Model Of Organizational Change Research Articles

The ABCs of mental health at the university: a multi-level intervention design for promoting mental well-being

BackgroundThere is an escalating concern for the mental health of university students being recognized as a high-risk group for psychological distress. Despite research emphasizing the need to integrate mental well-being into higher education, existing interventions primarily focus on challenges and support services, leaving a gap in practical insights for promoting mental well-being at the university as a whole.ObjectivesThis paper aims to cover the theoretical and methodological foundations for the design and development of a complex multi-level intervention called the ABCs of mental health at the university (ABC-uni).MethodsFollowing the MRC framework for complex interventions, the design and development of a novel complex intervention is described (Phase I). Using the socio-ecological model and incorporating principles from health promotion charters, capacity building, organizational change models, and the principles of the ABCs of mental health a program theory for mental health promotion at the university is proposed. Following this theoretical foundation a logic model outlines the ABC-uni intervention components at structural, community, and individual levels. The components include staff training, campaign materials, a photovoice project, integration of mental well-being literacy into introductory programs, a credit-bearing course, and an online module. Preferably, most of these components are developed and carried out collaboratively with students at the university. As proposed in the logic model expected outcomes encompass heightened awareness, supportive environments, commitment, and accountability, aiming to enhance mental well-being across the entire university. The design and development of the intervention components occur at a Danish public university.DiscussionThis section addresses the strengths and limitations of the design of the ABC-uni intervention. Future research will cover the feasibility phase of each components of the ABC-uni intervention (phase II). The conceptual framework and program theory outlining mental health promotion at the university, along with the detailed description of the intervention components, provides valuable insights for fostering mental well-being in the university community.

Discontinuing the Term “Stakeholder” From the NIA IMPACT Collaboratory Engaging Partners Team: An Example of the Process of Language Change in an Organization

In this paper, we describe our process of changing language of the National Institute on Aging Imbedded Pragmatic Alzheimer's disease and AD-related dementias Clinical Trials Collaboratory (NIA IMPACT Collaboratory) “Stakeholder Engagement Team” to “Engaging Partners Team” in response to feedback from community partners regarding the problematic connotations of the term “stakeholder.” We present a brief history of the term “stakeholder” and its use in clinical and community-engaged research. Then, we summarize critiques of this term, including its colonial history and potential to reinforce complacency with generational traumas, particularly among Indigenous peoples and communities. We conclude with a detailed overview of our team and organization's multi-step process to discontinue use of the term “stakeholder,” in alignment with a theoretical model of organizational behavior change. This paper highlights the importance of critically evaluating language and responding to community partners. We hope our process can guide other researchers and organizations.

Using an organizational change model to improve lung cancer surgery services over five years.

Lung cancer is the most common cause of cancer death in the UK resulting in 21% of all cancer deaths. In 2016, local lung cancer surgery services required improvement due to under-representation in cancer resections and resource scarcity during the pandemic, which affected critical care bed availability and extended postoperative stays. The aim of this service improvement was to increase the number of lung cancer resection; develop minimally invasive techniques and reduce the use of Critical Care Unit beds by 35% (a subsequent goal). A five-year plan, guided by Kotter's 8-step change model, was initiated to address these issues. This model promotes sustainable change by setting clear goals, effective communication, and stakeholder involvement. Initial changes included hiring a thoracic surgeon experienced in uniportal video assisted thoracoscopy and enhanced recovery protocols. The team grew to three thoracic surgeons by 2020. The service increased operating theatre days and adopted new postoperative practices to reduce complications and hospital stays. Lung Cancer Multidisciplinary Team Meetings were consistently covered by thoracic surgeons, ensuring comprehensive care. Data on surgical activity were collected from departmental databases and national audits, with internal audits conducted regularly. Statistical significance was tested using chi-square tests with P values <0.05. The number of surgical procedures more than doubled, with primary lung cancer resections increasing nearly three-fold from 12.8% to 29.8% over six years. Postoperative complications and mortality rates remained low. Critical care bed usage dropped significantly during the pandemic, with new protocols enabling safe recovery in general surgical areas. The successful expansion of thoracic surgical services was attributed to the dedicated minimally invasive surgeons, enhanced recovery measures, and skilled staff. The change model facilitated efficient and dynamic progress. With the introduction of lung cancer screening programs, the demand for surgical services is expected to rise. The effective change model will be re-applied to meet this demand. The organizational change model, focused on patients and staff, achieved sustained quality improvement in lung cancer care despite challenging conditions like the coronavirus disease 2019 pandemic.

