Implementation Of Organizational Change Research Articles

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.

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.

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.

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.

MANAGEMENT OF ORGANIZATIONAL CHANGES AS A DIRECTION OF IMPROVING THE ORGANIZATION'S ACTIVITIES

Today, in the management of organizations, the issue of resistance to changes in the environment and management of changes in the organization's activities remains relevant. The article aims to clarify and generalize theoretical provisions regarding the management of organizational changes in the context of increasing the effectiveness of the organization's activities.
 The theoretical and methodological basis of the work is a set of principles and methods of scientific research: the principle of systematization and theoretical generalization and methods of structural and functional analysis. According to the goal, the task of analyzing scientific approaches to forming a conceptual apparatus for managing organizational changes is set.
 Based on the study, the concept of "organizational change management" was clarified, which is understood as the process of implementing relevant organizational and management transformations, which involves the use of new technologies, tools, and methods of the organization and the management system, in order to ensure the optimization of the organization's activities.
 The key approaches to ensuring organizational changes have been studied. The basis for the analysis was the scientific works of domestic and foreign scientists on the mentioned issues, statistical data on the state of activity of enterprises according to the directions of organizational changes in the dynamics for the period 2019–2020, statistical data on the results of the activities of construction industry organizations in the dynamics for the period 2010–2021 year.
 As a result of the study, positive dynamics regarding the initiation and implementation of organizational changes by industrial enterprises were recorded, the most active spheres (functional areas) of activity were verified, the relevance of the use of organizational change technologies, in particular in construction organizations, was proven, given the lack of mass implementation of organizational changes in their activities.
 A conceptual model of organizational change management has been built based on a systemic approach to ensuring organizational changes, considering the functional areas of the organization's activity. Application of the developed model can have a beneficial effect on increasing the efficiency of organizations.

ПОДХОДЫ К УПРАВЛЕНИЮ ОРГАНИЗАЦИОННЫМИ ИЗМЕНЕНИЯМИ НА ОСНОВЕ РАЗНОУРОВНЕВЫХ ЦИФРОВЫХ ДВОЙНИКОВ

The article deals with the implementation of organizational changes in enterprises in the context of digital transformation processes, which are associated with the active introduction of digital twins at different organizational levels (product, production, organization as a whole). In the context of a multi-level system of digital twins, the authors describe the structure of the relationship between digital twins of different levels and it is noted that the combination of digital product models and digital modeling of production processes within a single digital model leads to the formation of a smart digital production model, which is a reflection of the key stages of the product life cycle. A three-dimensional model of the architecture of a digital enterprise is formed and described, the parameters of which are the levels of business process management, the product life cycle depending on production volumes and the types of resources used.

The effect of re-engineering administrative processes in achieving competitive advantage: An analytical study of the opinions of a sample of workers in the General Company for Iraqi Ports

This study endeavors to ascertain the degree to which re-engineering of administrative operations contributes to the attainment of competitive advantage in the company under investigation. Additionally, this research proposes novel mechanisms to surmount the impediments that hinder the development of performance in the sample company and enhance its overall performance. It is noteworthy that re-engineering of administrative operations is a contemporary approach employed in this regard. The present study involved the implementation of organizational changes within a company located in Basra Governorate. The research community comprised the employees of the company, while the selected ports for the study included Al-Maqil, Abu Flus, Al-Faw, Khor Al-Zubair, and Umm Qasr. The study population comprised of a cohort of 200 individuals who were employed in the aforementioned ports. The study was founded on a robust framework aimed at uncovering the operational strategies of the surveyed departments with the objective of enhancing their efficiency and attaining a competitive edge. Several hypotheses concerning the interplay between the research variables of administrative operations re-engineering and competitive advantage were subjected to empirical testing, and the resulting data was analyzed using statistical techniques. The present study utilized the SPSS software to conduct statistical analysis on data obtained through a questionnaire designed for the purpose of investigating the relationship between re-engineering of administrative operations and competitive advantage dimensions in the selected ports. The findings revealed a significant impact of re-engineering dimensions on the competitive advantage dimensions within the research sample.

