Organizational Capacity For Change Research Articles

Research on the Corporate Innovation Resilience of China Based on FGM(1,1) and Fuzzy-Set Qualitative Comparative Analysis Model

Over the past few years, the uncertain business environment has shaped the resilient development thinking of firms. Measuring and predicting innovation resilience plays a crucial role in fostering the sustainable development of enterprises. This paper used the entropy-weight TOPSIS model and FGM(1,1) model to measure the innovation resilience of companies based on an indicator system, covering aspects such as tolerance for factor scarcity, R&D safety, core technology self-sufficiency, and organizational change capacity. The results show that the MAPE of the FGM(1,1) model is 0.0136, which is lower than that of the GM(1,1) model, with the predicted annual growth rate of the resilience being −0.95% from 2020 to 2025. Consequently, the study investigated what policy configuration may improve innovation resilience using the fuzzy-set qualitative comparative analysis (fsQCA) model. It identified four policy configuration paths, of which the combination of a tax policy for an additional deduction of enterprise R&D expenses and an income tax reduction policy is an effective policy configuration. This research expands the application of the FGM(1,1) model and inspires managers to develop innovative policies to enhance corporate resilience.

ENVIRONMENTAL TURBULENCE, PREVIOUS EXPERIENCE, ORGANIZATIONAL CAPACITY FOR CHANGE AND CHANGE PROJECT PERFORMANCE

There is a growing body of research on the importance of organizational change project performance in the environmental turbulence. However, knowledge about this subject is still limited. To address this gap, this research is an attempt to investigate if environmental turbulence and the previous experience of an organization can influence its capacity for change and influence its performance. To answer this question, a cross-sectional survey was used to gather data for this study. To this purpose, out of 230 experts in one of the organization in Iran, 160 were sent the questionnaires, and data from 156 usable and completed questionnaires were analyzed. The analysis of inferential data was carried out using Partial Least Squares Structural Equation Modeling with the help of Smart PLS software. Finding showed environmental turbulence and its dimensions including intensity, technological turbulence, and market turbulence have a positive effect on organizational capacity for change. Moreover, the previous experience of change affects organizational capacity for change. Data analysis also indicates that this capacity has an effect on the performance of change projects. Different organizations of any size can use the results of this study to increase the performance of change projects.

The Role of Creative Development and Perceived Need for Change in Encouraging Organizational Capacity for Change: A Case Study

In the current globalized context, organizational capacity for change is a critical factor for companies to remain competitive. The purpose of this study was to conduct a quantitative analysis to measure the factors associated with Organizational Capacity for Change (OCC) in entities promoting business development in Antioquia, Colombia. To achieve this objective, a structural model comprising five dimensions was developed and validated, using confirmatory factor analysis through SPSS 28.0 software. The research instrument collected 250 survey responses from employees of three participating organizations in the study. The results obtained confirm that the proposed model is significant in explaining the studied phenomenon, as validation tests showed that the standardized factor loadings of all constructs were above 0.6, indicating their reliability. The study suggests that promoting creative development, organizational change, the perception of the need for change, participation, and commitment are essential elements for fostering OCC within companies. Optimizing communication spaces, conducting workshops to stimulate creativity, and encouraging employee involvement in initiatives can help mobilize organizations toward change. These findings provide evidence in favor of the proposed OCC model, which can serve as a reference for future studies, especially in adapting constructs and variables in specific contexts.

Targets for De-implementation of Unnecessary Testing Before Low-Risk Surgery: A Qualitative Study

