Context Of Organizational Change Research Articles

AI adoption: a bridge or a barrier? The moderating role of organizational support in the path toward employee well-being

PurposeThe purpose of this study is to assess how managerial capability affects artificial intelligence (AI) adoption and employee well-being now in a dynamic context of organizational change. This study investigated the role that managerial capability and organizational support play in facilitating successful AI technology implementation within organizations. The study seeks to provide an integrated perspective on how organizations can help mitigate the effects of AI anxiety and improve the well-being of employees.Design/methodology/approachA survey questionnaire was administered to collect data from 324 employees and managers working in small- and medium-sized enterprises (SMEs) located in Pakistan. Partial least squares-structural equation modeling (PLS-SEM) was employed using Smart PLS version 4.1.0.3 to analyze the relationships between the study variables.FindingsThe findings of the study show that AI anxiety can significantly impact employee well-being. However, the relationship was moderated by organizational support. When organizational support was high, the effects of AI anxiety decline on employee well-being.Originality/valueThis study offers three important implications; it adds to our understanding regarding AI adoption and its effect on employee well-being by addressing how managerial interventions may facilitate the smooth integration of AI technology and examining the moderating effect that organizational support might have over the association between anxiety and employee well-being. Additionally, we have offered a nuanced view of the potential impact of AI adoption on employees and offered practical recommendations for organizations to undertake to address AI anxiety and promote employee well-being during AI implementation.

Market orientation and change capability on an Indonesian sharia banking performance: the moderating effect of leadership religiosity

Purpose Changes are required to improve the performance of Sharia banking in Indonesia. Using dynamic capability theory, this study aims to analyze organizational learning, change process and change context (OCC) in Bank Syariah Indonesia as influenced by market orientation (competitor and customer orientation) and moderated by religiosity and its impact on organizational performance (Maqashid Sharia) using a multilevel perspective. Design/methodology/approach To test the hypothesis, this research surveyed by distributing online questionnaires to managers and employees at 62 branch offices of Bank Syariah, the largest Sharia bank in Indonesia. Data processing involved multilevel structural equational modeling with Mplus analysis software. Findings Market orientation determines an organization’s ability to change significantly, which leads to organizational performance being significantly moderated by religiosity. In OCC, organizational learning influences change context through change processes, ultimately influencing organizational performance (Maqashid Sharia). Originality/value This research used a multilevel perspective by combining market orientation and OCC variables moderated by religiosity and its impact on Maqashid Sharia. This study was conducted at the largest Sharia bank in Indonesia, Bank Syariah Indonesia.

Exploring professional perspectives on integrating generative artificial intelligence into corporate learning and development: an organizational change perspective

Purpose The primary aim of this study is to investigate the integration of generative artificial intelligence, specifically ChatGPT, into workplace L&D practices, exploring the associated advantages and challenges such integration from an organizational change perspective. Design/methodology/approach This study uses a qualitative approach, conducting semi-structured interviews with twelve learning and development (L&D) experts. Findings This study indicates that ChatGPT can positively impact L&D by streamlining processes and potentially enhancing employee performance, engagement and satisfaction. However, to mitigate employee resistance, organizations must clearly communicate the necessity and rationale behind the change, involve employees in the implementation process and address trust issues. Key challenges such as overreliance on ChatGPT, AI skill shortages and technology issues like privacy breaches and misinformation must be managed through strong governance frameworks, including policies, guidelines and regular audits. Research limitations/implications The study’s scope is confined to semi-structured interviews with L&D experts, potentially limiting its generalizability. Further research could explore the long-term effects and broader implications of ChatGPT integration in different organizational contexts. Practical implications By framing GenAI integration within the context of organizational change, this study offers insights into managing the transition effectively by providing guidance for managers on effectively integrating ChatGPT into L&D practices, emphasizing the importance of mitigating potential negative consequences while maximizing benefits. Social implications Integrating ChatGPT into organizational L&D has the potential to reshape how employees acquire new skills and knowledge, potentially influencing organizational culture and dynamics. However, careful consideration is required to ensure that the integration process aligns with ethical and social norms, minimizing adverse impacts. Originality/value This research contributes foundational insights into the integration of ChatGPT in corporate L&D by researching and understanding the opinions of corporate professionals. It serves as a starting point for organizations to identify challenges in adopting GenAI.

