЯ ОРГАНІЗАЦІЙНИХ ЗМІН НА ПІДПРИЄМСТВІ

The article examines the features of justifying the strategy for implementing organizational changes in an enterprise. The relevance of the study is due to the rapid change in the business environment and the need to adapt to it by introducing various organizational changes. The purposl changes at an enterprise in the context of a turbulent external environment. The article establishes that organizational changes are an important attribute of a modern enterprise, a guarantee not only of its survival in the long-term, but also of strengthening its competitive position in the market. They are focused on optimizing the company’s potential, using the latest technologies in production, enhancing working conditions, improving the organizational management structure, developing organizational culture, etc. The author’s interpretation of the essence of the strategy for implementing organizational changes in an enterprise has been formulated. The sequence of stages of its substantiation is determined, and their content is presented. A list of criteria for the optimality of the strategy for implementing organizational transformations has been proposed: effectiveness, clear time definition, integration into the enterprise’s strategic set, alignment with its core strategy, and uniqueness. The main directions of its practical implementation are characterized. Attention is focused on the fact that the implementation of organizational changes is a rather time-consuming and complex process, and the responsibility for its effectiveness is quite high. It has been proven that a well-structured approach to managing organizational changes not only improves the enterprise’s adaptability to new operating conditions but also creates a strong foundation for enhancing long-term operational efficiency. The result of the study was the deepening of the theoretical foundations of managing transformational processes in the enterprise and the development of a methodological approach to justifying the strategy for implementing organizational changes.

Communicative approaches to support desired organizational changes in quality of public services

The paper actualizes the issue of the use by the leaders of public organizations of communicative approaches to the implementation of organizational changes and overcoming resistance to improve the quality of public services. The aim of this paper is to investigate the development and promotion of communicative approaches to organizational changes aimed at improving the quality of public services and effectively countering resistance from public organization leaders to these changes To enhance public service quality and overcome organizational resistance to change, altering perspectives on change is essential. This means shifting how employees view their professional environment. There’s no one-size-fits-all approach; multiple viewpoints coexist regarding understanding a changing world. This explains why some leaders prefer a rational change approach while others opt for experimentation. The article introduces a communicative approach that stresses the importance of linking internal thought processes to external actions for implementing necessary changes. Thinking skills essential for change formulation are inseparable from social skills needed for execution. Through communication, individuals can change their external environment and their own thinking. This, in turn, can impact public organizations and improve service quality. The author substantiates that the use of these methods of working with personnel allows to increase in the level of readiness of heads of public organizations at the individual and group levels, to reduce resistance, and to increase the level of efficiency of implementation of organizational changes to improve the quality of public services.

Nazi Policy of Tourism in Central Europe

The primary focus of this paper is on the period of tourism from 1938/39 to 1945. The intention of this paper is to present and explain the reasons and consequences of the implementation of organizational changes, as well as the impacts of the integration of tourism into the staterun economy of Nazi Germany. In this context, we evaluated the specifics of the development of tourism areas of the former Czechoslovak state (the Sudetenland, the Protectorate of Bohemia and Moravia, Slovakia). It turned out that even during the war, tourism, despite all the restrictions (legislative, territorial, time, transport, etc.) did not disappear, except in areas where war operations were taking place, and its management became an integral part of the war economy. The explanation can be seen based on the studied materials in the multilayered nature of this part of the national economy and its broad social scope. The paper is based on the study of archival unpublished materials from Czech and foreign archives and literature. The basic method used is the historical-critical method supplemented by a comparative, direct and indirect approach with an effort to capture the overall changes in the field of tourism during the war.

Impact of Strategic Management on Effective Implantation of Organisational in Public Sector Organisations in Zambia – A Literature Review

The purpose of this conceptual paper is to describe and contextualize the important, but yet under reported phenomenon, strategic management, and its role on effective implementation of organisational change in Zambia’s public sector organisations. The author used extensive review of literature that encapsulates the key issues around public sector strategic management elements such as strategic planning, resource management and evaluation and control. This paper significantly contributes to the theoretical aspects as regards public sector strategic management. The paper argues that strategic management is critical for improving organisational performance as it forms a basis for resource allocation, performance evaluation, and recruitment of suitable staff and wide range of other management tasks.

