Organizational Change Management Research Articles

Emergent Properties of Organizational Sensemaking Systems: A Grounded Theory Assessment of The HITEC Project

The process of organizational sensemaking initially attracted empirical attention as a tool for retrospectively assessing organizational decision-making during critical incidents (Weick, 1988, 1993). However, recent advancements in multilevel theory design have created an opportunity to re-envision organizational sensemaking not only as an individual and retrospective process but as a broader macro-cognitive and multilevel organizational system. The identification and intentional design of organizational sensemaking systems can potentially facilitate present and future decision-making processes and organizational change management. Using the organizational sensemaking systems paradigm proposed by Hughes, et al. (2022), this study builds on the inductive assessment of a significant organizational change effort to extract novel theoretical propositions of the emergent properties of organizational sensemaking systems. Results include the identification of properties of organizational sensemaking systems and a series of theoretical propositions about the nature of sensemaking emergence. The potential implications for change management practice and future empirical work are discussed.

Top Management Teams, Emotional Dynamics and Organizational Change: New Avenues for Research

Top Management Teams, Emotional Dynamics and Organizational Change: New Avenues for Research

ORGANIZATIONAL MATURITY AND FIRM SUSTAINABLE PERFORMANCE OF MANUFACTURING INDUSTRIES

The study examined the effect of Organizational Maturity and Firm Sustainable Performance of Manufacturing Industries. The specific objectives of the study were to determine the change management on firm sustainable performance and ascertain the effect of digital maturity on firm sustainable performance. The study adopted survey research design; data was collected by structured questionnaire in five-point scale format. Data sources were through primary and secondary sources. The total population of this study consists of 500 members. The population of the study comprises of employees of six enterprises drawn from South-South, Nigeria. The sampling object used for this work comprises of the employees of the selected institutions. The Bowley’s proportional allocation formula was used to draw a sample size of 217. The two hypotheses were tested by regression at 0.05 level of significance. The findings revealed that change management (CM) has significant effect on firm sustainable performance (FSP) (?=0.0019; <0.05). The study also revealed that digital maturity (DM) has a significant effect on firm sustainable performance in (0.0024<0.05). The study concluded that Successful organizational change management requires a commitment to transform from what an organization is into what it wants to be. All firms are going through change. The researchers recommends that Since change is a fact of life, managers in the Nigerian firms should anticipate effective process of managing change and organization enablers such as culture, structure people and its infrastructure need to be considered for improvements if organizational performance is to be achieved.
 Keywords: Organisational Maturity, Change Management, Digital Maturity.

Change Management: Strategies for Successful Organizational Transitions

This journal article explores the concept of change management and its significance in facilitating successful organizational transitions. It delves into the challenges associated with change, the importance of effective change management strategies, and the role of leadership in driving and supporting change initiatives. Drawing from a comprehensive review of literature and empirical evidence, this article provides valuable insights and practical recommendations for implementing change management in organizations.

Process Optimization Using RPA as an Element of change Management in the Organization

Robotic Process Automation (RPA) technology is being used more and more often in small and medium enterprises. This tool is becoming increasingly important in relieving workers from time consuming and boring tasks. The aim of the research was to identify current problems encountered by enterprises when implementing RPA solutions, with particular attention paid to the aspect of change perceived by the employees and the management. As part of the empirical work, monographic research was conducted using the case study procedure in 10 selected small and medium-sized companies operating in Poland. During expert interviews, workers’ resistance against changes was noticed as the greatest obstacle in introducing RPA. Workers’ lack of knowledge about this technology and its tools and the lack of proper change management in organizations are the main factors which impede implementation of RPA. The core actions to success in implementation of software robots are: building awareness among workers, support of leaders, and monitoring of implementation progress.

Adaptability, Acceptance and Resistance to Change of Local College Personnel in the Province of Batangas Philippines: Basis for Organizational Change Management Framework

Change is indeed one of the struggles of any employee and company itself when there are changes in administration, leadership, and in-office occurs. Cognitive, affective, and behavioral adaptability in times of change are the three main facets of adaptability that are considered intrinsically related (Ashford and Taylor, 1990; Ployhart and Bliese, 2006; Van Dam, 2013). Marques (2016) concluded that acceptance grows as the changed situation loses its threats. Different dimensions are being distinguished such as open expressively, concealed, active, and passive support. Meanwhile, Rehman et al. (2021) mentioned that it is vital to shape the employees' resistive attitudes for the successful implementation of change, while their readiness greatly influences resistance (Banguntopo, 2018). The researchers further evaluated the personnel's adaptability, determined the personnel's acceptance, and assessed the personnel's resistance to change in local colleges. The researcher used descriptive-correlational research was valuable in providing facts that could form the basis of scientific judgment, which provided essential knowledge. The results revealed that the respondents displayed a high level of adaptability and acceptance, and strongly agreed to be resistant to change. Significant differences were observed in behavioral adaptability and openly expressive and passive support when grouped to position. Gen X group exhibited greater resistance to change in terms of behavioral response. Moreover, positive relationships among variables in different dimensions of change were identified as highly significant. The art of change allows organizations to ensure that new policies, procedures, and controls are adapted, accepted, and free from any form of resistance.

