Organizational Change Research Articles

Are the Quality of Organizational Changes Associated with Expected Retirement-Age Among Senior Employees?

Major organizational changes may be associated with both positive and negative uncertainty in working life. This study described the prevalence of organizational changes (reorganizations or round of layoffs) within different job functions in Denmark and investigated whether quality of the implementation process (measured as "information", "involvement" and "consent") was associated with employees' expectations regarding retirement age. A representative sample of older Danish employees ≥ 50years (n = 12,269) replied to a questionnaire survey in 2020. In cross-sectional analyses, we compared employee's expected retirement age being either not exposed to organizational changes or exposed to implementation processes of high, moderate or low-quality, respectively. Analyses were further stratified for job function: office work, work with people and work in the field of production. More than half (56%) of the employees had experienced organizational changes within the past 2years, and 23% of those effected reported that the changes had led to considerations of earlier retirement. Organizational changes were most prevalent within office work, and least prevalent within the job function working with people. The analyses showed significantly lower expected retirement age when the implementation process had been of moderate (mean reduction of 0.45years) or low quality (mean reduction of 0.71years) compared to high quality implemented changes. Experiences of organizational change processes of moderate or poor quality were associated with expectations of earlier retirement, while well implemented changes were not. This study underscores the importance of good implementation when changes at the organizational level are needed.

Embracing Levin’s Legacy: Advancing Socio-Technical Learning and Development in Human-Robot Team Design Through STS Approaches

AbstractThis paper investigates the synergy between Levin’s theories on technology transfer as a socio-technical learning and developmental process (TLD process), and what we learnt about socio-technical systems (STS) theories in a case study developing human robot solutions for the construction sector. Levin’s extensive work highlights the significance of technology transfer as a means for organizational development. His TLD process emphasizes the intricate interplay between technology, organizational change, and learning and highlights the importance of incorporating cultural knowledge and skills into the technological transfer process. Contemporary STS views developed through our own work are introduced to complement and extend Levin’s theories by providing a systemic lens to understand the broader socio-technical context in which technology transfer occurs. To illustrate the synergies and potential challenges from Levin’s theories of technology transfer with contemporary STS concepts, we use a qualitative study of a unique case about the design and development of human-robot teams (HRTs) for construction tasks. Our findings reveal that while Levin’s theories provide a valuable foundation for understanding technology transfer and organizational change, contemporary socio-technical systems face unique challenges in the context of AI-driven human-robot teams, where intelligent robots also contribute to the socio-technical learning process. Moreover, the rapidly evolving nature of technology and innovations could exponentially impact on multidisciplinary design teams, stakeholder participation and inter-organizational dynamics. The discussions suggest an extension of co-generative learning to incorporate ‘collaborative intelligence’ between human-robot teams enabled by artificial intelligence (AI). Consequently, we suggest that Levin’s theories of technology transfer, developed before the rapid application of AI, may not have fully considered further social challenges caused by the introduction of autonomous systems such as AI-driven HRT systems. We extend Levin’s important work by suggesting that addressing such challenges requires ongoing dialogue and collaboration among researchers, practitioners, and policymakers with different disciplinary backgrounds to develop robust and reliable socio-technical systems frameworks to navigate the complexities of robotics and AI in today’s rapidly evolving technological landscape.

Organizational Change in the Nonprofit Context: A Scoping Review of the Literature

This scoping review takes stock of the landscape of organizational change research in the nonprofit context. Focusing on research published in leading peer-reviewed journals in nonprofit and civil society studies, we extracted 111 published articles from 1973 to 2019. Our findings provide a comprehensive overview of the field capturing how organizations plan for or react to environmental changes in either incremental or comprehensive ways. Findings indicate that most of the research focuses on social service nonprofits with a heavy focus on large-scale comprehensive changes. Based on the identified gaps in the literature, this study discusses implications for future research and implications for practice.

An ultrastructure analysis of the developing human anterior cruciate ligament tibial enthesis.