IntroductionDespite multispecialty recommendations to avoid routine preoperative testing before low-risk surgery, the practice remains common and de-implementation has proven difficult. The goal of this study as to elicit determinants of unnecessary testing before low-risk surgery to inform de-implementation efforts. MethodsWe conducted focused ethnography at a large academic institution, including semi-structured interviews and direct observations at two preoperative evaluation clinics and one outpatient surgery center. Themes were identified through narrative thematic analysis and mapped to a comprehensive and integrated checklist of determinants of practice, the Tailored Implementation for Chronic Diseases framework (TICD). ResultsThirty individuals participated (surgeons, anesthesiologists, primary care physicians, physician assistants, nurses, and medical assistants). Three themes were identified: (1) Shared Values (TICD Social, Political, and Legal Factors), (2) Gaps in Knowledge (TICD Individual Health Professional Factors, Guideline Factors), and (3) Communication Breakdown (TICD Professional Interactions, Incentives and Resources, Capacity for Organizational Change). Shared Values describe core tenets expressed by all groups of clinicians, namely prioritizing patient safety and utilizing evidence-based medicine. Clinicians had Gaps in Knowledge related to existing data and preoperative testing recommendations. Communication Breakdowns within interdisciplinary teams resulted in unnecessary testing ordered to meet perceived expectations of other providers. ConclusionsClinicians have knowledge gaps related to preoperative testing recommendations and may be amenable to de-implementation efforts and educational interventions. Consensus guidelines may streamline interdisciplinary communication by clarifying interdisciplinary needs and reducing testing ordered to meet perceived expectations of other clinicians.

Facilitators and barriers of routine psychosocial distress assessment within a stepped and collaborative care model in a Swiss hospital setting.

Stepped and Collaborative Care Models (SCCMs) have shown potential for improving mental health care. Most SCCMs have been used in primary care settings. At the core of such models are initial psychosocial distress assessments commonly in form of patient screening. We aimed to assess the feasibility of such assessments in a general hospital setting in Switzerland. We conducted and analyzed eighteen semi-structured interviews with nurses and physicians involved in a recent introduction of a SCCM model in a hospital setting, as part of the SomPsyNet project in Basel-Stadt. Following an implementation research approach, we used the Tailored Implementation for Chronic Diseases (TICD) framework for analysis. The TICD distinguishes seven domains: guideline factors, individual healthcare professional factors, patient factors, professional interactions, incentives and resources, capacity for organizational change, and social, political, and legal factors. Domains were split into themes and subthemes, which were used for line-by-line coding. Nurses and physicians reported factors belonging to all seven TICD domains. An appropriate integration of the psychosocial distress assessment into preexisting hospital processes and information technology systems was the most important facilitator. Subjectivity of the assessment, lack of awareness about the assessment, and time constraints, particularly among physicians, were factors undermining and limiting the implementation of the psychosocial distress assessment. Awareness raising through regular training of new employees, feedback on performance and patient benefits, and working with champions and opinion leaders can likely support a successful implementation of routine psychosocial distress assessments. Additionally, aligning psychosocial distress assessments with workflows is essential to assure the sustainability of the procedure in a working context with commonly limited time.

Barriers to and Facilitators of the Implementation of Digital Mental Health Interventions as Perceived by Primary Care Decision Makers: Content Analysis of Structured Open-Ended Survey Data.

Digital mental health represents a way to increase access to evidence-based psychological support. However, the implementation of digital mental health in routine health care practice is limited, with few studies focusing on implementation. Accordingly, there is a need to better understand the barriers to and facilitators of implementing digital mental health. Existing studies have mainly focused on the viewpoints of patients and health professionals. Currently, there are few studies about barriers and facilitators from the perspective of primary care decision makers, that is, the persons responsible for deciding whether a given digital mental health intervention should be implemented in a primary care organization. The objectives were to identify and describe barriers to and facilitators of the implementation of digital mental health as perceived by primary care decision makers, evaluate the relative importance of different barriers and facilitators, and compare barriers and facilitators reported by primary care decision makers who have versus have not implemented digital mental health interventions. A web-based self-report survey was conducted with primary care decision makers responsible for the implementation of digital mental health in primary care organizations in Sweden. Answers to 2 open-ended questions about barriers and facilitators were analyzed through summative and deductive content analysis. The survey was completed by 284 primary care decision makers-59 (20.8%) decision makers representing implementers (ie, organizations that offered digital mental health interventions) and 225 (79.2%) respondents representing nonimplementers (ie, organizations that did not offer digital mental health interventions). Overall, 90% (53/59) of the implementers and 98.7% (222/225) of the nonimplementers identified barriers, and 97% (57/59) of the implementers and 93.3% (210/225) of the nonimplementers identified facilitators. Altogether, 29 barriers and 20 facilitators of implementation were identified related to guidelines; patients; health professionals; incentives and resources; capacity for organizational change; and social, political, and legal factors. The most prevalent barriers were related to incentives and resources, whereas the most prevalent facilitators were related to the capacity for organizational change. A number of barriers and facilitators were identified that could influence the implementation of digital mental health from the perspective of primary care decision makers. Implementers and nonimplementers identified many common barriers and facilitators, but they differ in terms of certain barriers and facilitators. Common and differing barriers and facilitators identified by implementers and nonimplementers may be important to address when planning for the implementation of digital mental health interventions. For instance, financial incentives and disincentives (eg, increased costs) are the most frequently mentioned barrier and facilitator, respectively, by nonimplementers, but not by implementers. One way to facilitate implementation could be to provide more information to nonimplementers about the actual costs related to the implementation of digital mental health.