Increasing Sexual Violence Reporting and Disclosure in Higher Education Institutions: A Proposed Approach to Critically Analyze the Internal Organizational Context.

This article explores the underreporting of sexual violence (SV) in higher education, highlighting serious implications for survivors who may silently cope with its aftermath instead of accessing crucial resources. We utilize Bolman and Deal's four-frame model for organizational change to assess how internal factors within organizations may influence reporting of SV. The four frames-symbolic, structural, human resources, and political-offer a systematic analysis of the internal organizational context in higher education institutions concerning SV reporting. Our suggested approach offers concrete dimensions and probing questions for examination. Derived from a qualitative study, our recommendations align with Bolman and Deal's four-frame model, aiding in assessing the organizational environment. This approach assists stakeholders in identifying barriers/facilitators in the internal organizational context of higher education institutions, enabling effective planning for improved SV reporting/disclosure. A thorough analysis is essential for understanding factors influencing campus SV reporting. Our proposed critical analysis and recommendations serve as a starting point to identify organizational barriers/facilitators, informing the revision of SV policies and processes, including reporting. Enhanced reporting of sexual assault in higher education benefits forensic nurses and allies, like student affairs, advocacy groups, unions, SV coordinators, health centers, equity departments, human rights officers, and administration. Improved analysis of institutional and cultural contexts allows for tailored services to better meet survivors' needs. Increased reporting should lead institutions to higher service utilization, requiring careful planning for resource allocation.

STEM department chairs’ perspectives on navigating teaching culture to influence instructional change: a four-frames model analysis

Academic departments have been highlighted as key targets to sustainably transform the learning environments of postsecondary science, technology, engineering, and mathematics (STEM) courses in the United States. Despite STEM department chairs playing a critical role in shaping their unit, few studies have characterized how chairs view the teaching culture within their department and how cultural features influence instructional change. This study addressed this gap by applying the four-frames model for organizational change to analyze interviews conducted with 14 STEM department chairs at one research-intensive institution in the United States. The department chairs identified several challenges to supporting and advancing teaching culture. These challenges were mostly related to the structures and symbols frames and included an institutional emphasis on research over teaching, inadequate methods to evaluate effective teaching, and weak teaching feedback mechanisms available to faculty. The chairs also described how they leverage their power to affect people and thereby influence the teaching culture. For example, they strategically position teaching as an important aspect of the departmental culture during hiring processes and elevate certain groups of faculty who have demonstrated interest and efficacy in teaching. This study contributes to the literature by providing a rich description of the teaching culture in STEM departments at a research-intensive institution from the perspective of department chairs. This unique focus on department chairs helps identify opportunities for instructional reforms that are grounded in the reality of the departmental environment and provides a framework for considering how change might occur in STEM departments at research-intensive institutions. The opportunities identified emphasize the importance for department chairs to consider and leverage all four frames to enact instructional change.

Between rhetoric and reality: effects of FIFA’s Human Rights Policy on its organisational structures and procedures

ABSTRACT In a ground-breaking development, The Fédération Internationale de Football Association (FIFA) responded to the global call for human rights protection within the sports world by adopting a Human Rights Policy. This policy represents a significant paradigm shift, redefining how sports organisations approach and advocate for equality, respect, and accountability in human rights. This article uses a single and explanatory qualitative case study approach to examine the effects of FIFA’s Human Rights Policy on the organisation. Data for this research were obtained through a documentary analysis of reports from FIFA’s Human Rights Advisory Board as well as eight semi-structured interviews with key stakeholders. The study sheds light on transformative changes across the administration of the organisation, its governance structures and decision-making procedures. By building on organisational change models, the study reveals a dual impact of FIFA’s Human Rights Policy. On the one hand, positive outcomes were identified, including significant organisational and administrative changes, increased resources, improvements in the FIFA World Cup bidding process and enhanced stakeholder engagement. On the other, challenges persist in fully integrating human rights throughout the organisation, particularly in leadership, governance structures, political decision-making, and remedy mechanisms.