This study aimed to investigate the ultrastructural anatomy of the developing ACL tibial enthesis. We hypothesized that enthesis architecture would progressively mature and remodel, eventually resembling that of the adult by the early postnatal stage. Five fresh-frozen human pediatric cadaveric knees aged 1-36 months underwent anatomical dissection to harvest the ACL insertion and underlying tibial chondroepiphysis. The samples were prepared for scanning electron microscopy (SEM) to examine the ultrastructural anatomy of the enthesis and underwent histological staining for circular polarized light (CPL) and light microscopy imaging. SEM analysis of the 1- and 8-month-old samples revealed a shallow interdigitation between the dense fibrous (ligamentous) tissue and unmineralized chondrogenic tissues, with a minimal transition zone. By 11-month, a more complex transition zone was present. By age 19- and 36-month-old, a progressively more complex and defined fibrocartilage zone was observed. CPL analysis revealed distinct collagen fiber continuity, alignment, and organization changes over time. By 19 and 36 months, the samples exhibited complex fiber arrangements and a progression toward uniform fiber orientation. Similarly, histological analysis demonstrated progressive remodeling of the enthesis with increasing age. Our results suggest that the ACL enthesis of the developing knee begins to mimic that of an adult as early as 19 months of age, as a more complex transition between ligamentous and chondro-epiphyseal tissue can be appreciated. We hypothesize that the observed changes are likely due to mechanical loading of the enthesis with the onset of weightbearing. Future investigations of ACL reconstruction and repair will benefit from improved understanding of the chondro-epiphyseal/ACL regions.

The evolution and disintegration of innovation narratives during scaling in science‐based ventures

AbstractScience‐based ventures (SBVs) are crucial vehicles that bring new technologies from the lab and to the mainstream market. During this journey, innovation narratives play a crucial role in coordinating innovation. Innovation narratives are linguistic representations that actors use to make sense of innovation activities, events and actions. In other words, they are stories that drive sensemaking, which is a critical element in avoiding conflicts in product innovation process and securing coordinated activities between diverse actors. However, as SBVs shift markets and undergo radical changes, they may have to update narratives to fit these changes. Yet, little is known about how innovation narratives and coordination evolve during this journey. To improve knowledge on this matter, I conducted a 24‐month study of a science‐based venture crossing over to a commercial market. I find that during this transition, innovation narratives shift from being shaped by progressive storytelling, where the benefits of becoming commercial and hiring nonacademics is highlighted, to being shaped by retrogressive storytelling, where incumbents and newcomers use their respective pasts to develop divergent narratives, and finally to appearing as disintegrated storytelling, where narratives compete and hinder coordination in innovation processes. Building on these findings, I construct a process model of how innovation narratives evolve and disintegrate as SBVs scale. This article contributes to knowledge on innovation management by illustrating how innovation narratives affect coordination in innovation processes, as well as how they may evolve during organizational change. Furthermore, this article illuminates the challenges that SBVs face to their innovation processes when scaling.

An exploration of factors leading to readiness for organizational health literacy change in community-based health organizations.

Healthcare systems have a responsibility to improve organizational health literacy (OHL) to increase health equity. This study explored two organizational cultural factors, leadership support and staff buy-in, for organizations planning OHL change. Ten community-based health organizations participated in an OHL program. The study design was mixed methods. The qualitative inquiry was interviews with senior leaders to explore awareness of OHL and: impetus to transform, leadership commitment, staff engagement, alignment to organizational goals, and integration of health literacy change with current practices. The quantitative assessment was the Organizational Readiness for Implementing Change (ORIC) questionnaire to assess staff's perceptions about OHL change readiness. Senior leaders articulated the effects of low health literacy in their patient and client population. Support for OHL change was seen at both leadership and staff levels. Impetus for change was primarily a response to a community need or for quality improvement. Most of the non-clinical organizations had higher ORIC scores than the clinical organizations, indicating a perceived higher level of readiness for OHL change. Leadership commitment and staff buy-in are important factors of readiness for OHL change. A novel finding is that community-based health organizations are able and willing to engage in OHL change.

Morphometric analysis of actin networks.