Not My Business: How Individuals’ Role Identities Shape Sensegiving During Corporate Sustainability Initiatives

Managing organizational change toward corporate sustainability requires leaders to engage in sensegiving activities to alter organizational members’ interpretation of issues within and outside the organization. However, we still lack detailed insights into how efforts aimed at changing members’ cognitive frames through sensegiving are shaped by differences in members’ roles and role identities. To address this shortcoming, we draw on an 18-month longitudinal case study of a sustainability initiative within a medium-sized firm. We show that role identities shape the effectiveness of sensegiving, since they can lead individuals to dodge, delete, or disregard frame-challenging information. At the same time, persistent differences in frames across individuals within the organization may lead organizational members to constrain, criticize, or counteract others’ role adjustment. By developing a framework that shows how interactions between sensegiving, role identities, and cognitive frames shape organizational change, our work contributes to the literature on corporate sustainability, sensemaking/sensegiving, and role identities.

Successful Change Management Strategies for Unforeseen Events: Impact of COVID-19 on Facility Management

Facility managers are increasingly tasked with being the champions of change in their organizations, which may include activities such as space management revisions, construction delivery practices, maintenance programs, technology implementations, and others. While much of the previous organization change management research has focused on how facility managers enable the adoption of planned change events (i.e., new technology), this study identifies the successful change strategies used in responding to unforeseen circumstances or events. The researchers evaluated these unplanned changes through the lens of COVID-19, given its nearly universal impact on facility management as a profession. The research team collected survey data from nearly 900 organizations in more than 60 countries, and conducted detailed follow-up interviews with 28 organizations. Twenty-two parameters were grouped into three categories: organizational characteristics, organizational change management practices, and change adoption measures. The research team used three random forest models and three logistic regression models to further examine the relationship between the data and the change adoption measures. The results indicate that three organizational change practices were particularly important to overall adoption success and achievement: appointment of a change agent, support of leaders, and the timeframe for implementing the change. The analysis also suggests that the type of unplanned change initiative has an impact on its long-term adoption throughout the organization. Organizations should consider using a formal change management approach in order to successfully implement unplanned change initiatives. This paper highlights the importance of an effective change, the active involvement and support of senior leaders, and the timeline of implementing the change—even if it is unforeseen.

Security Management in the Context of Supply Chains Technological Upgrades

Abstract This study examines how enterprise asset management (EAM), customer relationship management (CRM), warehouse management system (WMS), transport management system (TMS), and returnable package management (RPM) can be integrated with technologies that support supply chain safety management. This research work aims to evaluate the effectiveness of the integration of these technologies and systems in improving the overall supply chain safety management of the organization. The goal of the study is to assess how well these systems’ and technologies’ integration have improved the organization’s overall supply chain safety management. The study also reveals that the successful implementation of these systems requires a holistic approach, involving organizational culture, training, and change management. The results indicate that the integration of these technologies and systems has significantly improved the company’s asset utilization, customer satisfaction, inventory management, transportation efficiency, and overall supply chain safety management. While the implementation of these technologies can be costly and time-consuming, the benefits of enhanced supply chain security can be far greater. The findings of this research can provide insights and guidelines for other companies in their pursuit of achieving effective supply chain safety management through the integration of technologies supporting supply chain safety management, EAM, CRM, WMS, TMS, and RPM systems.

Hybrid Communication as a Prospect for Organisation Development

Recently, hybrid communication is gaining more and more importance in our society (Bielinis, 2020) - due to the COVID-19 pandemic and social restrictions, people were forced to use remote means of communication, thanks to which it was possible not only to avoid, but also to effectively manage the COVID-19 pandemic. However, hybrid communication is relevant not only in this context - thanks to it, members of various organizations can carry out continuous communication and connect 24/7 from anywhere in the world. A study by Berger et al. (2021) found that before the global COVID-19 pandemic, only 35% of organizations used/aspired to use a hybrid work model, but now even 77% use this work model. (Berger, Weber & Buser, 2021). Organizations that previously conducted their activities in a contact manner and could not imagine an effective flexible combination of remote and contact work methods, now face new challenges of internal processes, employee performance and change management. However, properly chosen methods of information transfer help to ensure targeted achievement of organizational goals, change management and smooth internal operational processes. Therefore, in the context of the hybrid work model, active and purposeful communication becomes particularly significant. The aim of the article is to determine the features of hybrid communication when applied to business development in Lithuania. The research showed that hybrid communication encouraged the introduction of new information dissemination channels in the organization, more efficient time management and increased employee productivity. However, the study also diluted the challenges of hybrid communication: i.e. the adaptation of new employees, the problem of receiving feedback, the abundance of e-mails and the growing social exclusion of employees, the consequences of which could be examined in other studies.