Green Human Resource Management as a Catalyst for Sustainable Performance: Unveiling the Role of Green Innovations

Green human resource management (GHRM) has emerged as an essential strategy for achieving environmental sustainability within organizations. However, there remains a significant gap in understanding its direct impact on sustainable performance. This study seeks to address these gaps by investigating the relationship between GHRM and sustainable performance, with a focus on the mediating role of green innovation and the moderating influence of transformational leadership. A cross-sectional study was conducted among Malaysian small and medium-sized enterprises (SMEs) to explore the interrelationships between green HRM, green process and product innovation, sustainability, and the role of sustainable leadership. The study’s findings reveal a positive and significant relationship between green HRM practices and sustainability, encompassing environmental, economic, and social aspects. The findings suggest that management support for environmental initiatives is a critical factor in enhancing the effectiveness and spread of green innovations, emphasizing the importance of GHM in the broader context of organizational change and sustainability. In addition, the study underscores the critical role of transformative leadership in fostering sustainable practices, particularly the significant moderator role of responsible leadership in driving sustainable business practices. In summary, this study provides a roadmap for businesses, particularly SMEs, to leverage HGRM as a strategic tool in their pursuit of sustainability.

Transformational Leadership of School Heads, Team Building Effectiveness, and Stress Management Competency: A Structural Equation Model on Attitude to Organizational Change of Teachers

This study aimed to determine the best-fit model for teachers’ attitudes toward organizational change as influenced by transformational leadership of school heads, team building effectiveness, and stress management competency among 400 public elementary school teachers in Davao Region, Philippines. Using the Structural Equation Model Analysis, findings revealed very high levels of Transformational Leadership of school heads, team building effectiveness, stress management competency, and attitude of teachers to organizational change. Moreover, there is no significant correlation between the Transformational Leadership of school heads and the attitude of teachers toward toward organizational change. However, the result of team building effectiveness and the attitude of teachers toward organizational change have a significant relationship. The stress management competency and the attitude of teachers toward organizational change were also correlated. Meanwhile, the overall model needs to be more critical, indicating that these factors do not explain a significant portion of the variance in attitudes to organizational change. Further, results showed that Model 3 passed the criteria for the best-fit model since it showed that team-building effectiveness has a significant positive direct effect on attitudes toward organizational change, suggesting that effective team-building positively influences how teachers perceive organizational change. Its three observed retained indicators measured it: Self-oriented, Relationship Oriented, and Responsibility Oriented Roles. Stress Management Competency has a negative direct effect on Attitudes to Organizational Change measured by four observed retained indicators: Managing Emotions and having Integrity, Managing and communicating existing and Future Work, Managing the Individual within the team, and Managing Difficult Situations. Likewise, attitudes to organizational change are Influenced by both Team Building Effectiveness and Stress Management Competency measured by retained indicators: Attitude of Cynicism to Change, Attitude of Opposition due to Fear Uncertainty, and Attitude of Acceptance to Change. The findings were supported by the theory of Planned Behavior (TPB) by Icek Ajzen. It posits that an individual’s intention to engage in a behavior is being used to understand how these factors influence employees’ intentions and attitudes toward organizational changes. Using TPB in this organizational change context often focuses on how these factors can predict the likelihood of employees accepting and adapting to changes.

Organizational changes in the public sector and employee presenteeism: does (change) leadership matter?

ABSTRACT This study investigates the effect of organizational changes on public employees’ choice of going to work, despite feeling ill (presenteeism). By the lens of change management theory and leadership literature, we explain how leaders mitigate presenteeism among their employees in an organizational change context. We explore this relationship by using a quantitative two-wave panel survey from 2011 to 2014, with the same 689 childcare workers in Denmark. Results suggest that individuals exhibit higher presenteeism in the context of organizational change, but that both change leadership and leadership quality help to mitigate the effect.