The organization of cytoskeletal elements is pivotal for coordinating intracellular transport in eukaryotic cells. Several quantitative measures based on image analysis have been proposed to characterize morphometric features of fluorescently labeled actin networks. While helpful in detecting differences in actin organization between treatments or genotypes, the accuracy of these measures could not be rigorously assessed due to a lack of ground-truth data to which they could be compared. To overcome this limitation, we utilized coarse-grained computer simulations of actin filaments and cross-linkers to generate synthetic actin networks with varying levels of bundling. We converted the simulated networks into pseudofluorescence images similar to images obtained using confocal microscopy. Using both published and novel analysis procedures, we extracted a series of morphometric parameters and benchmarked them against analogous measures based on the ground-truth actin configurations. Our analysis revealed a set of parameters that reliably reports on actin network density, orientation, ordering, and bundling. Application of these morphometric parameters to root epidermal cells of Arabidopsis thaliana revealed subtle changes in network organization between wild-type and mutant cells. This work provides robust measures that can be used to quantify features of actin networks and characterize changes in actin organization for different experimental conditions.

Correction to: How “Ceremonial Openness” Prevents Organizational Change: An Analysis of Corporate Earnings Calls in the Oil and Gas Industry, 2007–2020

Correction to: How “Ceremonial Openness” Prevents Organizational Change: An Analysis of Corporate Earnings Calls in the Oil and Gas Industry, 2007–2020

Marketing-Driven Supply Chain Innovation: A Framework for FMCG SME Sustainability

In an increasingly competitive and sustainability-conscious market, small and medium-sized enterprises (SMEs) in the Fast-Moving Consumer Goods (FMCG) sector face unique challenges in achieving long-term sustainability. This review explores the concept of marketing-driven supply chain innovation as a strategic framework for enhancing SME sustainability. By integrating consumer-centric marketing strategies with supply chain operations, SMEs can align their product offerings, sourcing practices, and logistics with growing consumer demand for environmentally and socially responsible products. The framework outlined in this study includes key components such as sustainable product design, green logistics, ethical sourcing, and the incorporation of circular economy principles. Additionally, technology-driven innovation, such as data analytics and digital platforms, is emphasized as a tool to improve supply chain transparency, reduce waste, and optimize resource utilization. Through these collaborative efforts, SMEs can foster stronger consumer trust, enhance brand loyalty, and build a competitive edge in the market. Despite the potential benefits, the review also discusses the challenges SMEs may face, including limited financial resources, resistance to organizational change, and balancing profitability with sustainability goals. However, by leveraging green financing options, cross-sector partnerships, and phased implementation strategies, SMEs can overcome these barriers. Ultimately, the integration of marketing-driven supply chain innovation is positioned as a critical path for FMCG SMEs to achieve long-term sustainability, profitability, and market competitiveness in an evolving global economy. Keywords: Marketing-Driven, Supply Chain, FMCG SME, Review.

Customer-Centric quality management: A framework for organizational excellence in SMEs

In an era where customer expectations are continually evolving, Small and Medium Enterprises (SMEs) must adopt innovative quality management practices to achieve organizational excellence. This review presents a customer-centric quality management framework designed specifically for SMEs, emphasizing the pivotal role of customer satisfaction in enhancing operational efficiency, product quality, and overall business performance. The framework is built on the premise that customer feedback and engagement are integral to quality management processes. By prioritizing customer needs and expectations, SMEs can develop quality assurance strategies that not only meet but exceed customer requirements. This approach involves systematic collection and analysis of customer feedback, enabling organizations to identify areas for improvement and innovate their offerings accordingly. Central to the framework are key components such as continuous improvement, employee involvement, and process optimization. Continuous improvement methodologies, like Lean and Six Sigma, are tailored to suit the unique challenges faced by SMEs, fostering a culture of quality that empowers employees at all levels. Engaging employees in quality initiatives cultivates a sense of ownership and accountability, essential for driving organizational change and enhancing service delivery. Furthermore, the framework emphasizes the importance of aligning quality management practices with customer-centric strategies. This alignment ensures that quality initiatives are not only reactive but also proactive, anticipating customer needs and adapting processes to deliver superior value. Incorporating customer relationship management (CRM) tools enhances communication, allowing SMEs to gather insights that inform quality improvements and strengthen customer loyalty. Implementing a customer-centric quality management framework can significantly impact an SME's competitiveness by enhancing product reliability, reducing defects, and improving customer satisfaction. Ultimately, this approach fosters organizational excellence, leading to increased market share and long-term sustainability. In conclusion, this framework equips SMEs with the necessary tools to integrate customer-centricity into their quality management processes, driving continuous improvement and excellence. Keywords: Customer-Centric Quality Management, Smes, Organizational Excellence, Customer Satisfaction, Continuous Improvement, Lean, Six Sigma, Employee Involvement, Process Optimization, CRM Tools, Competitiveness.