INTERPLAY OF ORGANIZATIONAL COMMITMENT AND ORGANIZATIONAL CHANGE CAPACITY: THE CASE OF THE NUEVA VIZCAYA STATE UNIVERSITY FACULTY AND STAFF

This study was focused mainly in the description and analysis of the organizational commitment and organizational change capacity of faculty and staff of the Nueva Vizcaya State University by utilizing both quantitative and qualitative research design.

The relationship between extreme contexts, organizational change capacity, and firm product and process innovation

PurposeThis study investigates the mediating role of organizational change capacity (OCC) in the relationship between the perception of extreme contexts and firm product and process innovation, which was not empirically investigated in the literature. In addition, this study explores the moderating role of the perception of extreme contexts-related variables, which were not operationalized in ordinary firms, on the relationship between OCC and firm product and process innovation.Design/methodology/approachA questionnaire-based research was conducted to test the suggested hypotheses. The data were gathered from 90 firms during the peak period of COVID-19.FindingsThis study shows that OCC, which covers contexts, process and learning dimensions, fully mediates the relationship between the perception of extreme contexts and firm product and process innovation. Also, this study discovers that the perception of extreme contexts, including temporal ordering of extremity, the magnitude of consequences, proximity among people and operational deficiencies, positively moderate the relationship between OCC and firm product innovation.Research limitations/implicationsThis study has constraints inherited in survey design, primarily sampling and country context.Originality/valueThis study identifies, conceptualizes and operationalizes the term extreme context, conceptually argued for particular organizations/units in ordinary/mundane organization settings so far. In addition, this study extends the current understanding of how the perception of extreme contexts interacts with a firm's capability to increase innovation efforts. Further, this study shows how OCC mediates the relationship between extreme contexts and firm product and process innovation.

Mind the gap: Danish school heads’ ability to implement a national physical activity school requirement

In 2014, the Danish government introduced a wide-ranging reform of primary and lower secondary education that applied to all public schools. A distinctive feature was that it became mandatory for schools to provide an average of 45 min of daily physical activity (PA). The capacity for change of local school heads and the schools overall are considered key to fulfilling such a policy-driven requirement. The aim of this study is therefore to explore local school heads' ability to implement the stated requirement of 45 min of daily PA within their local organizational capacity for change. Eleven semi-structured interviews were conducted across 11 schools. Respondents were school staff with management responsibilities (leading teachers with school management responsibilities, deputy heads and school heads). Results indicate that local school heads are central agents in converting the Danish school requirement of 45 min of daily PA into local action. This includes their ability to advance broad aims into concrete goals, secure supportive structures and organize the implementation strategy. Heads also need to support the staff in building sufficient knowledge capacity on how to arrange and incorporate PA into their daily practice, support the widespread dissemination of this knowledge across the school and reserve work hours for such activities. Assigning local PA ambassadors was particularly highlighted as important implementation support, as they can help build and disseminate knowledge while also broadcasting the school head's strategy and focus on integrating and upholding students' PA levels.

Implementing Trauma-Informed Care Through a Learning Collaborative: A Theory-Driven Analysis of Sustainability.