Adapting enterprise risk management principles to local government in a developing country

This article seeks to analyze the role enterprise risk management (ERM) theory plays in consequence management (CM) in the South African local government context. We advance the argument that CM, which is regarded as the synchronization of initiatives undertaken to respond and lessen the impacts of a security-related occurrence, has not been fully exploited in the local government set-up. The South African local government has been haunted by service rendering challenges due to a lack of leadership ethics among other maladministration practices (Kroukamp & Cloete, 2018). As such, they have faced some challenges in the adoption of effective, efficient, and economic actions that ensure potential risks and attacks are identified before inflicting damage to the welfare of the citizens. The study adopts a qualitative literature analysis to generate its findings. Findings reveal that the core principles of ERM, like assessment of risks and culture, threat strategic planning and objective setting, risk in implementation, risk information, interaction, reporting, and monitoring ERM performance, have the potential to enhance CM in the context of local government. ERM framework can help municipalities to understand their organizational culture and climate, and the successful implementation and management of organizational change since it provides organizations with effective governance measures such as oversight, structure, and culture that are needed to establish the goals of the organization, the means to pursue them and the ability to understand any associated risks.

ОСОБЕННОСТИ ЦЕННОСТНО-МОТИВАЦИОННОГО И КОГНИТИВНОГО КОМПОНЕНТОВ КОМПЕТЕНЦИИ «ГОТОВНОСТЬ К ИЗМЕНЕНИЯМ» У РУКОВОДИТЕЛЕЙ

Statement of the problem. In the context of global threats and uncertainty, readiness for change becomes not only an important personal characteristic and competence of a manager, but also a key factor in the successful implementation of organizational changes and in the competitiveness of an enterprise [Naumtseva, 2016, Lukhmanova, 2019]. The accomplished nature of all components of this competence: value-motivational, cognitive, emotional-volitional, behavioral and reflexive – is a necessary resource for the introduction of reforms and innovations, or for the successful adaptation of an enterprise in a constantly changing socio-economic context. In this regard, the set of important competence characteristics of a modern manager includes the ability and readiness to use innovative approaches and technologies, both in organizing their own individual style of activity and in optimizing all areas of the enterprise’s activity [Kirillov, 2015]. Such abilities as part of managerial competence are formed due to the cognitive and motivational-semantic aspect within the framework of the newly formed structure, readiness for change. Therefore, it is important to consider the essence of these components and rationalize their impact on the effectiveness of changes, both intrapersonal and organizational. The purpose of the article is to specify the behavioral indicators of the formation of the value-motivational and cognitive aspects of readiness for change and to discuss the features of the value-motivational and cognitive components of the readiness-for-change competence among managers. The theoretical and methodological basis of the study is the general psychological theory of set (D.N. Uznadze), subject-activity approach (S.L. Rubinshtein, B.G. Ananiev, V.A. Krutetsky, K.K. Platonov, etc.), competence-based approach (Yu.G. Tatur, I.A. Zimnyaya, A.V. Khutorskoy, etc.), integrative approach (M.I. Faerman), competence-based approach in managing innovative changes (T.A. Terekhova), innovative approach (L.A. Zhuravlev), psychological readiness for innovation (S.R. Yagolkovsky, O.V. Sovetova, M.I. Kiloshenko, E.V. Ivanova, V.E. Klochko, O.M. Krasnoryadtseva), and works devoted to psychological problems and mechanisms of formation of readiness for activity (M.I. Dyachenko, L.A. Kandybovich, R.D. Sanzhaeva, O.V. Makhova). The study involved 150 employees of a group of companies in the IT/Telecom sphere in Krasnoyarsk. The California Personality Inventory (CPI) and the Schwartz personal values questionnaire were used for assessment. Statistical data processing included a comparison of samples and an analysis of the interdependence of characteristics. Research results. The main results of the study are the obtained characteristics of the formation of the value-motivational and cognitive components of the readiness-for-change competence in the following categories: top management, middle management, and specialists. It is noted that in order to develop the readiness-for-change competence, managers need to work with such values ​as stimulation and independence, which activate the internal motivation of creativity and the desire for novelty both at the personal level and at the level of the corporate environment. The cognitive component is quite well developed in specialists, middle-level managers, and top managers. This indicates, on the one hand, that talent acquisition is performed in accordance with the established requirements for the position, and on the other hand, that the professional competences are developed in the process of performing work tasks. However, for middle-level managers and top managers, the flexibility scale (Fx) requires development, while this is not necessary for specialists as part of their regulated activities. Conclusion. One of the psychological and pedagogical prerequisites for the development of the readiness-for-change competence in managers is the development and implementation of a corporate training program that would stimulate development of the individual components of the readiness-for-change competence and the competence as a whole.