STRATEGIC PLANNING AS AN EFFECTIVE TOOL OF ORGANISATIONAL CHANGE

It is possible to understand strategic planning as a process consisting of defining a vision of the future, systematically analysing opportunities and threats in the external environment, as well as strengths and weaknesses of the organisation to develop strategies and actions that contribute to achieving this vision. Strategic management relies on strategic administration and planning, with some administrative aspects added during its implementation, such as organisational change, human resources management, control, performance, and organisational effectiveness. A factor of great importance for the success of strategic management is the strategy implementation process. However, the models of organisational change developed in recent years are designed to manage general changes in organisations and do not have a specific approach to managing and implementing strategic planning and the changes caused by it, i.e., they are not models with a direct emphasis on strategic management. The article aims to define the concepts of strategic planning and management, analyse strategic planning models, and determine strategic problems of developing a model of organisational change. In the course of the research, we defined the concepts of strategic planning and strategic management by analysing the theoretical approaches of various authors. As a result of the analysis, we concluded that strategic management, in which the structuring basis is strategic planning and strategic administration, in its implementation added some administrative aspects, such as system thinking, integrated control, change management, organisational learning, performance, and organisational effectiveness. The article proposes a model of organisational change for efficient implementation of an organisation’s strategic planning. Thus, the strategic planning process requires a model of organisational change that will ensure its successful implementation. The proposed strategic planning process and the associated model of organisational change should be subject to constant refinement and improvement, both in theory and their application, to a particular organisation. Keywords: strategic planning, plan, management, organisational change, strategic management.

Nietzsche’s three metamorphoses of the spirit and Schopenhauer’s primordial suffering: an organizational culture change model redefining spirituality in the workplace

PurposeThe paper redefines workplace spirituality (WS/WPS) by transcending the existential vacuum (in psychiatric terms a sense of lack of meaning of human existence and thus of work), leading to the development of workplace creativity, productivity and satisfaction, targeting operational profitability and organizational optimization.Design/methodology/approachSpirituality is analyzed philosophically, following the Nietzschean definition in response to Schopenhauer’s primordial suffering. Philosophical syncretism yields a viable organizational culture change model of spiritualizing the workplace. For this purpose, specific techniques are proposed which are combined with those already applied to various large companies and organizations.FindingsSpirituality in the workplace acts as a catalyst for developing beneficial qualities by increasing employee job satisfaction, organizational efficiency and business profitability, when equally responding to stakeholders’ needs.Practical implicationsThe suggested change model holistically fosters organizational, operational, individual and collective effectiveness through work place spirituality redefined.Originality/valueFor the first time spirituality in the workplace is discussed under a brand new perspective, resulting in an interdisciplinary emerging model, contributing to the field by providing guidance to academics and practitioners to its auspicious implementation through organizational culture change.

A qualitative exploration of the relevance of training provision in planning for implementation of managed alcohol programs within a third sector setting

Background Managed Alcohol Programs (MAPs) are a harm reduction strategy for people experiencing homelessness and alcohol dependence. Despite a growing evidence base, resistance to MAPs is apparent due to limited knowledge of alcohol harm reduction and the cultural preference for abstinence-based approaches. To address this, service managers working in a not-for-profit organization in Scotland designed and delivered a program of alcohol-specific staff training as part of a larger study exploring the potential implementation of MAPs during the COVID-19 pandemic. Methods Semi-structured interviews were conducted with 15 service managers and staff regarding their experiences of the training provided. Data were analyzed using Framework Analysis, and Lewin’s model of organizational change was applied to the findings to gain deeper theoretical insight into data relating to staff knowledge, training, and organizational change. Findings Participants described increased knowledge about alcohol harm reduction and MAPs, as well as increased opportunities for conversations around cultural change. Findings highlight individual- and organizational-level change is required when implementing novel harm reduction interventions like MAPs. Conclusion The findings have implications for the future implementation of MAPs in homelessness settings. Training can promote staff buy-in, facilitate the involvement of staff within the planning process, and change organizational culture.

