Changes In Organizational Behavior Research Articles

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.

Construction framework process: a qualitative investigation of behaviour change drivers and project outcomes

Purpose Construction framework agreements are identified by the UK Government’s Construction Strategy 2025 as an integrated procurement path to improve construction industry efficiency. However, criticisms from the industry have arisen from the lack of transparency and incorrect application of such frameworks. This paper aims to examine the client and supplier relationships within a framework agreement to discover what behaviour change drivers should be applied in the framework process to achieve the desired project outcomes. Design/methodology/approach A triangulation approach was adopted. An initial literature review on organisational behaviour and job performance theories was conducted followed by a qualitative expert review survey of client construction managers to confirm the project outcomes desired by public-sector clients and the associated behaviour change drivers. This was followed by a qualitative multiple-case study investigation of eight typical framework projects to form a commonality of views to explain the impact of behaviour change drivers on project outcomes. Findings Results from both qualitative studies demonstrated that improvements in project outcomes of time, cost, quality, sustainability and closer relationships can be driven by two sets of behaviour drivers: client organisational behaviour change drivers (setting up incentive and risk-sharing procurement approach, effective communication through development of stronger relationships and performance monitoring using contract key performance indicators) and supplier contextual behaviour change drivers (motivating conscientious behaviour and attitude towards self-improvement and innovations, supporting shared culture of providing services aligning with the client needs, promoting learning and development amongst all suppliers and most importantly providing trust and collaboration to the client). Research limitations/implications The investigation was based on an expert review with eight multiple-case studies conducted within the geographical area of England. Further research should be conducted nationwide so that the findings can become more robust and benefit the entire public sector. Practical implications It is suggested that framework managers should apply the supplier contextual performance drivers as selection criteria in the procurement process, whilst the client organisational performance drivers should be applied in the whole procurement and construction monitoring process to drive project outcomes aligned with the government construction policy objectives. Originality/value This research demonstrates that the project behaviour of clients and suppliers can be shifted within the construction framework environment to yield the desired project outcomes. This can be achieved by applying the client organisational behaviour drivers and the supplier contextual behaviour change drivers in tandem to optimise the framework process.

Lessons Learned from the Greek Economic Crisis and the Changes in Organizational Behavior, Focusing on Motivation and Leadership Issues. The Case of Greek Structural Design Engineers

The modern business operates in an ever-changing environment that is strongly influenced by technological, political, social, economic, and scientific issues. Their future and success are based on their ability to manage properly and to develop their human resources. Because of the economic crisis that started on 2008 the work environment worldwide changed in a great number of organizations. This sudden change of organization generated new topics in the field of organizations. Leadership and motivation in the workplace are two of them. The current work paper focuses on the in-depth analysis of a small group of employees (qualitative research) in a workplace with a strong influence from the Greek economic crisis. In the first part is presented the social and working face of Greece, the timeline of Greek crisis and its consequences. Empirical research conducted within the changing environment, its results, conclusions, and recommendations complete the current paper. The outcome highlights the need of efficient leadership, communication, and intrinsic motivation within the economic crisis environment.

Does Social and Organizational Support Moderate Emotional Intelligence Training Effectiveness?

Given the dearth of systematic research and inconclusive results regarding the effectiveness of emotional intelligence (EI) training in adult training, this study was conducted to evaluate the effectiveness of EI training. This study aimed to assess the effectiveness of EI training on learning and transfer outcomes, considering underexplored moderation of social and organizational support with experimental and longitudinal research design. Training transfer was measured through changes in organizational citizenship behavior (OCB) and counterproductive work behavior (CWB). Participants self-assessed their OCB and CWB levels, while their supervisors also provided evaluations, allowing for separate analysis. Data, from a sample comprising 176 government officials, were collected across different periods and analyzed employing diverse analytical tools. The results revealed positive effects of EI training on training outcomes in both samples but positive moderation effect of social and organizational support on the effect of EI training on training outcomes was observed in the self-evaluation sample but not in the supervisor evaluation sample. The findings advance the debate on social exchange theory and organizational support theory by showing the boundary condition of their applicability. Furthermore, this study clarifies the impact of EI training on training outcomes by emphasizing the nuanced role of social and organizational support.