Navigating organizational change through a processual perspective on the transition toward the circular economy: Save The Duck case study

PurposeBy rooting our study in Lewin’s change management theory, we conduct an in-depth case study of a medium-sized fashion firm transitioning toward a CE. Through adopting a multi-level and processual perspective, we offer empirical evidence of the change process and elucidate the drivers and resistance to change factors.Design/methodology/approachWe opt for a single in-depth longitudinal case study of a fashion firm that was born with a sustainable business model and that is in transition toward the CE. We involve multiple informants, and we adopt a processual approach to uncover the drivers and resistance to change factors at different organizational levels (i.e. top and middle management and operational levels).FindingsOur findings enable us to highlight novel key drivers and resistance factors at the organizational level. Regarding the former, we reveal the involvement of top and middle management in the decision-making process and the recruitment of young people. For the resistance factors, we identify adaptation to structural change, reluctant mindset, internal divergence of ideas, and commitment of all organizational levels to the CE.Research limitations/implicationsThe paper presents some limitations. First, our research is based on a single in-depth case study, which, while allowing for rich, detailed exploration, inherently limits the statistical generalizability of our findings. Focusing just on one organization located in a specific industry and geographical context means that our results may not be directly applicable to all organizational settings. Firms belonging to other industries would probably show different patterns of change due to industry-specific drivers and barriers. Also, the institutional and geographical contexts of our case study inevitably influence the cognitive and cultural aspects of the drivers and barriers we identified. Then, our research provides a processual yet not longitudinal view of OCCE, thus not fully capturing the long-term dynamics of the phenomenon.Practical implicationsOur findings underscore the critical role of visionary leadership, particularly stemming from the CEO, in driving CE transition. Leaders should articulate a clear vision for sustainability, foster a culture of experimentation and actively identify opportunities for CE implementation. Moreover, our results suggest that organizational culture plays a fundamental role in supporting CE transition. Creating a dedicated sustainability team to coordinate CE initiatives and counter the internal resistance, fostering the engagement of all organizational levels in CE initiatives, developing training programs to enhance CE knowledge and skills throughout the organization and recruiting young talents are some of the key recommendations we posit to firms aiming to start the process of CE transition.Originality/valueThis paper contributes to the emerging literature on “Organizational Change toward a Circular Economy” (OCCE) by providing a processual analysis of organizational change toward the CE. Through an in-depth exploratory study of a fashion firm in transition toward the CE, we were able to identify drivers and resistance factors and to offer a visual map of our findings to graphically show the change toward the CE and the drivers and resistance to change factors that have thus far been under-investigated from an organizational level (Graessler et al., 2024).

Quantitative structural organization of the sclera in chicks after deprivation myopia measured with second harmonic generation microscopy.

Visual deprivation causes enhanced eye growth and the development of myopia, which is associated with a change in the arrangement of collagen fibers within the sclera. A second harmonic generation (SHG) microscope has been used to image the collagen fibers of unstained scleral punches from the posterior part of chicken eyes. We aimed to analyze the fibrous scleral tissue and quantify the changes in collagen organization in relation to the extent of induced deprivation myopia. The scleral architecture was assessed with the Radon transform (RT) through the parameter called structural dispersion (SD) that provides an objective tool to quantify the level of organization of the collagen network. We found that final refraction and axial length changes were linearly correlated. However, no significant differences in scleral thickness were found for different amounts of induced myopia. In contrast, a significant correlation between SD and refraction was demonstrated, ranging from a non-organized (in the control sclerae) to a quasi-aligned distribution (with a dominant direction of the fibers, in the sclera of myopic chicks). These findings demonstrate a remodeling process of the scleral collagen associated with myopia progression that can be measured accurately combining SHG imaging microscopy and RT algorithms.

Locoregional event or dyssynchronous distant metastasis: clinicopathological and molecular analysis of contralateral axillary lymph node metastasis in breast cancer patients.