Cultural Factors and Pedagogical Ideology in the Implementation of Educational-Organizational Change in the Arab Sector

The purpose of the study was to examine the relationship between teachers’ pedagogical ideology and certain cultural elements of Arab society in Israel, as well as the influence of both factors on the implementation of educational- organizational change based on pedagogical innovation. The study took place in an elementary school and featured an innovative pedagogical approach in which the student stands at the center, investigates, and discovers on his or her own; his or her positions are welcomed; and the teacher serves as a guide and mediator. The research population included the school principal and all of the school’s teachers. The study was conducted as a case study using quantitative and qualitative research tools. The findings showed that cultural factors characteristic of Arab society, such as traditionalism and conservatism, influenced the pedagogical ideology of the teachers; as such, it affected the implementation of change in practice. Other cultural factors at play included hierarchy, family, and the status of women. The study found and analyzed a correlation between the ideological aspect and the five components of Fox’s model of organizational change in educational systems: human, pedagogical, organizational, space and material, and mechanisms.

Development and application of a maturity model for Industrial Agile Working

In recent years, several companies approached agile working strategies to increase the resilience of their business. Agile work started spreading also to the manufacturing sector, thanks to the adoption of technologies that increasingly allow remote control of production systems. Nevertheless, agile working in the industry, namely Industrial Agile Working (IAW), requires organisational transformations and investments in technological innovations to guarantee its successful implementation. The first objective of this paper is to define the most relevant dimensions that affect the applicability of agile working practices in industrial contexts. The second objective is to develop an Industrial Agile Working Maturity Model (IAWMM) to measure the maturity of a company in adopting IAW practices. Starting from a set of dimensions identified through scientificic literature analysis, the IAWMM was tested by involving several companies in the manufacturing sector. The refined IAWMM was finally applied to a small sample of companies. The results report a good readiness of the companies concerning the knowledge and application of the key enabling technologies but still a low willingness concerning organisational change and flexible workforce management models. However, the IAW appears to be a promising strategy to promote a better workforce wellbeing and companies’ efficiency and resilience.

Expanding Land-grant Universities’ Community Engagement: An Exploration of the Transformational Factors Affecting the Performance of Intercollegiate Extension Programs

University engagement in community settings is increasingly valued and expected. Extension efforts vary slightly from community engagement conducted at private institutions but the ultimate goal has been focused on a stronger level of societal relevance that improves both society and the overarching goals of higher education. The Organizational Change model helped frame the discussion of external or internal forces that would create opportunities or barriers for intercollegiate Extension programs. The research question was developed to explore how transformational factors influence the success or failure of intercollegiate Extension programs. A qualitative, phenomenological approach was used, and eight interview transcripts were analyzed. Participants were required to be Extension employees who had experience with an intercollegiate Extension program. Data were analyzed using the template analysis and the constant comparative method. Findings reported that transformational factors were: (a) financial needs of intercollegiate programs exceed what is commonly available through internal funding, (b) promoting access to higher education and serving the public, (c) leaders recognizing the potential of intercollegiate Extension programs to help improve the reputation and visibility of the university as a whole, and (d) changing culture to integrate intercollegiate Extension programs. Nevertheless, more research is needed to better understand these non-traditional programs.