Understanding organisational and nursing behaviour changes associated with a therapeutic engagement improvement tool in acute mental health inpatient settings: A qualitative analysis

BackgroundEnhancing the quality of therapeutic engagement between nurse and service user is related to positive impact on care, safety, and recovery outcomes. Achieving improved therapeutic engagement remains challenging in the acute mental health inpatient setting, characterised by complex social processes and contextual features that constrain behaviour change. The Therapeutic Engagement Questionnaire is an evidence-based tool co-produced with service users and nurses to improve therapeutic engagement. ObjectivesThe objectives of this quality improvement project were to identify the organisational and nursing behaviour changes associated with the Therapeutic Engagement Questionnaire and to understand the active behaviour change ingredients of the improvement tool and how they exert their influence. DesignA qualitative multi-site case study design in which data were collected from study site field notes and document review. SettingFour acute mental health inpatient case study sites in England. MethodsData referencing Therapeutic Engagement Questionnaire-linked behaviour change in project meeting field notes and documents from each study site were analysed using an inductive and deductive approach with thematic analysis. The Capability Opportunity Motivation-Behaviour model was employed as a theoretical framework. FindingsThe therapeutic engagement tool had the capacity to prompt behaviour change across all three components of the behaviour change model: Capability – through nurses sharing good therapeutic engagement practice and use of statements in the questionnaire to build nurses’ knowledge and skills; Opportunity – through organisational barriers being addressed and ward-level practice and culture changes; Motivation – through nurses’ awareness of their influence on service user recovery, nurses’ alertness to their therapeutic work, and connections between the therapeutic engagement tool and nursing core values. However, the tool did not accord with the values of some nurses, reported to be unmotivated by the recognition it gave their profession for contribution to service user recovery. In sites evidencing more prominent behaviour change, senior leader and ward-level agents of change played a valuable facilitative role. ConclusionThe therapeutic engagement tool had the potential to prompt behaviour changes at organisation and ward level and to the ways individual nurses therapeutically engage with service users, helping strengthen therapeutic engagement practice. Leadership at senior organisational and ward level was important to address contextual barriers to change. The project resulted in a conceptual framework to explain and understand the behaviour change techniques and functions linked to the therapeutic engagement tool. Longevity of the behaviour changes and their impact on service user quality of care requires future evaluation. Tweetable abstractA therapeutic engagement tool can prompt organisational and nursing behaviour change in acute mental health inpatient settings.

Improving compliance with personal protective equipment among anaesthetists through behaviour-changing interventions during the coronavirus disease 2019(COVID-19) pandemic.

Since 2020, the coronavirus disease 2019 (COVID-19) pandemic has seen many changes in our daily infection prevention behaviours so as to reduce healthcare-associated transmission of COVID-19 in patients and healthcare workers. In the early phases of the COVID-19 pandemic of 2020, there was much emphasis on compliant personal protective equipment utilization in the operating theatres (OTs) for COVID-19-positive patients. However, during this period, there was a lack of international validated protocols on the appropriate handling and subsequent storage of personal protective equipment in the context of aerosol-generating procedures in OTs for asymptomatic antigen rapid test (ART)-negative patients. Given the potential for transmission even with a negative ART due to the incubation period, our team developed a checklist of eye protection (e.g. goggles/face shield) and N95 mask handling and storage in non-isolation OTs for these patients. We sought to improve the compliance of best practices from 20% to 80% amongst junior anaesthetists in Singapore General Hospital so as to prevent infection transmission and cross-contamination in the OT through education and behaviour-changing interventions. This quality improvement project took place over 19 weeks from June to October 2020 by our team of anaesthetists and nurse clinicians in the non-isolation OT setting. To analyse the problem, we performed a root cause analysis to understand attitudes and beliefs driving their behaviour. The top 80% of cited root causes for non-compliance then guided prioritization of resources for subsequent behaviour-changing interventions. Using the comprehensive infection control checklist, we conducted several plan-do-study-act cycles while implementing this new checklist amongst junior anaesthetists. A total of 227 assessments of junior anaesthetists were made in the care of asymptomatic ART-negative patients. Compliance with correctly handling goggles post-intubation started out as 33.3% in Week 1, which improved to 78.5% by Week 19. Compliance with goggle storage and face shield disposal started out at 13.6% in Week 1 and increased to 78.6% by Week 19. We attributed this improvement to education and behaviour-changing interventions. This quality improvement project focusing on improving compliance with personal protective equipment utilization during the COVID-19 pandemic in the management of asymptomatic ART-negative patients in non-isolation OTs demonstrated the importance of interventions of education, persuasion, modelling, and training in effecting and sustaining organizational behaviour change in physicians and other healthcare personnel.