Contralateral axillary lymph node metastasis (CAM) is a rare clinical condition in patients with breast cancer (BC). CAM can be either a locoregional event or a distant metastasis. Molecular application for clonal evolution in BC has not been reported in CAM cases. We studied six patients with CAM with clinical, pathological and/or molecular evidence of distant metastasis; those patients had poor outcomes. Two cases with molecular analysis of paired primary and CAM established clonal evolution of the CAM with its corresponding primary with additional molecular alteration, increased tumour mutation burden, and copy number variations (CNVs) in the CAMs. Four cases containing alterations from genes potentially modulate chromatin organization, supporting chromatin and subsequent transcriptional signature changes are essential in CAM. Molecular analysis is critical to establish the connection between CAM and its primary counterpart. Distant CAM shows clonal evolution compared with its corresponding primary with additional molecular alterations, increased mutation burden and/or copy number variations. CAM should be evaluated individually and handled in a personalized fashion. Evidence of a true metastatic CAM can be supported by distant metastasis to other organs, specific morphological features and/or clonal evolution.

Strategi Manajemen Sumber Daya Manusia dalam Menghadapi Perubahan Satuan Organisasi TNI-AD di Koramil 05 Rungkut Surabaya

This study aims to analyze human resource management strategies in dealing with organizational unit changes at Koramil 05 Rungkut Surabaya. This study uses a qualitative approach with a case study method to analyze human resource management (HR) strategies in dealing with organizational changes at Koramil 05 Rungkut Surabaya. Data were collected through in-depth interviews, participant observation, and documentation, focusing on the role of the Koramil Commander, personnel, and HR staff. Data analysis was carried out through a coding process, thematic analysis, and triangulation to ensure the validity of the findings related to the impact of restructuring on personnel performance and motivation. This study analyzes human resource management (HR) strategies at Koramil 05 Rungkut Surabaya in dealing with organizational structure changes due to restructuring. The findings show that role adjustment, HR management, technology adaptation, and increased motivation and coordination are very important to maintain operational performance. HR training and development are the keys to the success of personnel adaptation to new challenges, especially in mastering technology and increasing collaboration between units. Internal conflicts that arise can be managed well through open communication and active participation of all personnel.

Employees Perceive Planned Organizational Change: Insights from a Workspace Change Project in the German Insurance Industry

Based on a symbolic–interpretive and social–constructivist research approach, this longitudinal study explores how employees perceive workspace changes. Rich empirical processual data that were continuously collected during the change process were used to analyze workspace changes as a new type of organizational change, thereby contributing to sensemaking research. Three types of change recipients from employees’ responses to a workspace change based on differences in their underlying cognitive, behavioral, and affective patterns throughout the sensemaking process were identified: those with positive attitudes and perceptions, those with negative attitudes and perceptions, and those exhibiting a change toward positive attitudes and perceptions. As a practical contribution, change agents and leaders can gain insights and guidance for managing different employees by considering the individual patterns that trigger changes in employees’ perceptions throughout the change process. These insights about sensemaking also contribute to organizational development and change management research.

BUSINESS INTELLIGENCE E ERP (ENTERPRISE RESOURCE PLANNING) E SUAS VANTAGENS NAS ORGANIZAÇÕES.

Organizational change has been constantly discussed in organizational analyzes, with regard to the form and reasons why companies change or fail to change. It is necessary to understand that organizational change does not happen instantly, it is a gradual process, which takes place gradually. Currently, there are several support tools for organizations, so that these changes occur in a planned and more secure way. Business Intelligence (BI) is a very important aid for project management in the organization, as it collects and gathers company data, as well as parameters and performance indicators, transforming them into qualitative information. With Business Intelligence (BI) implemented correctly, the data that is and / or travels through the organization is available as consistent information to support decision making. ERP Systems (Enterprise Resource Planning), are able to contribute to the automation of activities and optimization of processes. Thus, organizations gain much more in productivity, cost reduction and optimized tasks, in addition to more efficient management, directly influencing decision making. With its premise of integrating data within the company, ERP Systems, generate faster access to higher quality information, emerges as a tool of great competitive advantage for Organizations in the market. Both of the tools mentioned above bring benefits to organizations.