This study investigated the sustainability of a multi-agency 15-month Learning Collaborative (LC) for implementing trauma-informed care in 23 rural Pennsylvania counties. Provider agencies (N = 22) were assessed three years following completion of the LC. Sustained trauma-informed practices were assessed through criteria indicating organizational achievement as a trauma-informed care center. A theoretical model of clinical training was applied to determine the extent to which training- and skill-related factors were associated with sustained trauma-informed care. Three years after the LC, trauma symptom screening rates and staff training improvements were sustained, while staff confidence in delivering trauma-informed care worsened across time. Sustained trauma-informed care was associated with implementation milestone completion and third-party ratings of quality improvement skills during the LC. Building capacity for organizational change through training and skill development during active phases of implementation is important for sustained trauma informed care in behavioral health service.

The psychological assessment of organizational capacity for change

Based on the premise that the analysis of the ability to change is an essential starting point in the initiation of an organizational change process, in this article we will examine the specifics of the psychological assessment of the degree of readiness for change (both at the organizational and individual level), in the context of changes from educational institutions.

Relation between Organizational Capacity for Change and Readiness for Change

Readiness for change is seen as an important prerequisite increasing chances for change success. While assessing the readiness level allows for tailoring of the interventions and the change process, it requires time and planning. When organizations face increasing levels of unpredictability and need to adapt to fast environmental shifts, linear causal models to plan and implement changes become harder to follow. Emergent changes also barely accommodate planning and assessing readiness levels. Multiple and overlapping change initiatives become the norm rather than an exception, thus exert additional pressure on organizations hoping to start with assessing and developing readiness. Applying dynamic capabilities lens allows addressing such challenges through the concept of organizational capacity for change. This article reviews theoretical and empirical research advances to answer two questions. First, how do readiness and organizational capacity for change differ? A review of theoretical assumptions, dimensions and antecedents is employed to delineate the two constructs. Second, what is the relationship between the two constructs? The analysis is guided by an organizational change typology to highlight their applicability to selected types of change. The research concludes that capacity for change differs and can complement readiness in helping organizations navigate unpredictable environments.

Physicians’ perspectives on using a patient decision aid in female stress urinary incontinence

Introduction and hypothesisA treatment choice for female stress urinary incontinence (SUI) is preference sensitive for both patients and physicians. Multiple treatment options are available, with none being superior to any other. The decision-making process can be supported by a patient decision aid (PDA). We aimed to assess physicians’ perceptions concerning the use of a PDA.MethodsIn a mixed methods study, urologists, gynecologists and general practitioners in the Netherlands were asked to fill out a web-based questionnaire. Questions were based on the Tailored Implementation for Chronic Diseases checklist using the following domains: guideline factors, individual health professional factors, professional interactions, incentives and resources, and capacity for organizational change. Participants were asked to grade statements using a five-point Likert scale and to answer open questions on facilitators of and barriers to implementation of a PDA. Outcomes of statement rating were quantitatively analyzed and thematic analysis was performed on the outcomes regarding facilitators and barriers.ResultsThe response rate was 11%, with a total of 120 participants completing the questionnaire. Ninety-two of the physicians (77%) would use a PDA in female SUI. Evidence-based and unbiased content, the ability to support shared decision making, and patient empowerment are identified as main facilitators. Barriers are the expected prolonged time investment and the possible difficulty using the PDA in less health-literate patient populations.ConclusionsThe majority of physicians would use a PDA for female SUI. We identified facilitators and barriers that can be used when developing and implementing such a PDA.

Contextual Factors Affecting Implementation of Pediatric Quality Improvement Programs.