Shifting the scientific paradigm for the transformation of higher education: Experience at State Islamic University (UIN) in Indonesia

Every university has many ways to make changes, and institutional transformation is one of the strategic choices to achieve excellence. However, the transformation of higher education is still dynamically defined and open. The practice also has many models and differences. This article examines the scientific paradigm shift to rethink the practice of transformation for higher education. Identifying new scientific paradigms, shifting processes, models used, practical steps, factors, and challenges is the primary concern of research work. This research was conducted qualitatively with a narrative approach. Multi-site studies at several State Islamic Universities (UIN) in Indonesia were reviewed to obtain findings about the different models applied. The results show that the transformation of higher education is simultaneously carried out by changing the institutional status and renewing the scientific paradigm. Science integration is used as a new scientific paradigm even though, in practice, each university has a different model. This new paradigm has wideranging impacts, such as eliminating scientific dichotomies that have long been practiced, expanding multidisciplinary scientific structures, and adding authority to develop faculties and study programs. Another impact is the existence of new awareness and enthusiasm for several changes in the aspects of it. Many challenges need to be anticipated to obtain better quality, such as the need for curriculum reformulation, changes in organizational behavior, a new image, and many other programs. We recommend this finding as an example of good practice in improving the quality and institutional system of higher education. To understand the wider impact of this transformation process, such as competency and graduate outcomes, changes in organizational behavior, the direction of research and community service programs, and their social impact in the future, more research on sustainability is needed.
 Received: 19 June 2022Accepted: 25 September 2023

Implementation of a frailty intervention in the transition from hospital to home: a realist process evaluation protocol for the FORTRESS trial

IntroductionFrailty in Older people: Rehabilitation, Treatment, Research Examining Separate Settings (the FORTRESS study) is a multisite, hybrid type II, stepped wedge, cluster, randomised trial examining the uptake and outcomes of...

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

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

MANAJEMEN BERBASIS SEKOLAH: PERUBAHAN SISTEM OFFLINE KE ONLINE PADA MASA COVID-19

The existence of the Covid-19 disaster has changed most of the executive orders in schools. Changes in Organizational Behavior in the form of new policies in the field of education to overcome the Covid-19 pandemic have become a standard solution that occurs almost throughout schools. This study explores changes in education management in schools during the covid-19 period. This study uses qualitative research methods. The results showed that the change from an offline system to online learning had triggered the emergence of new things in the field of education management, namely: 1) the form of learning from offline changed to distance learning; 2) accelerated utilization of high technology; and 3) analog learning model became multi-source. In implementing school management policies during the transition period, support from various parties is needed so that everything runs as planned by the school management.

E-리더십 연구에 대한 메타분석

The world is facing a new work environment due to COVID-19. This situation has brought about major changes in the operation of organizations, and the need and importance of new leadership is emerging, but there is a lack of research on new forms of leadership in academia as well as companies. This study aims to identify academic developments, along with analysis of research trends in the field through meta-analysis of E-leadership-related studies required for non-contact work environments, and to identify the direction and practical use of research in this field in the future. In particular, comprehensive meta-analysis among meta-analysis is a research method, that seeks to estimate with statistical power and precision, as much as possible by systematically synthesizing the results of many studies conducted in a specific field and drawing objective conclusions. In order to examine the trends of E-leadership from 2000, when E-leadership was first studied, to the present, this study focuses on 55 E-leadership studies published in academic journals, and identifies and summarizes the researcher (year), research topic, variables used, analysis types and characteristics, research methodology, limitations, published journals, and the importance and use of E-leadership research. The analysis shows that research on E-leadership has been in full swing since 2013, and since 2019, when COVID-19 was at its peak. Over the past 22 years, E-leadership has been published in a total of 46 journals, of which 4 journals have published duplicates and 42 journals have published one paper, confirming that E-leadership research is a field of interest in various academic fields, but it is not yet intensively studied in a specific field. As for research methodologies, 18 quantitative studies (32.7%) and 37 qualitative studies (67.3%) were conducted as qualitative studies, and two-thirds of the total 55 studies were qualitative studies. Through these studies, E-leadership has evolved over the past two decades in the realm of theory, research, and practice as a social impact process carried out through information technology to promote changes in organizational thinking, behavior, attitudes, and performance.