The influence of perceived Human Resource strength on safety performance among high-speed railway drivers: The role of organizational identification and psychological capital

Introduction: Under the Chinese railway system reform background, high-speed railway drivers face continuous organizational change. As a communication channel between organizations and employees, the implementation of Human Resource Management (HRM) requires urgent attention. The present study explored the impacts of perceived Human Resource (HR) strength on safety outcomes premised on social identity theory. The relationships among perceived HR strength, organizational identification, psychological capital, and safety performance were investigated. Method: This study gathered 470 sets of paired data from Chinese high-speed railway drivers and their direct supervisors. Results: The results indicated that perceived HR strength positively affects safety performance via organizational identification, directly and indirectly. The findings also revealed that psychological capital promotes the direct effect of perceived HR strength on drivers’ safety performance. Practical Applications: Railway organizations were suggested to not only focus on the HR content but also consider the HR process, especially in an organizational change context.

Event justice and social entity justice: A cross-lagged analysis

IntroductionThe life of organizations is punctuated by a wide range of managerial decisions (e.g., hiring and selection procedure, performance appraisal, new working methods). Facing such events, employees evaluate the fairness of the situation experienced (event justice). They can also examine the fairness demonstrated by a specific entity, such as the organization or the supervisor (social entity justice). So far, little is known about how justice judgments about events vs. entities are related to each other, especially in a context of organizational change. ObjectiveBuilding on decision-making and organizational justice literature, we investigate the directionality of the causal relationships between event justice and social entity justice within a context of organizational change in a Belgian company (a significant reorganization at the level of the organization chart resulting in different changes for employees). MethodsWe used two samples (team leaders and executives) and realized a cross-lagged panel analysis with two measurement times. ResultsThe study shows that, in both samples, employees’ fairness perceptions about their organization (social entity justice) influence their interpretation of the fairness of subsequent events involving the organization (event justice). ConclusionBuilding and fostering a climate of justice is therefore of primary importance to organizations, since global fairness perceptions about the organization may help employees to perceive a specific event, such as an organizational change, as being fair.

Organisational Changes in the Public Sector and Employee Presenteeism: Does Leadership Matter?

This study investigates the effect of organizational changes on presenteeism among public employees. By the lens of change management theory and leadership literature, we explain how leaders mitigate presenteeism among their employees during an organizational change context. We explore this relationship by using a quantitative two-wave panel survey from 2011 and 2014, with the same 689 pedagogical employees in Denmark. Results suggest that individual’s exhibits higher presenteeism in the context of organizational change, but that both leadership quality and change leadership helps to mitigate the effect.

A Decade of Pediatric Intensive Care Outreach and the Deteriorating Child—The Relationship between Dose and Outcomes in a Tertiary Children's Hospital

AbstractThe aim of this study is to evaluate the amalgamation and maturation of a Pediatric Intensive Care Outreach Service (PICOS) with a rapid response system (RRS) and associated outcomes over a 10-year period. It is a single-center retrospective study analyzing patient outcomes within the context of significant organizational changes introducing a track and trigger RRS called Between the Flags (BTF) and evolution of this system to electronic observation charting and alerts (eBTF) in a tertiary metropolitan children's hospital. Children on inpatient wards who required urgent activation of the RRS and admission to the pediatric intensive care unit (PICU) between 2009 and 2018 were included. Three cohorts were identified according to the system changes—pre-BTF (2009–2011), BTF (2012–2017), and eBTF (2017–2018). The PICOS dose (number of activations per 1000 hospital admissions) increased with the introduction of BTF and the RRS and this trend continued following eBTF. The number of PICU admissions via the PICOS did not vary across the decade. When comparing the pre-BTF to the BTF group, PICU mortality decreased (p < 0.05), Pediatric Index of Mortality 2 Risk of Death scores improved, and hospital length of stay decreased (p < 0.05) in the BTF group. Introduction of a track and trigger RRS and electronic charting augmenting an existing PICOS is associated with increasing dose and workload, with no significant impact on PICU admission rates or length of stay. PICOS patient mortality has notably decreased with the introduction of an RRS; however, this impact was not sustained with the addition of electronic charting and alerts in the patient medical record.

