Framework For Organizational Change Research Articles

Facilitating Change in Health Organizations

Purpose: Significant time and effort are needed to facilitate organizational change; thus a well-constructed conceptual model may help health professionals identify and overcome the barriers impeding this process.Design / methodology / approach:Currently, there is no single framework for organizational change that has gained widespread acceptance. However, two well-validated organizational models are the Prochaska and DiClemente transtheoretical model and Green et al. al.’s health promotion model. In this paper we synthesize these models in the context of organizational change for a physician audience. Findings: We created a new model of organizational change that keeps the best elements of both the Prochaska and DiClemente transtheoretical model and Green et al. al.’s health promotion model. Furthermore, an example is illustrated using this approach.Originality / value: Most health organizations lack a consistent approach to managing change. As a result they have not been as effective in this area as they could be. Most previous organization change theorists have attempted to solve this dilemma by constructing new models of organizational change, which they hope will eventually become the dominant model. Our approach is original in that we have incorporated the best features of two pre-existing models. The value of this approach is that improving these existing models has a much greater potential for widespread acceptance than developing yet another new model.

A framework for organisational change management in lean manufacturing implementation

Lean manufacturing system has been widely applied in manufacturing companies worldwide. However, the low success rate of lean transformations in many countries has given a cause for concern. Much of the literature had pointed out that the main reason is due to the failure in managing the change process during a lean manufacturing transformation. This paper presents a thorough literature review for lean manufacturing approach in the context of organisational change management. Finally, the authors have proposed an organisational change framework for lean manufacturing implementation that would serve as the basis for further empirical research and validation. The framework will further expand the body of knowledge by linking organisational change management with the transition to implementing a lean manufacturing system.

Social accounting and organisational change: an exploration of the sustainability assessment model

There is increasing recognition that social and ecological challenges necessitate societal change. In responding to these challenges a number of tools have been mooted as having the potential to facilitate change at the organisational level. Accounting is one such tool which is implicated in changing the mental models of those making decisions in organisations (Bebbington, 2007a). However, the role that accounting performs is uncertain and calls have been made to extend our understanding by exploring further empirical cases (Bebbington, 2007a, 2007b; Bebbington, Brown and Frame, 2007a; Bebbington, Brown, Frame and Thomson, 2007b; Tilt, 2006) in a way which can make explicit a priori assumptions of change (Broadbent and Laughlin, 2005). Experimenting with social accounting technologies may provide greater insight into their limiting and enabling aspects. Examples of such technologies include full cost accounting (FCA), the sustainable cost calculation (SCC) and, most recently, the sustainable assessment model (SAM). The SAM is an accounting technology developed to incorporate sustainability considerations into organisational decisionmaking and, potentially, accountability processes. In constructing and implementing new accounting technologies such as the SAM, researchers are confronted with two key challenges: first, a lack of empirical exploration within field studies means the impact a new technology may have is not well documented (Gray, 2002); second, the extant theorisation with which to evaluate 'successful' implementations remains underdeveloped (Gray, 2002). For example, use of non-explicit evaluative criteria glosses over the necessary aspects by which people can facilitate and evaluate change (Thomson and Bebbington, 2004, 2005; Dillard, 2007). This thesis explores the potential of the SAM to foster more critically reflective organisational accounts in the pursuit of sustainability, and involved the application of the SAM in two New Zealand case-study sites. In total, forty-seven individual and group semi-structured interviews were conducted over a three-year period. The resulting empirics provided the basis of an organisational narrative, structured according to Laughlin's (1991) organisational change framework, and evaluated using a Freirian heuristic. Laughlin (1991) provides a framework that sensitises the researcher to identify facets of change considered salient in the application of the SAM. His framework provides a structure for the organisational narrative (that is, both a 'technical' account on how the SAM was applied and a descriptive account on what specific change may have occurred in the organisation). However, drawing on Laughlin's (1991) framework presented two key challenges: first, the SAM requires a critical evaluation framework that makes explicit a priori assumptions of change that are not evident using Laughlin's (1991) 'real' and 'superficial' change categorisation; second, the skeletal nature of the framework focuses insufficient attention on how change occurs (Laughlin, 1991, p.229).…

The Formative Context of Organizational Hierarchies and Discourse: Implications for Organizational Change and Gender Relations

Society as artifact, meaning society as a thing that is made and imagined, is a central aspect of Roberto Unger's constructive social theory. This article develops Unger's social theory, specifically his notions of organizational hierarchy, discourse, and organizational change, and applies it to an understanding of gender relations at work. Constructive social theory is defined with a focus on the instrumental concept of formative context. A critical perspective of Unger's constructive social theory is also presented to illustrate its strengths, challenges and limitations. Drawing on literature from a variety of sources and perspectives, organizational hierarchy, organizational discourse, organizational change and gender relations are viewed through a formative context lens. The concept is then applied as a framework for organizational change through change in organizational discourse, specifically language. Change in organizational discourse through language is utilized as a means of improving gender relations: in particular, the advancement of women in organizations.

Exploring archetypal change: the importance of leadership and its substitutes

PurposeThe purpose of this paper is to examine the process of transformational organizational change that occurred over time in a small manufacturing firm using the conceptual framework of organizational change and archetypes.Design/methodology/approachThis longitudinal study – which is based on six cycles of interviews with all members of the firm over a two‐year period – examined how the change attempt was perceived by the strategic leadership, middle‐level managers, and lower‐level employees.FindingsThe findings suggest that the pace of archetypal change is influenced by organization members' experience with, and capacity to, assimilate the change; that, sequentially, new structures and systems are implemented prior to new interpretive schemes; and that unresolved excursions are non‐linear. These findings question the conventional wisdom about the importance of leadership in sustaining organizational transformation. Most notably, it was found that most of the archetypal change occurred after the initiating change agent (a new CEO) had left the firm and been replaced by the previous CEO who did not support the proposed changes.Originality/valueThe paper offers the first longitudinal study to examine the issue of substitutes for strategic leadership. In addition to two new substitutes that should be considered at this level of analysis – information systems and interpretive schemes – the data also point to the impact of collective action by mid‐level supervisors and employees.