Shift workers’ perceptions and experiences of adhering to a nutrition intervention at night whilst working: a qualitative study

This study explored the feasibility of implementing a meal timing intervention during night shift work. Data were collected via semi-structured interviews. Interviews were coded inductively by two researchers independently, then three major themes were collaboratively developed. Subthemes from each major theme were mapped to the theoretical domains framework and the Capability Opportunity Motivation model of behaviour change. Seventeen night shift workers (rotating or permanent) aged between 25 and 65 years were interviewed. Participants predominately worked as health professionals. The feasibility of a simple meal timing intervention to avoid eating between 1 and 6 am on night shift is largely affected by three major influences (1) physical and emotional burden of shift work which drives food temptations; (2) the workplace context including the meal break environment, social and cultural context at work, and break scheduling; and (3) motivation of the individual. Facilitators to avoiding eating at night were, keeping busy, having co-worker support, management support, education of health benefits and/or belief that the intervention was health promoting. The barriers to avoiding eating at night were the emotional and physical toll of working at night leading to comfort eating and not having rest areas away from food environments. To support night shift workers with changing timing of meals, interventions at work should target both individual and organisational level behaviour change.

De-escalation of conflict in forensic mental health inpatient settings: a Theoretical Domains Framework-informed qualitative investigation of staff and patient perspectives

BackgroundViolence and other harms that result from conflict in forensic inpatient mental health settings are an international problem. De-escalation approaches for reducing conflict are recommended, yet the evidence-base for their use is limited. For the first time, the present study uses implementation science and behaviour change approaches to identify the specific organisational and individual behaviour change targets for enhanced de-escalation in low and medium secure forensic inpatient settings. The primary objective of this study was to identify and describe individual professional, cultural and system-level barriers and enablers to the implementation of de-escalation in forensic mental health inpatient settings. The secondary objective was to identify the changes in capabilities, opportunities and motivations required to enhance de-escalation behaviours in these settings.MethodsQualitative design with data collection and analysis informed by the Theoretical Domains Framework (TDF). Two medium secure forensic mental health inpatient wards and one low secure mental health inpatient ward participated. 12 inpatients and 18 staff participated across five focus groups and one individual interview (at participant preference) guided by a semi-structured interview schedule informed by the TDF domains. Data were analysed via Framework Analysis, organised into the 14 TDF domains then coded inductively within each domain.ResultsThe capabilities required to enhance de-escalation comprised relationship-building, emotional regulation and improved understanding of patients. Staff opportunities for de-escalation are limited by shared beliefs within nursing teams stigmatising therapeutic intimacy in nurse-patient relationships and emotional vulnerability in staff. These beliefs may be modified by ward manager role-modelling. Increased opportunity for de-escalation may be created by increasing service user involvement in antipsychotic prescribing and modifications to the physical environment (sensory rooms and limiting restrictions on patient access to ward spaces). Staff motivation to engage in de-escalation may be increased through reducing perceptions of patient dangerousness via post-incident debriefing and advanced de-escalation planning.ConclusionsInterventions to enhance de-escalation in forensic mental health settings should enhance ward staff’s understanding of patients and modify beliefs about therapeutic boundaries which limit the quality of staff-patient relationships. The complex interactions within the capabilities-opportunities-motivation configuration our novel analysis generated, indicates that de-escalation behaviour is unlikely to be changed through knowledge and skills-based training alone. De-escalation training should be implemented with adjunct interventions targeting: collaborative antipsychotic prescribing; debriefing and de-escalation planning; modifications to the physical environment; and ward manager role-modelling of emotional vulnerability and therapeutic intimacy in nurse-patient relationships.

Health Care Worker Burnout and Perceived Capacity to Address Social Needs.