Context is a critical determinant of the effectiveness of quality improvement programs. We assessed the role of contextual factors in influencing the efforts of 5 diverse quality improvement projects as part of the Pediatric Quality Measure Program (PQMP) directed by the Agency for Health Care Research and Quality. We conducted a mixed methods study of 5 PQMP grantees involving semistructured interviews followed by structured worksheets to identify influential contextual factors. Semistructured interviews and worksheets were completed between August and October 2020. Participants were comprised of PQMP grantee teams (2-4 team members per team for a total of 15 participants). Coding and analysis was based on the Tailored Implementation for Chronic Diseases (TICD) framework. Despite heterogeneity in the process and outcome targets of the PQMP initiatives, professional interactions, incentives and resources, and capacity for organizational change were the domains most commonly identified as influential across the grantees. While social, political, and legal factors was not commonly referenced as an important domain, payer or funder policies (a factor within this domain) was highlighted as one of the most influential factors. Overall, the incentives and resources domain was identified as the most influential. We found that using a determinant framework, such as the TICD, is valuable in facilitating comparisons across heterogeneous projects, allowing us to identify key contextual factors influencing the implementation of pediatric quality measures across a diverse range of clinical topics and settings. Future quality improvement work should account for this and include resources to support infrastructure development in addition to program implementation.

The myths and misconceptions of change for STEM reform: From fixing students to fixing institutions

AbstractA common critique of current programs and initiatives designed to address and eradicate persistent racial disparities in undergraduate STEM education is the focus on student outcomes as an indicator of project performance. This chapter will explore the existing literature on STEM reform through the lens of organizational change highlighting the unique ways that current practice falls short of the radical change necessary for eradicating structural barriers to inclusion in STEM education. Key concepts of organizational learning, organizational change, and institutional capacity building will be presented to inform the subsequent synthesis of the myths and misconceptions of organizational change that will follow. The myths and misconceptions of designing and implementing institutional change are presented with corresponding truths of sustaining and institutionalizing organizational change and transformation.

United Nations (UN) Disaster Risk Reduction Framework: Case Study of the Portuguese Army on UN Challenges in the Context of Sustainable Risk Mitigation

The United Nations (UN) in the context of disaster risk reduction has been sensitizing governments and all citizens to the need to develop mechanisms that contribute to preventing risks and reducing vulnerabilities regarding serious accidents or disasters. The search for an adequate response to the different types of accidents is a social demand; leading civil protection authorities, together with other national entities, namely the Armed Forces, to create diverse response mechanisms. This research intends to call the reader’s attention and awareness to disaster risk reduction, characterizing the UN policy, and evaluating the Portuguese Army’s capacity for organizational change. This article follows a case study research strategy, considering a deductive reasoning structure and a qualitative methodological orientation. The evolution of the UN’s growing concern with disaster risk reduction over time will be studied, and the way in which the Portuguese military has adapted to the new challenges promoted by the UN will be discussed.

Middle Managers’ Cognitive Styles, Capacity for Change, and Organizational Performance

The last three decades have seen the public sector move from the traditional bureaucratic model to a modern one with better services, efficiency, and accountability. To succeed in making a change, public organizations must develop their capacity for change to improve performance. Middle managers have a central role in the change process, particularly their cognitive styles (knowing, planning, and creating). This study aims to analyze how middle managers’ cognitive style contributes to the organizational performance through organizational capacity for change (OCC). The study was conducted with 75 managers along with 238 subordinates from a public organization in Indonesia. The results revealed that the creating style and organizational performance are mediated by OCC. Only creating styles positively relate to OCC, while knowing and planning styles are not. This study extends prior studies on the link between cognitive style and organizational performance by introducing OCC as the mediator.

What affects the implementation of lifestyle interventions in patients with osteoarthritis? A multidisciplinary focus group study among healthcare professionals

Purpose To identify factors affecting the implementation of lifestyle interventions (LIs) in patients with hip and/or knee osteoarthritis (OA) from the perspective of primary and secondary healthcare professionals (HCPs) in the Dutch healthcare system. Methods Multidisciplinary focus groups were composed. Data analysis was performed following thematic analysis. The Tailored Implementation for Chronic Diseases checklist was used to guide data analysis. Results Four focus groups meetings were conducted with 38 participating HCPs (general practitioners (or in-training), orthopedic surgeons (or in-training), physiotherapists, dieticians, a general practice assistant, lifestyle counselors, and nurse practitioners). Influencing factors were grouped into nine themes: (1) intervention factors; (2) individual HCP factors; (3) patient factors; (4) professional interactions; (5) incentives and resources; (6) capacity for organizational change; (7) social, political and legal factors; (8) patient and HCP interactions; and (9) disease factors. Conclusions A wide variety of factors affecting the implementation of LIs was identified in this study, where the importance of effective interdisciplinary collaboration was emphasized by the multidisciplinary group of participants. This thorough analysis of influencing factors is an important first step toward improved implementation of LIs within OA care. Further research is required to identify the most significant targets for change in daily practice. Implications for Rehabilitation The implementation of lifestyle interventions (LIs) by healthcare professionals (HCPs) in patients with hip and/or knee osteoarthritis (OA) is affected by both individual and environmental factors. The influencing factors identified in this study can support the development of interventions aimed at improving the implementation of LIs in OA care. A multilevel approach is required when developing interventions to improve the implementation of LIs in OA care. Continued efforts of both primary and secondary HCPs and policymakers are needed in order to promote the use of LIs within OA care.