Healthcare delivery in Sub-Saharan Africa: exploring the impact of leadership theories and styles

Health care delivery involves the dispensation and provision of services that promote and maintainthe health of the people. The World Health Organization recognizes leadership and governance asone of the major pillars of an efficient healthcare delivery system. Effective leadership is integralto organizational success. The World Bank rates the healthcare delivery systems in sub-SaharanAfrica as one of the worst globally. Previous studies have demonstrated that poor leadership has asubstantial contribution to the moribund state of healthcare delivery in the sub-continent.Transactional leaders incentivize workers to boost their morale but gives no room for errors whichare bound to happen in sociological systems. Transformational leaders motivate and empower thesubordinates who can misuse the authority given to them. Contingency leaders analyze situationsbefore taking critical decisions but there are many unknown variables. The traits theory says thatgreat leaders are born. This however discourages inclusivity and diversity. Additionally, leaderscan be trained but they don’t turn out to have the same effectiveness despite undergoing similartraining. Functional leaders aim to eliminate bureaucracy and prioritize organization’s goalsbut organizational change management is complicated in reality. For the integrated approach,everything matters but nobody knows everything.This narrative review aims to examine how each leadership theory and style could be applied toadvance healthcare delivery in sub-Saharan Africa and found different leadership styles with theassociated merits and demerits but the hybrid approach that analyzes relevant variables would bethe optimal approach to reinvigorate healthcare delivery in sub-Sahara Africa.

Leaders’ Sensemaking in Communicating Organizational Change

Organizational change management is highly dependent on leaders. However, more research is needed on how leaders react and interact with employees throughout organizational change, especially in the public sector. Current research commonly employs generalized beliefs, such as leadership behaviors, which frequently contradict each other, to explain leadership communication during the organizational transition. Therefore, this study aims to explore how leadership communication was conducted in organizational transformation. This research used qualitative, interpretive, and case study approaches to examine how two public organizations prepared for and integrated into a brand-new government agency. The sensemaking viewpoint was utilized to investigate leadership communication in managing organizational change. Twenty-seven participants from various organizational levels were interviewed to obtain a holistic picture of leadership communication. This article contributes to our understanding of leadership communication by illustrating how leaders integrate bracketed information from various relevant sources, select statements, and reconstruct change mindsets through communication to navigate the management change discourse within an organization. Additionally, communication by leaders implies the existence of environmental data intended for use in the development of growth-promoting policies. This study has a dichotomy between change-orientated communication and resistance to change leadership communication. This polarization suggests that a shift in the policy's professional emphasis on growth, eliminating existing tension, and constructing new institutions will be necessary. Communication among leaders is based on different organizational-level methods to gather and interpret information, which considers the organization's structure and work culture.

Leadership and Management of Change in Organizations

This paper theoretically evaluated leadership and management of change in organizations, realizing that change management is a continuous method used in transitioning social, organizational, and psychological change of employees. The review focused on the change management processes that address leaders' and employees' attitudes and how change management is created, as a catalyst for possible changes in an organization. The purpose of change management is ultimately to make use of initiatives and ensure that every employee in an organization is willing and ready to switch over to an anticipated new role in the organization. This current study evaluated the relationship between evaluated management of change in organizational leadership, change, and organization, management of change, the importance of change management, and principles of change management, other areas visited are types of organizational change, popular models for managing change, overcoming resistance to change, challenges of change management, how change management are created viz-à-viz ideas, thoughts, feelings, plans, habits, commitment, lifestyle, and change. The review concluded that consistently and effectively navigating change requires strong leadership because, in the end, it is the employees who will execute the new strategy in their day-to-day work lives. Leaders must be able to inspire people through a strong vision, define the strategy, communicate effectively, support their employees, and maintain the energy and commitment to change through to completion. The study recommends amongst others that organizational leaders should not undermine the power of ideas in their move toward change management, and should not underestimate thoughts, feelings, plans, and habits as an essential component of the change management process.