Health care organizations are increasingly incorporating social care programs into medical care delivery models. Recent studies have identified burnout as a potential unintended consequence of this expansion. Successful implementation of these programs requires investment in the health care team, although understanding the impact of this expansion on nonphysician team members remains limited. Utilizing a theory-informed model for organizational behavior change, the authors aim to characterize the perceived elements of capacity to address patients' social needs within a heterogenous group of health care workers, and to examine the association of these behavioral conditions with burnout. A cross-sectional analysis was conducted of a survey of ∼1900 health care staff from 46 organizations in a large delivery system. Exploratory factor analysis identified factors contributing to the "Perceived Capacity to Address Social Needs" domain; Motivation, Organizational Reinforcement, and 3 task-specific capacities (Identification of social needs, Providing care for patients with social needs, and Linkage to social needs resources). Logistic regression found both a lower sense of motivation (OR 0.71, 95% CI 0.59-0.86), and organizational reinforcement (OR 0.51, 95% CI 0.42-0.62) associated with a higher rate of burnout. These associations with burnout differed by organizational role, suggesting role-specific relationships between these behavioral conditions. As health care has evolved into team-based interventions, staff across the care spectrum are now tasked with addressing larger social issues that affect their patients. A systems approach, aligning organizational priorities and staff motivations, in addition to task-specific skill sets is likely necessary to prevent burnout in this setting.

THE EFFECT OF PATERNALIST LEADERSHIP ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR

The aim of this study is to examine the impact of paternalist leadership behaviors on organizational citizenship behavior. The sample of the study consists of 535 healthcare professionals working in a private hospital in Istanbul. Correlation Analysis and Simple Linear Regression Analysis were used to examine the relationship between the measured variables. As a result of the research, it was found that paternalist leadership has a positive and moderate effect on organizational citizenship behavior (r = 0.427, p <0.01) and 18.3% of the changes in organizational citizenship behavior are explained by paternalist leadership. Our study shows that paternalistic leadership has a significant impact on the organizational citizenship behavior of health workers. By exhibiting paternalistic leadership behavior, health administrators can enable health workers to display more organizational citizenship behavior.

Delivering a childhood obesity prevention intervention using Islamic religious settings in the UK: What is most important to the stakeholders?

Ten per cent of the childhood population in the UK are of South Asian (SA) origin. Within this population, over 40% are living with overweight or obesity. The majority of SA children are Muslim and attend Islamic religious settings (IRS) daily after school. Because of their reach and influence, IRS may be an appropriate channel for obesity prevention initiatives. We conducted 20 in-depth interviews with parents of children attending IRS, 20 with Islamic leaders, and 3 focus group discussions with 26 managers and workers of IRS in Bradford and Birmingham. Topic guides were developed, interviews and focus group discussions were audio-recorded, transcribed, and analysed thematically. Muslim parents, Islamic leaders and IRS staff were supportive of the delivery of obesity prevention interventions for children using IRS. Participants identified important components of an intervention including: Prophet Muhammad (PBUH) as a role model for healthy lifestyle; healthy diet, physical activity, and organisational behaviour change within IRS. Participants suggested that Islamic narrative on healthy diet and physical fitness could increase delivery uptake. Staff showed willingness to conduct physical activity sessions for boys and girls. Barriers for the intervention delivery were poor funding systems and time constraints for staff. All participant groups thought that it would be possible to deliver a childhood obesity prevention intervention. Interventions should be co-designed, culturally and religiously sensitive and combine the scientific guidelines on healthy living with Islamic narrative on importance of healthy diet consumption and physical activity.

Selected Approaches of the Behavioral Economics in Post Pandemic Management

Changes in organizational behavior, decision-making processes, human thinking and action are the subject of an exploration of the increasingly popular behavioral economy. We assume that her knowledge gained from various economic or psychological experiments in recent decades can help managers understand the specifics of human behavior and action. The Covid crisis and the pitfalls it brings pose new challenges for managers. Knowledge of behavioral economics and descriptive approaches to decision making allows us to understand how people act in real conditions. This knowledge can help managers streamline management and become better leaders. The paper deals with the benefits of behavioral economics for managers in the process of “reopening” the economy and its main goal is to highlight the knowledge and solutions of behavioral economics, usable for postpandemic management. To meet the goal, it is necessary to describe the changes and new specifics of the environment affected by the pandemic crisis in the first, theoretical part of the work. After analyzing these changes and evaluating them, we look for the answers offered by behavioral economics in the final part of the paper. Based on the empirically obtained knowledge of mainly foreign authors, we present several examples of their practical application in the newly created management environment.