A IMPORTÂNCIA DA INTELIGÊNCIA EMPRESARIAL NO PROCESSO DE TOMADA DE DECISÃO DA EMPRESA X DE PINHALZINHO-SC

Over the years, companies are going through various organizational change processes, many transformations are taking place, and one of them is the insertion of technologies in the most diverse business segments. Information technology and business intelligence, Busines Intligence (BI), is becoming loyal and a great ally when it comes to strategy and decision making. Organizations are using such technologies as a support tool in the way they administer and manage their processes and businesses. These tools assist in the analysis of data and results that companies have, providing safer and more assertive decision making, in addition to offering greater security to owners. This study seeks to analyze the importance of this theme in the organizational environment of company X, located in the municipality of Pinhalzinho-SC. The data for this article were collected through an interview with the owners of the organization. In addition to doing an analysis on the subject, one of the objectives of this work is to present an improvement proposal for the company.

Rethinking Change: Complexity Theory and Its Application to Human Service Nonprofits

The following article introduces complexity theory as an alternative for conceptualizing the dynamics of change in nonprofit health and human service organizations. We begin by reviewing theories most frequently used to frame change in nonprofits, identifying knowledge gaps that limit their explanatory capacity. The authors then introduce complexity theory as a lens for studying change as ongoing adaptation in dynamic systems; it emerges from the resolution of dualities and can appear unpredictable and nonlinear. Given the criticality of these organizations to public services, we consider new ways of analyzing nonprofit adaptation, and how understanding could lead to enhancing the sector’s capacity to respond to crises.

Using punctuated equilibrium theory to explain changes in policy outputs: The case of the United States Coast Guard

AbstractThis article explores the utility of punctuated equilibrium (PE) theory in explaining revolutionary organizational change in the public sector and its effects on policy implementation, with a focus on the United States Coast Guard. We illustrate our model using data from in‐depth interviews with current and former senior Coast Guard officers and enlisted personnel, as well as secondary sources such as historical accounts and budget data. Through content analysis, we argue that PE theory begins with a change in the public sector organization's external environment, which then affects organizational strategy, structure, power distribution, and outputs. Punctuated equilibrium theory proves to be a valuable lens for understanding policy outputs in relation to organizational change.Related ArticlesKwon, Sung‐Wook, and Sylvia Gonzalez‐Gorman. 2019. “Influence of Local Political Institutions on Policy Punctuation in Three Policy Areas.” Politics & Policy 47(2): 300–25. https://doi.org/10.1111/polp.12295.Neill, Katharine A., and John C. Morris. 2012. “A Tangled Web of Principals and Agents: Examining the Deepwater Horizon Oil Spill through a Principal–Agent Lens.”Politics & Policy 40(4): 629–56. https://doi.org/10.1111/j.1747‐1346.2012.00371.x.Peng, Peiwen, and Tangzhe Cao. 2023. “Attention, Institutional Friction, and Punctuated Equilibrium in China's Budget: Changes in Social Security and Employment Expenditure.” Politics & Policy 51(2): 256–82. https://doi.org/10.1111/polp.12523.

A relay race or an ironman? A systematic review of the literature on innovation in the mining sector

As global demand for minerals and metals surges, the mining industry is faced with the triple challenge of finite resources, societal resistance, and environmental considerations. To address these challenges the mining sector is relying on innovation and technological advancements to enable exploitation of so far inaccessible deposits, minimize energy consumption, and improve sustainability. This study presents a systematic review of the literature on innovation in mining and the unique management approach being adopted to respond to the above challenges. From an initial corpus of 4059 scientific articles, a reproducible process filtered out 222 documents, published between 1996 and 2023. The analysis reveals that the literature on innovation in the mining industry, predominantly qualitative and exploratory in nature, is showing a shift towards empirical validation using advanced quantitative methods. Mining innovation appears to be shaped by the industry's inherent features such as a conservative culture, market volatility, emphasis on productivity, and profitability. While the industry somewhat risk-averse approach favours stability and specialization which could hamper innovation, its simultaneous focus on productivity encourages innovation to achieve cost reductions, enhanced processes, and implementation of new technology. However, the uniformity of ore and the position of miners in the value chain is not favorable to product innovation and the focus tends to be on —mainly supplier-led— process innovation. The review also shows the potential benefits of non-technological innovations, including marketing and organizational changes although these are infrequent. The study concludes by addressing conceptualizations of innovation and mining management and highlighting gaps in research that focuses on regions, minerals, and innovation types. It also discusses the knowledge management implications in this context.