Organizational changes approaches to facilitate the management of Industry 4.0 transformation in manufacturing SMEs

PurposeThis paper aims to investigate the characteristics and dynamics of the organizational changes needed to facilitate the management of an Industry 4.0 transformation in manufacturing SMEs and propose an approach to manage them.Design/methodology/approachThis research focuses on a single manufacturing SME in North America, and data were collected using a research intervention method. Data were collected through observation and intervention within the SME over 27 months.FindingsThe research has shown that organizational changes are required in manufacturing SMEs to better manage their Industry 4.0 transformation projects.Research limitations/implicationsUsing the case study method limits the generalization of the results. The organizational changes observed, and their characteristics might be specific to the studied manufacturing. Although results could vary in different contexts, many manufacturing SMEs have similar characteristics to those observed in this study.Practical implicationsThis research provides preliminary evidence of an iterative organizational change management approach that manufacturing SMEs must adopt to facilitate the management of their digital transformation.Originality/valueThis research provides a better understanding of how a manufacturing SME can improve its capabilities to manage its digital transformation by introducing iterative organizational changes. From these results, a link to the organizational learning literature can be drawn and developed upon.

Strategic leadership, change and growth in not-for-profit, membership-based, value-driven organisations

PurposeThis research paper takes an interdisciplinary approach, drawing from empirical data, to explore the relationship between organisational change management and strategic leadership to promote growth in value-driven, membership-based organisations through a qualitative multi-case-based analysis and to provide a discussion on the philosophies and practices of leadership teams which underpin successful organisational change within such not-for-profit organisations.Design/methodology/approachEach participating organisation had 700+ members, had previously experienced prolonged periods of auditable membership growth and employed distinctly different organisational models to facilitate growth. A qualitative multi-case study approach was adopted informed by 32 interviews with eight leadership teams. A thematic analysis provided a comparative review of responses.FindingsAll case study organisations emphasised the significance of strategic leadership teams and clearly communicated vision and flexible organisational structures as central to their strategic planning and subsequent growth. This builds on previous research which has explored organisational change in not-for-profit organisations and strategic leadership in not-for-profit organisations, which explores the strong linkages between the roles and functions of strategic leadership, organisational structures designed with the adaptive capacity to manage continuous and convergent change and their impact on sustained growth. Such linkages are more specifically supported by extended tenure of office for those in senior leadership roles, clear delineation of roles and responsibilities, the adoption of an outward growth-oriented focus and adaptable structures that encourage wider participation in leadership and management functions for the fulfilment of the organisation's mission. Most significantly, these organisations plan with change and growth in mind.Practical implicationsThe findings of this research have transferable value to other not-for-profit, membership-based, value-driven organisations as well as other faith-based organisations, which will help to provide future linkages between leadership structures, decision-making and organisational design and its impact on the not-for-profit organisations' capacity for sustained growth.Originality/valueThis research challenges previous conceptions on UK church growth trends and observes that all the case organisations presented different organisational structures which were intentionally designed, context specific and developed by leadership teams with sustained growth in mind. Results from psychometric testing of participants confirmed that senior leaders of large value-driven organisations that have demonstrated a capacity for sustained growth are consistently likely to exhibit leadership characteristics which demonstrate a balanced capacity for personal humility and a committed resolve or professional will, which is also reflected in a pragmatic-type leadership style, building on previous psychometric testing research in this context.

Sustainability and interactive network branding in fast‐changing business environments

Sustainability and interactive network branding in fast‐changing business environments

Building a digital workplace in the era of industry 4.0 and the digital economy

In the era of technological disruption or better known as the industrial era 4.0, the transformation of corporate change has become a permanent feature of organizational management. Rapid technological developments trigger technological disruptions plus the COVID 19 pandemic has doubled the disruption effect, making companies rely more on data and information processing systems for their business interests. Using IT to challenge companies to become more sophisticated is "best practice" for organizational change management. Companies are required to be more sensitive to corporate culture and become better after the transformation of change. one of the concerns of the company in the transformation of change is the digital workplace, where the digital workplace is more than a physical workplace, but also includes a work environment and work situation that is very flexible and utilizes technological innovation to create good work productivity. The digital workplace creates a “smart” work environment that provides more flexibility and autonomy so that employees can manage their tasks and collaborate using technological resources regardless of time and place restrictions. This article will discuss in detail how to build a Digital Workplace in the Industrial Age 4.0 and the Digital Economy. Coherently this paper will discuss the main things in building a digital workplace, including: (1). Challenges in introducing digital work, (2). Digital workplace transformation with two sides of the New Ways of Working (NWW). (3). Digital workplace transformation with a reduced – deinstitutionalized logic approach. (4). The dark side of the digital workplace and the hope of reducing the side effects of the digital workplace (5). The digital workplace and company performance