The Impact of Functional Competencies on Human Resource Management

Competencies are a contemporary subject of interest for global organizations and have a direct relationship with human resource management. Competency in the workplace is analyzed starting with the individual, directly linked to the job, without any preconceived assumptions about the qualities required for success in the role. Human attributes that correlate with success in the workplace are then identified. The competency approach focuses on how to maximize the utilization of exceptional and creative human resources within the organization, including their selection, development, training, and evaluation.The study aimed to analyze the relationship between intrinsic attributes and human resource management, determine the impact of causal relationships on human resource management, and subsequently understand the connection between the benchmark and human resource management. The study adopted a descriptive-analytical, historical, and statistical approach.One of the study's key findings is that many institutions base their selection on surface-level knowledge and skills competencies, assuming that those hired for new positions possess the underlying motivation and qualities. The practical application of competency concepts contributes to the development of training and education plans for individuals or groups of employees based on the gap between the job-related competencies required and those addressed by the employee. The study recommended several actions, including the need to disseminate practical knowledge of competencies to enhance human resource efficiency and organizational change implementation to meet organizational needs and support employees through the change process.

Алгоритм работы с обращениями граждан: опыт регионального офтальмологического центра.

Relevance. At present, the institution of citizens’ appeals is a dynamically developing model of interaction between the population and state and municipal authorities, including medical organizations. In the legislation of the Russian Federation, for the purpose of a comprehensive, timely and objective procedure for considering citizens’ appeals related to receiving medical care, a three-level hierarchy of regulatory legal regulation has been formed. Determination of the officials of the organization, forms and methods of working with appeals, analysis of the results of consideration of citizens’ appeals and the introduction of measures that correct the activities of employees of a medical organization (medical and non-medical personnel), the implementation of organizational and legal changes are an indispensable element of an effective management system of a modern healthcare institution. The purpose of the study: аnalysis of the organization and conduct of work with citizens’ appeals related to obtaining medical care for the adult population in the field of «ophthalmology» in the regional center of the Republic of Tatarstan – the state autonomous healthcare institution «Republican Clinical Ophthalmological Hospital of the Ministry of Health of the Republic of Tatarstan named after Professor E. V. Adamyuk» (GAUZ “RKOB MH RT named after prof. E. V. Adamyuk”), and the development of measures to improve the efficiency of the ophthalmological clinic. Materials and methods. The analysis of modern requirements of normative legal acts of quality control and safety of medical activity has been carried out, the main tools used in conducting external audits in the system of compulsory medical insurance have been systematized. We used mathematical and statistical analytical methods (quantitative, comparative, structural, expert). Results. A routing scheme for citizens’ appeals is presented, taking into account the channels of their receipt, and an algorithm for working with written appeals sent to the regional ophthalmological center of the Republic of Tatarstan. The trend of modern feedback services with applicants is noted, characterized by the active use of new Internet resources, social networks and instant messengers, various mobile applications for registering citizens’ appeals, and «fan» distribution of complaints about the activities of a medical organization. According to the statistics for 2021–2022 in the structure of the reasons for written appeals of the GAUZ “RKOB MH RT named after prof. E. V. Adamyuk” were in the lead in requests for the provision of medical documentation, which amounted to 2021. 45,4%, 2022 – 55,9% of all received applications. In second place were issues related to the organization of medical care, the share of which amounted to 2021 in 2021. 32,5%, in 2022 – 26,3%. Requests for assistance in the provision of medical care were made in 2021. 12,1%, in 2022 – 8,4% of the total considered appeals. Conclusions. Based on the results of consideration of citizens’ appeals by officials of the GAUZ “RKOB MH RT named after prof. E. V. Adamyuka, managerial decisions are made to increase the satisfaction of the adult population of the Republic of Tatarstan with the quality and availability of medical care in the field of ophthalmology, including changes in the organization of the clinic, the implementation of measures that correct the activities of medical and non-medical personnel.