Determinants of positive mental health during organizational change: role of continuous learning, mindfulness and change-efficacy

Purpose By integrating job demands-resource (JD-R) theory and organizational change approach, the paper investigates determinants of positive mental health (PMH) of employees experiencing unpredictable organizational change (i.e. transition from physical work to remote work and other associated changes during the Covid-19 pandemic). The paper aims to examine the direct and indirect effects of continuous learning (CL) and mindfulness (MF) on PMH of employees via their perceived change-efficacy (CE). Design/methodology/approach Time-lagged primary data were collected from a cohort of information technology employees experiencing organizational change in the past one year. During the first stage, data was collected on variables, including CF, MF and CE, whereas response on PMH of employees was collected after one month. AMOS-24 has been used to assess the measurement model and perform the analysis. Findings At the outset, the study affirms that CL, MF and CE significantly contribute toward PMH of employees. The mediation analysis suggests that CE significantly mediates both relationships (i.e. CL-PMH and MF-PMH). Practical implications First, CL and MF are key to recovering from a crisis and enhancing PMH of employees. Second, employees’ CE is an essential ingredient for organizations to successfully implement organizational changes while amplifying the PMH of employees. Originality/value The study is one of its kind which examines the antecedents of employees’ mental health during organizational change while examining the mediating role of their CE. The findings contribute substantially to the literature of organizational change and JD-R theory by integrating and extending it to organizational change context.

A Theoretical Analysis of Managerial Growth in the Context of Organizational Change

In analyzing the theoretical literature on managerial growth in the context of organizational change, an absence of research has been observed, especially that which comprehensively analyzes growth prospects and opportunities at the micro (individual), meso (group), and macro (organizational) levels, which considers organizational, social, emotional, and spiritual aspects. Therefore, one of the outstanding problems of this research was to select the relevant scientific literature to synthesize the theory and create a conceptual theoretical model based on it. The aim of this paper is to explore the context and preconditions for managerial growth during an organizational change at different levels and aspects of organizations. Therefore, six theoretical approaches from the fields of management, psychology, and education were chosen (Hiatt, Kotter, Kübler-Ross, Goleman, Mezirow, and Marcia). Conclusions provide insights into the context, aims, and directions of managerial growth within organizational change. First, the context of organizational change is understood as an educational environment that creates incentives for managerial growth at the macro, meso, and micro levels and encompasses the development of personal and professional skills and the conscious evolution of inner perceptions related to work. Second, managerial growth in the context of organizational change is targeted toward three objectives at the organizational, group, and individual levels: productivity, connection, and self-realization. Third, managerial growth in the context of organizational change is directed toward three dimensions: (1) the strategic-operational dimension overlaps with the development of leadership skills to ensure successful change implementation in the organization; (2) the social-emotional dimension overlaps with the development of psychosocial skills, enabling coping with challenges through relationships and an emotionally supportive workplace environment; and (3) the perceptual-spiritual dimension overlaps with the development of personal maturity and professional motivation, disclosing authentic performance during organizational change. These findings become a framework for further research but also provide practical guidelines for managers, HR specialists, and organizational leaders.

Team Flexibility in Organizational Change Context: Antecedents and Consequences.

PurposeThe purpose of our study is to explore the antecedents and consequences of team flexibility in an organizational change context. In this regard, we considered team flexibility as an important theoretical mechanism under which the insiders would adapt to organizational change.Participants and MethodsA sample of 602 individual data that was nested in 108 teams and 43 organizations was used in this study, collecting from 43 enterprises located in mainland China through questionnaires. We adopted HLM 6.08 to testify all the hypothesized relationships and used the Monte Carlo method to create the confidence intervals for all the indirect effects.ResultsThe empirical results show that 1) balance dimension of ambidexterity and change leadership have a significant positive effect on team flexibility; 2) balance dimension of ambidexterity only has marginal significant effects on employee change-specific adaptive behavior, change-specific proactive behavior, and change fairness. And change leadership has significant positive effects on the three outcomes; 3) team flexibility has a positive influence on the three outcomes. 4) Team flexibility plays a significant mediating role in the links between the balance dimension of ambidexterity and the three outcomes. In addition, team flexibility only has a significant indirect effect on the relationship between change leadership and change-specific adaptive behavior and proactive behavior.ConclusionThe current study reveals how team flexibility is established and how such flexibility is associated with employee-level change-specific behavior and perception under an organizational change context. The study indicates that team flexibility is contingent on two factors across two levels: change leadership at team level and balanced ambidexterity at organizational level, which also contributes to individual outcomes of organizational change.