Strategic Organizational Performance in Electric Power Company in Indonesia

<p><em>The purpose of the research is to analyze the influence of transformational leadership and strategic organizational change management to organizational performance with organizational climate as mediating variable in the electricity state own Enterprises in Indonesia. This is a quantitative non-experiment research and using questionnaire with 1.429 respondents within divisions of PLN Head Quarter, and its subsidiaries and affiliates during October 2021 – January 2022. The analysis process is conducted by SPSS and LISREL. Research has found that transformational leadership style and strategic organizational change management, both separately and together have positive and significant influenceto organizational climatewith variable of strategic organizational change management has more dominant influence. Transformational leadership style, strategic organizational change management and organizational climate both separately and or together have a positive and significant influence to organizational performance, with variable organizational climate has more dominant influence.Leader should create an effective organizational climate to improve the influence of transformational leadership capability and change management to achieving excellent organizational performance. The mediating effect of organizational climate is the novelty/originality of research, which has an important and positive impact to enhance the impact of transformative leadership styles or strategic organizational change management on organizational performance . The study was conducted at a state-owned enterprise. Further research in various industries/enterprises by state-owned and private companies is expected.</em></p>

Lean production as a competitive approach to managing the production and trading activities of a modern public catering enterprise

The article presents an overview of the features of the economic environment that forms the appearance of a modern catering enterprise. All this affects the stability of a company’s activities in market conditions and its ability to meet consumer expectations. The purpose of the research is to implement the basic principles of lean manufacturing in the practical activities of catering enterprises aimed at organizing the technological process in such a way that, with minimal labor costs and efficient use of material and technical equipment available at the enterprise, to obtain the maximum result associated with an increase in production profits and a decrease in the expenditure part of the balance. The profit of the enterprise is considered as the prosperity of the business. The selling price is determined by the market, and the reduction of losses is considered as a way to influence the amount of profit. The research methods used are analysis, synthesis, generalization, observation and forecasting. The results are as follows: the article emphasizes the need to pay attention to the development of the creative potential of a company’s personnel. The 5S methodology for system improvement of the working environment has been characterized. Standardization of production operations has been considered as a way to consolidate the best order of work. Assessing how close an enterprise is to its goal, performance indicators related to the use of overcoming methods for successful management of organizational changes are used. The standard directions of improving the company’s activities to minimize losses have been identified. With this in mind, the characteristic of the ADKAR model has been presented, which is found in almost any work and is associated with change management. The following conclusions have been drawn in order to achieve results in the activities of public catering enterprises: a lean manufacturing approach contributes to solving problems related to the final performance indicators of an enterprise, dependent on throughput, which, in turn, is associated with the consumer desire to visit this enterprise, which inspires employees to improve their skill level to meet the bar of guests’ expectations.

Management accounting practices and organizational change aspects in the public sector: contextual/processual approach

PurposeThe study aims to explain the process of management accounting practices and organizational change aspects in the public sector’s response to environmental pressures. Specifically, it discusses the interaction process between management accounting practices from one side and culture, leadership and decentralization from the other side.Design/methodology/approachThis study adopts qualitative research approach and an interpretive case study. The study uses the triangulation method of data collection, including interviews, annual reports, documents and archival records. A theoretical lens informs it of the contextual/processual approach for interpreting interaction processes between management accounting and organizational change aspects, including culture, leadership and decentralization.FindingsThe findings confirm that a change in organizational culture has an important impact on accounting change, which has played a central role in the desire to initiate and accept such changes by the organizational members. Similarly, the new leadership style created a unique culture that was considered a solid platform to introduce new accounting systems by enhancing the trust between IT staff and management accountants and their trust in themselves to accept the change. The paper concludes that the relationships between the change aspects at the organizational level, and accounting practices at the inherent organizational and accounting levels are both recursive and two way, with the two concepts inextricably interwoven.Research limitations/implicationsThe study has some limitations as the data is limited to only a single country – more explanation for Jordanian Customs Organization quantitative understandings of governance improvement. The study has important implications for practitioners and customs officials by showing that different government regulations and customs reforms have varied influences on the public sector. These reforms have included most modifications to the accounting and organizational configurations. This study contributes to institutional theory development and refinement by exploring the interface between external influences and internal origins in the accounting change process.Originality/valueThis study uses a categorical association between organizational changes and accounting in the public sector as most prior studies have been conducted on the private sector due to competitive and technical pressures. It also contributes to organizational change and accounting literature by discussing the relationship between accounting from one side and culture and leadership from another side.