The Personality Traits in the Defense Industry: The Mediating Role of Organizational Citizenship Behavior

Employees display various behaviors which also include work-related behaviors such as Job Satisfaction, Organizational Citizenship Behavior, and Innovative Work Behavior. The exploration of the relationship among the Big Five Personality Traits, Job Satisfaction, Organizational Citizenship Behavior, and Innovative Work Behavior of the employees working in the companies providing services for the Turkish Defense Industry serves as the primary aim of this study. Hence, the study was conducted on the employees of defense companies through face-to-face interviews and questionnaire forms. The results of this study demonstrate that the Big Five Personality Traits directly affects the changes in Job Satisfaction and Organizational Citizenship Behavior. Besides, Organizational Citizenship Behavior has a mediating role in the relationship between Big Five personality Traits and Job Satisfaction, which directly affects the changes in Innovative Work Behavior. This study primarily targeted to provide evidence and create an understanding of how employees’ intrinsic characteristics shape the attitudes and behaviors in the workplace according to the scores of Big Five Inventory as well as statistical research techniques. This study contributes to the literature by investigating the defense employees’ personality traits and the results show that personality traits are a pivotal factor in achieving corporate’s strategic goals.

ORGANISATIONAL GREEN BEHAVIOURAL CHANGE: THE ROLE OF CHANGE MANAGEMENT

The pervasive environmental crisis across the globe has been traced to unsustainable business practices of corporations. This live-threatening phenomenon continues to generate vivacious debates, with scholars and other green stakeholders suggesting certain behavioral patterns as a solution to the scourge. However, while some organisations are realising the need for green processes and behaviors to key to sustainability practices, they are being confronted with the dilemma of the most effective ways to go about it. Organizational Green Behaviour Change (OGBC) the process actually requires complete overhauling of the entire system because it will touch all aspects of the organization and likely to alter the status quo with a possibility for change resistance. Hence, the role of Change Management is inevitable to have a seamlessly OGBC process in an organisation. Consequently, this paper attempts to review the role of Change Management in the successful delivery of OGBC vis-a-vis resistance to change (RTC). The paper adopts a content-based literature review methodology to achieve its set objectives. Findings suggest that organisation change managers need expert support toward a successful OGBC implementation to enable them to achieve desired OGBC outcomes efficiently. Secondly, it reveals that for organisations to record success in the OGBC process, all stakeholders (internal and external) interests and concerns must be taken into account ab initio. Thirdly, the paper highlights the need for a real link between Change Management and OGBC for effective management of RTC in the OGBC process. Lastly, the study admits its inability to report its findings quantitatively, and recommend active involvement of change management scholars in the growth and development of green literature for sustainability sake.

Organisational Green Behavioural Change: The Role of Change Management

The pervasive environmental crisis across the globe has been traced to unsustainable business practices of corporations. This live-threatening phenomenon continues to generate vivacious debates, with scholars and other green stakeholders suggesting certain behavioral patterns as a solution to the scourge. However, while some organisations are realising the need for green processes and behaviors to key to sustainability practices, they are being confronted with the dilemma of the most effective ways to go about it. Organizational Green Behaviour Change (OGBC) the process actually requires complete overhauling of the entire system because it will touch all aspects of the organization and likely to alter the status quo with a possibility for change resistance. Hence, the role of Change Management is inevitable to have a seamlessly OGBC process in an organisation. Consequently, this paper attempts to review the role of Change Management in the successful delivery of OGBC vis-a-vis resistance to change (RTC). The paper adopts a content-based literature review methodology to achieve its set objectives. Findings suggest that organisation change managers need expert support toward a successful OGBC implementation to enable them to achieve desired OGBC outcomes efficiently. Secondly, it reveals that for organisations to record success in the OGBC process, all stakeholders (internal and external) interests and concerns must be taken into account ab initio. Thirdly, the paper highlights the need for a real link between Change Management and OGBC for effective management of RTC in the OGBC process. Lastly, the study admits its inability to report its findings quantitatively, and recommend active involvement of change management scholars in the growth and development of green literature for sustainability sake.