Repairing trust within teams after organizational change

PurposeThis study examines trust-repair practices at the team level after organizational change.Design/methodology/approachA qualitative research approach was adopted, and data were collected from key informants through focus group discussions and interviews. The data analysis involved thematic coding and followed the structured procedure.FindingsThis study found that after organization change, trust can be repaired at the team level by improving team leaders' information sharing and knowledge in change management, and by enforcing communication, collaboration and ethical behaviour among team members.Research limitations/implicationsThis paper makes three key contributions by (1) identifying trust violations in teams, (2) proposing trust-repair mechanisms and (3) extending the understanding of trust-repair and preservation at the team level following organizational change.Practical implicationsThis paper provides practical information from a real-work context and can improve managers' understanding of active trust-repair.Originality/valueThis paper outlines active trust-repair mechanisms in an organizational change context and expands the current theory by presenting novel insights into organizational trust-repair at the team level. This study contributes to trust literature by proposing promising avenues for future trust-repair research.

Organizational Implementation: The Design in Use of Information Systems

Information systems are part and parcel of organizations. Yet, organizations often struggle to realize the benefits that motivate their introduction of these systems. To derive benefit from a new information system, it must be integrated into the structures and processes of the organization. That is, the system must be organizationally implemented. This book is about organizational implementation, which requires thorough preparations but also continues long after the system has gone live: (1) During the preparations, the implementation is planned. This phase includes specifying the effects pursued with the system, adapting the system and organization to each other, and obtaining buy-in for the planned change. (2) At go-live, the system is put to operational use and the associated organizational changes take effect. This phase is about insisting on the planned change even though go-live is normally hectic and accompanied by a productivity dip. (3) During continued use after go-live, implementation continues as design in use. This phase is long and improvisational. It includes following up on effects realization, but it is just as much about embracing the opportunities that emerge from using the system. Apart from covering the three phases of organizational implementation, the book inserts implementation in an organizational-change context and discusses barriers to implementation as well as boosters of implementation. The book concludes with an outlook to larger-scale issues beyond the implementation of one system in one organization and with an overview of the competences needed in the implementation team, which runs the organizational implementation.

The Four Generations of Entity Resolution

Information systems are part and parcel of organizations. Yet, organizations often struggle to realize the benefits that motivate their introduction of these systems. To derive benefit from a new information system, it must be integrated into the structures and processes of the organization. That is, the system must be organizationally implemented. This book is about organizational implementation, which requires thorough preparations but also continues long after the system has gone live: (1) During the preparations, the implementation is planned. This phase includes specifying the effects pursued with the system, adapting the system and organization to each other, and obtaining buy-in for the planned change. (2) At go-live, the system is put to operational use and the associated organizational changes take effect. This phase is about insisting on the planned change even though go-live is normally hectic and accompanied by a productivity dip. (3) During continued use after go-live, implementation continues as design in use. This phase is long and improvisational. It includes following up on effects realization, but it is just as much about embracing the opportunities that emerge from using the system. Apart from covering the three phases of organizational implementation, the book inserts implementation in an organizational-change context and discusses barriers to implementation as well as boosters of implementation. The book concludes with an outlook to larger-scale issues beyond the implementation of one system in one organization and with an overview of the competences needed in the implementation team, which runs the organizational implementation.

The Individual Job Impact of Change and Employees’ Well-Being: Role Clarity and Interpersonal Justice as Leadership-Related Moderators*