Augmenting Organizational Change and Strategy Activities: Leveraging Generative Artificial Intelligence

In this scoping essay, we discuss the potential for generative artificial intelligence (GAI) to shape the work of organizational change, development, or strategy implementation professionals. Using a case example of a culture change initiative, we illustrate how practitioners can benefit from using GAI tools to augment relevant change activities in planning initiative content and roll-out, mobilizing stakeholders, and monitoring initiative progress. We conclude with a reflection on the limitations of GAI systems and outline directions for future research related to (1) stakeholder responses to GAI, (2) GAI impact on the nature of change work, and (3) GAI value creation for change work and unintended consequences of GAI use.

IMSI Indore: coping with COVID-19 VUCA in higher education

Learning outcomes This comprehensive case has been written for an undergraduate-level course on general management and a post-graduate-level course on organizational behavior and strategic management. After working through the case and conducting an in-depth discussion of the assignment questions, students will be able to do the following: 1. perform a comprehensive assessment of the institute’s internal context to measure its resources and preparedness to deal with COVID-19; 2. apply organizational change frameworks (to understand the trigger of the change, type of change and change process); 3. qualitatively analyze the dynamic capabilities and resources available to reopen the institute; and 4. suggest ways to institutionalize agility in the organization to improve the preparations and future responses to student management on campus based on a thorough analysis. Case overview/synopsis Founded in 1996, the Indian Managerial Studies Institute, Indore, has emerged as a leader in management education by appropriately weaving the pertinent roles of industry, government and PSUs into a common thread. With the onset of COVID-19 in March 2020, IMSI Indore began to respond to educational and administrative challenges by building on resilient strategies. Two decision-making situations cropped up as the situation improved and again converged to the more lethal second wave in March 2021. Dr Hemant Vishwas, Dean of IMSI Indore, needed to determine whether the institute should continue with the reduced employee and hybrid classroom model or reopen with full-fledged operations for the following academic year. Complexity academic level This comprehensive case has been written considering the teaching pedagogy for an undergraduate-level course on organizational behavior (organizational development and change module) and a post-graduate-level course on organizational behavior and strategic management. This case is suitable for courses on organizational development, change and strategy implementation. Organizational behavior and organizational development and change can be used to understand the core concepts of the change content and process, i.e. the scope and scale of the change. The case also touches on inducing a dynamic change in response to the pandemic in an educational setting, teaching the concepts of dynamic capabilities. It is also expected to be useful for teaching courses related to operations strategies in educational services for executive degree programs and faculty development workshops. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human Resource Management.

Investigating the factors influencing academic staff attitudes toward the formation of a technological university

ABSTRACT The Irish institute of technology sector is undergoing a major restructuring that will culminate in mergers, to form technological universities (TU). It is essential that the perspective of key stakeholders is fully considered throughout this process, in order to facilitate a successful transition. This research investigates the factors influencing attitudes of academic staff toward their institute becoming a TU. A theoretical model was developed, based on the extant literature, and validated using partial least squares structural equation modelling. Academic staff attitudes to the proposed change were found to relate to their sense of organisational commitment and their contribution to teaching and research. Levels of happiness and job satisfaction were also found to influence their sense of organisational affiliation and belonging. Those with greater organisational commitment and a greater research focus were more likely to report a positive attitude to the change. Academic staff with a predominately teaching focus reported a relatively more negative attitude to the change. These findings facilitate the prescription of targeted initiatives to secure stakeholder support, throughout the transition. Staff wellbeing initiatives can improve job satisfaction and cement organisational commitment, positively influencing attitude to the change. Promoting research activity, while reaffirming the importance of teaching, can also serve to promote a positive attitude to the change in status. The unique model presented in this research has the potential to inform stakeholder management in the implementation of major organisational change in higher education both nationally and internationally.