When Fligstein Meets Chandler: The Chandlerian Origins of Corporate Financialization: The Case of Peugeot’s Financial Restructuring in the 1960s

Abstract Reconnecting Fligstein’s and Chandler’s models of long-term organizational change, this article challenges the idea that corporate financialization is alien to the Chandlerian enterprise. Based on the case of the French automotive firm Peugeot Société Anonyme (PSA), it shows that this historical transformation has been intrinsically linked to Chandlerian dynamics. The article first highlights the crucial role played by the French government and financial institutions in the establishment of large multidivisional companies in France. It then draws on PSA, public, and private archives, and an interview with a former financial executive to examine a decisive financial restructuring of the family business in 1965. In describing the challenges faced by the business in the 1960s, the article analyzes how the creation of a multilevel structure of holding companies was meant to deal with Chandlerian challenges while paving the way for the further financialization of the business.

Feasibility of an Open Dialogue-Inspired Approach for Young Adults with Psychosis in a Public Hospital System.

The objective was to determine the feasibility of an Open Dialogue-inspired approach in a metropolitan, public hospital setting with predominately African American participants. Participants were ages 18-35, experienced psychosis within the past month, and involved at least one support person in their care. We evaluated domains of feasibility including implementation, adaptation, practicality, acceptability, and limited-efficacy. An organizational change model (Addressing Problems Through Organizational Change) facilitated implementation. Clinicians received three trainings and ongoing supervision. Network meetings were successfully implemented with good self-reported fidelity to principles of dialogic practice. Some adaptations (less frequent meetings and no home visits) were necessary. A subset of individuals completed research assessments over 12 months. Qualitative interviews with participants suggested the intervention was acceptable. Symptom and functional outcomes were preliminary but trended toward improvement. Implementation was feasible with relatively brief training, organizational change processes, and context-specific adaptations. Lessons learned can assist in planning a larger research study.

INTEGRATION OF STANDARDISED INDUSTRIAL ENTERPRISE MANAGEMENT SYSTEMS

The article addresses issues in the field of standards-based management systems. It is devoted to the methodology for the creation of integrated management systems (ISU) in industrial enterprises. A constant growth in the number and complexity of ISUs, as well as the number of industrial enterprises that implement them, sparked interest in research on the mode and prerequisites of integration, different input factors, and the results of the use of ISUs, their efficiency and efficacy, and antecedents of manageability of an enterprise during ISU formation or expansion. This forms the relevance of the presented study. The purpose of this article is to determine the ways to implement ISU in industrial enterprises, its key aspects, and possible implementation scenarios of it. Based on the application of project management and organisational change management methodologies, the universal stages of integration of standardised management systems of an industrial enterprise are highlighted. These stages are found in the traditional approach to standardisation process cycle, namely PDCA (plan-direct-control-act). Defining factors have been identified that contribute to the development of ISU. Cotter's Eight Stage Organisational Change Model methodology was applied to the task of ISU integration and development that results in attributing specified tasks for each stage; which enables more efficient ISU implementation and application. From this position, success in the integration of standardised management systems is decisively determined by the quality of management and the capabilities of managers, which is confirmed by the results of modern research in knowledge management in the context of the management of complex systems. This approach also means that any project of integration should provide for a mandatory phase of institutionalisation, which is necessary for the assimilation of new practise and the formation of a «new norm» of work within the ISU. In addition, considering the unique nature of the complexity of ISU formation, the need for a distinct stage of ISU formation — modelling of various configurations -– is identified, since it seems almost impossible to predict and plan all important aspects of both the implementation project and the functioning of the ISU in an analytical way. Through a combination of the most common elements of the ISU, integration scenarios that fit the different needs of the companies and a variety of strategies are identified. The process of implementing the ISU has been improved by shaping two additional phases: modelling at the beginning of the process and institutionalisation and institutionalisation at the end to consolidate new approaches to management in the practice of managers and employees. Some directions for future research are shaped.

Organisational leadership, management and a model for understanding organisational change

Organisational leadership, management and a model for understanding organisational change

Examining the competencies required by evaluation capacity builders in community-based organizations

Increasing demand for evidence generated through program evaluation has led many community-based organizations (CBOs) to seek external support for evaluation capacity building (ECB). However, studies have yet to explore the essential competencies required by evaluation capacity builders working in the community sector. Our qualitative study aimed to examine the perceptions of ECB practitioners (n = 12) regarding essential competencies for building evaluation capacity in this sector. Our findings reveal that ECB practice requires competencies not found in known evaluation competency frameworks, such as instructional design, knowledge of organizational change models, motivating stakeholders, and understanding of the community sector. Our findings provide valuable information to help guide future education and training related to building the evaluation capacity of community organizations.