ABSTRACT Leadership behaviour plays a key role in terms of change-related well-being and health impact. The objective of this study was to identify leadership determined circumstances which mitigate the potential detrimental effects of the individual job impact of organizational change on well-being outcomes. Based on the Job Demands-Resources Model we explicate two-way and three-way interactions between individual job impact and crucial resources during organizational change provided by leaders (role clarity and interpersonal justice). Specifically, we propose that the combination of these resources will attenuate the relationships between individual job impact and both psychological contract breach/violation and mental ill-health. Field survey data were gathered from 189 employees in a group of hospitals in Germany undergoing restructuring. Only the combination of low demands and high measures of either of the resources was related to favourable criterion levels, implying that the provision of resources is not enough to mitigate negative well-being impact. Rather the increase of demands has to be monitored in phases of change. With high individual job impact, psychological contract violation was low only when both role clarity and interpersonal justice were high (significant three-way interaction). MAD statement This article makes a difference by contributing to the discussion on the central buffering hypothesis of the JDR-M considering the specific context of organizational change. It highlights that drastic individual job impact of change is a particularly difficult scenario for employees in which single or even several combined resources provided by the leader might not be able to buffer followers’ unfavourable well-being impact. We add to change literature by focussing on ‘healthy leadership’ which is relatively underrepresented in research. Our results imply that individual job impact and well-being are important aspects in planning change processes beyond outcomes considered traditionally in Organizational Behaviour Literature.

A Measurement Model of Value of Data for Decision Making in the Digital Era

Despite burgeoning opportunities for data-driven decisions, research shows that decision makers are failing to make sense of data within a broader context of organisational change which presents the following pertinent questions: 1) How can decision makers measure the value of data by giving a holistic account?; 2) How should the organisation-specific blending of machine and human rationality be factored in the measurement model? This study tackles these questions by proposing a novel approach that combines system dynamics and the ability to incorporate data science methods. In addition to a conceptual description, this paper also describes a feasibility test conducted on a small-scale prototype set in a supply chain context. The results show that the use of sophisticated models that have a local scope ('locally rational') might have unintended global consequences. It underscores the need for a holistic model in the decision makers' toolkit providing the ability to run targeted simulations to assess digital investments.

Employee trust repair after organizational change

PurposeThis study examines the trust-repair practices after organizational change.Design/methodology/approachPrevious research on this topic is limited, so an abductive qualitative research approach was adopted. The data were collected from key informants through focus group discussions and interviews.FindingsBeyond previous research findings, this study identified that employee trust can be repaired after benevolence-based trust violations by enforcing ethical behavior and fostering managers' emotional intelligence and after competence-based violations by fostering the sense-making process and by involving third parties in trust recovery. In addition, transparent information sharing and strong management actions predict positive trust outcomes in a change context.Research limitations/implicationsThis paper makes three key contributions to the literature on organizational trust by (1) identifying trust violations after organizational change, (2) proposing a process model on trust repair and (3) extending understanding of trust repair practices by revealing new elements.Practical implicationsThis study provides practical information from a real work context and can improve managers' understanding of active trust-repair practices.Originality/valueThis paper outlines active trust-repair practices in an organizational change context and expands the current theory by presenting novel insights into organizational trust repair. In addition, this paper contributes to the trust-repair literature by proposing promising avenues for future trust repair research.

Transformational leadership style, followership, and factors of employees’ reactions towards organizational change

PurposeThis study aims to investigate the relationship between transformational leadership style and factors of employees’ reactions towards organizational change in the telecommunication sector of Pakistan. Furthermore, to understand the importance of followership it has been analyzed as a moderating variable in the relationship between transformational leadership style and factors of employees’ reactions.Design/methodology/approachA mixed methods study design was applied to investigate the factors underlying the phenomenon of transformational leadership and organizational change. A quantitative research design was followed by qualitative research questions to get more in-depth insights into the used relationships. The primary purpose of the qualitative study design was to support and strengthened the results of the main quantitative research design.FindingsThe results of the study showed that transformational leadership style was positively related to all three factors of employees’ reactions (frequency of change, trust in management and employees’ participation) towards organizational change. Moreover, followership has a significant effect on the relationship between transformational leadership style and factors of employees’ reaction.Practical implicationsThis study suggests that for successful implementation of change in organizations, the employees play an important role and that managers with transformational leadership behaviour play a critical role in shaping positive change reactions. This study also highlights that both transformational leadership and followership are essential elements in shaping recipients’ reactions, with active followers contributing to the role of leadership in the change process.Originality/valueThis study is the first attempt specifically in Asian context to highlight the role of followership as a moderating variable in leadership theory in the organizational change context.