Role and Applicability of the Constructs “Readiness for Change” and “Capacity for Change”

Readiness for change is amongst the major factors influencing the success of change initiatives in organizations. The construct is multifaceted and usually refers to the commitment (of employees) and belief (shared by the group, organization) in their collective capability to implement a specific change initiative. Applying the dynamic capabilities and organizational ambidexterity lens, some researchers suggest a different construct – organizational capacity for change. The capacity for change refers to the successful implementation of multiple, often overlapping change initiatives, and thus allows organizations to simultaneously achieve short-term, operational tasks and long-term, strategic goals. The capacity for change describes the appropriate organizational context, leadership, organizational learning and takes into account previous experience with changes and the extent to which these are considered fair and personally beneficial by employees. Readiness and capacity for change are not always clearly distinguishable and, in some cases, appear as interchangeable terms denoting similar phenomena. This conceptual article explores the two constructs based on a theoretical study of conceptual and empirical studies. The research conclusions support the proposition that the two constructs share similarities but also differences, which justify their distinct roles in deepening our understanding of change in organizations and how to manage and successfully implement it.

Structural readiness to implement community-wide mass drug administration programs for soil-transmitted helminth elimination: results from a three-country hybrid study

BackgroundCurrent soil-transmitted helminth (STH) control programs target pre-school and school-age children with mass drug administration (MDA) of deworming medications, reducing morbidity without interrupting ongoing transmission. However, evidence suggests that STH elimination may be possible if MDA is delivered to all community members. Such a change to the STH standard-of-care would require substantial systems redesign. We measured baseline structural readiness to launch community-wide MDA for STH in Benin, India, and Malawi.MethodsAfter field piloting and adaptation, the structural readiness survey included two constructs: Organizational Readiness for Implementing Change and Organizational Capacity for Change. Sub-constructs of organizational readiness include change commitment and change efficacy. Sub-constructs of organizational capacity include flexibility, organizational structure, and demonstrated capacity. Survey items were also separately organized into seven implementation domains. Surveys were administered to policymakers, mid-level managers, and implementers in each country using a five-point Likert scale. Item, sub-construct, construct, and domain-level medians and interquartile ranges were calculated for each stakeholder level within each country.ResultsMedian organizational readiness for change scores were highest in Malawi (5.0 for all stakeholder groups). In India, scores were 5.0, 4.0, and 5.0 while in Benin, scores were 4.0, 3.0, and 4.0 for policymakers, mid-level managers, and implementers, respectively. Median change commitment was equal to or higher than median change efficacy across all countries and stakeholder groups.Median organizational capacity for change was highest in India, with a median of 4.5 for policymakers and mid-level managers and 5.0 for implementers. In Malawi, the median capacity was 4.0 for policymakers and implementers, and 3.5 for mid-level managers. In Benin, the median capacity was 4.0 for policymakers and 3.0 for mid-level managers and implementers. Median sub-construct scores varied by stakeholder and country.Across countries, items reflective of the implementation domain ‘policy environment’ were highest while items reflective of the ‘human resource’ domain were consistently lower.ConclusionAcross all countries, stakeholders valued community-wide MDA for STH but had less confidence in their collective ability to effectively implement it. Perceived capacity varied by stakeholder group, highlighting the importance of accounting for multi-level stakeholder perspectives when determining organizational preparedness to launch new public health initiatives.Trial registrationNCT03014167