Adaptive dynamical systems modelling of transformational organizational change with focus on organizational culture and organizational learning

Transformative Organizational Change becomes more and more significant both practically and academically, especially in the context of organizational culture and learning. However computational modeling and a formalization of organizational change and learning processes are still largely unexplored. This paper aims to provide an adaptive network model of transformative organizational change and translate a selection of organizational learning and change processes into computationally modelled processes. Additionally, it sets out to connect the dynamic systems view of organizations to self-modelling network models. The creation of the model and the implemented mechanisms of organizational processes are based on extrapolations of an extensive literature study and grounded in related work in this field, and then applied to a specified hospital-related case scenario in the context of safety culture. The model was evaluated by running several simulations and variations thereof. The results of these were investigated by qualitative analysis and comparison to expected emergent behaviour based on related available academic literature. The simulations performed confirmed the occurrence of an organizational transformational change towards a constant learning culture by offering repeated and effective learning and changes to organizational processes. Observations about various interplays and effects of the mechanism have been made, and they exposed that acceptance of mistakes as a part of learning culture facilitates transformational change and may foster sustainable change in the long run. Further, the model confirmed that the self-modelling network model approach applies to a dynamic systems view of organizations and a systems perspective of organizational change. The created model offers the basis for the further creation of self-modelling network models within the field of transformative organizational change and the translated mechanisms of this model can further be extracted and reused in a forthcoming academic exploration of this field.

Towards successful organizational change management: New process model identification

The ever-evolving corporate landscape, catalyzed by the COVID-19 pandemic and rapid advancements in information technologies, has given rise to a new organizational philosophy. As novel sectors emerge and new forms of work and business processes unfold, change becomes a necessity integrated into companies' survival strategies. The dynamic, diverse, and discontinuous nature of the contemporary business environment demands a deeper understanding of organizational changes. Despite the prevalence of change, a significant number of initiated change programs fail, emphasizing the need for effective change management. While numerous change management theories exist, empirical validation and practical testing are often lacking, creating a gap between theory and application. This paper presents a critical exploration of prominent process models of organizational change, aiming to identify a unified diagnostic process model that addresses existing shortcomings and leverages the strengths of these models. The research identifies ten common phases in various process models, leading to the formulation of a 10F process model of organizational change. This model encompasses crucial stages such as problem diagnosis, creating a sense of urgency, establishing leadership roles, vision creation, planning, communication, implementation, short-term results, stabilization, and monitoring. The 10F model offers a comprehensive framework for understanding and managing diverse organizational changes. This research contributes to bridging the gap between theory and practice, providing valuable insights for managers, researchers, and practitioners engaged in organizational change initiatives.

From imitation to innovation: examining the technology-related change process in a transitioning Chinese economy

This article examines a technology-related change process in a transitioning Chinese economy by identifying the pressures for deinstitutionalization and the moderating factors that affect a practical example of its implementation. The analysis is underpinned by the Cunningham (2002) model of organizational change, and the study focuses on the case of ANTA Sports Products Ltd., a Chinese sporting goods manufacturer undergoing an organizational change from imitation to innovation. Data were gathered from official and semiofficial documents and four semistructured interviews. The main findings are as follows: (1) a glut of low-end products, Chinese consumers’ positive technology readiness and growing sense of Chinese patriotism, and internal political pressures were particular stressors for ANTA; (2) tax preferences provided ANTA with a strong motive to promote its change process, while weak intellectual property rights and institutional protections had the opposite effect; and (3) ANTA’s access to affordable resources, the CEO’s determination, the elimination of the alternative, and the dependence upon consumers for resources ensured its successful implementation of organizational change.