A new framework for managing change

PurposeExperience shows many change initiatives fail to deliver. They are not always a total failure, but they get stalled, misdirected, or only partially achieve the required results. The main purpose of the research reported in this paper was to examine the apparent gap between often‐seen approaches and “best practice”, the output being a helpful framework to support future initiatives. This led to an Organisational Change Framework being developed, based on the experience of many organisations.Design/methodology/approachIn total, 28 organisations, from a variety of industries including the public sector, were interviewed to gain their insights on how to manage change successfully. The research, which was conducted over a six‐month period, examined a number of themes covering the triggers for change, planning for change, and implementing change. The forces for change, as experienced by the respondents, were also captured.FindingsA number of insights were identified through the research. The research showed that successful change focuses on both strategic and operational issues. The key link between the strategic objectives and operational improvement is the core processes, which need to be understood, measured and improved. If the link is broken, then the change is ineffective.Originality/valueThe research led to the definition of two main constructs of change management: readiness for change and implementing change.

Toward the Implementation of Mental Health Consumer Provider Services

Encouraged by the New Freedom Commission, mental health systems such as the Veteran Administration (VA) are now becoming more recovery-oriented. Consumer providers (CPs)--those with serious mental illness who are further along in recovery who provide services to others with similar mental health problems--are viewed as a key part of this change. However, organizational change theories suggest that careful consideration of implementation issues is critical when disseminating new and sometimes controversial services into existing organizations. Therefore, to guide the dissemination of CP services, the literature on the effectiveness of CPs was reviewed, and interviews, focus groups, and a brief survey of 110 administrators, providers, and patients were conducted at three large VA clinics in Southern California. Questions focused on their perceptions of feasibility and acceptability of CP services. Using literature and study findings, an organizational change framework and other strategies to overcome potential implementation challenges of CP services are suggested.

Linking environmental activity and environmental disclosure in an organisational change framework

PurposeOver the past decades, a plethora of papers have been written describing organisations' reaction to pressure on them to change their practices regarding the natural environment. These papers can broadly be classified into two groups, those research papers interested in organisations' activities and strategies to deal with environmental issues, and those concerned with the external reporting or disclosure of information regarding organisations' effects on the environment. What appears to be missing in this research is very much detailed analysis of the link between these two areas. This paper aims to address this issue.Design/methodology/approachThis paper, while calling for empirical work to be carried out to investigate this link further, discusses the assumptions made about this link in previous research and then theorises what our expectations for this link might look like given our current knowledge of reporting practices, and the abundance of reporting frameworks and guidelines that currently exist.FindingsThe paper augments a model developed by Gray et al. in 1995 that suggests a hierarchy of responses to environmental pressures, within the context of organisational change. The augmentation adds an accounting element to the model by considering the reporting that organizations may undertake depending on their location in the change process.Research limitations/implicationsThe model provides a basis for investigation of the link between organisational change as a result of environmental pressures, and reporting. The paper suggests a number of future research projects, using the model as a basis for empirical investigations.Originality/valueThis paper extends an existing model to produce a comprehensive framework that provides a basis for further investigation of the relationship between accounting (albeit a broad definition of accounting to include environmental reporting) and organisational change.

Quality management in the 21st century implementing successful change

Experience shows many change initiatives fail to deliver. They are not always a total failure, but they get stalled, misdirected, or only partially achieve the required results. As the speed of change in the external environment increases by the minute, the authors set out to identify the common success factors for managing change. The main purpose of the research reported in this paper was to examine the apparent gap between often seen approaches and 'best practice', the output being a helpful framework to support future initiatives. This led to an Organisational Change Framework being developed, based on the experience of many organisations.

Strategic Transformation in Public Health: In the Case of the Centers for Disease Control and Prevention

Current public health debate centers on the content and extent of health problems, appropriate solutions, and acceptable practices. This essay describes and analyzes how a number of countries are answering these questions using an emerging conceptual framework of organizational change. Special attention is paid to the recent strategic transformation of the United States Centers for Disease Control and Prevention. This process of organizational change used extensive deliberation among stakeholders over the organization's goals, and based on these goals, implemented a novel matrix structure for increased effectiveness. However, this essay reveals a number of short-term costs associated with this form of organizational goal setting and change.

From function to process: a logistics‐based framework for transforming Tetra Pak business support

AbstractThis article describes a logistics‐based framework for organizational change of service organizations. This framework is based on the key concepts of modern logistics: systems thinking for a holistic approach to business; process orientation for structure of the organization; and process management for continuous change and improvement. The development of logistics as a research and practitioner discipline means that logistics can now contribute outside the traditional field of logistics—to change service organizations. This article is based on a case study, in which the framework was developed. Thus, the article is based on action research as main research method. Copyright © 2004 John Wiley & Sons, Ltd.

Revolution or Evolution? A Comparison of Object-Oriented and Structured Systems Development Methods

This paper examines the changes engendered when moving from a structured to an object-oriented systems development approach and reconciles the differing views concerning whether this represents an evolutionary or revolutionary change. Author co-citation analysis is used to elucidate the ideational and conceptual relationships between the two approaches. The difference in conceptual distance at the analysis and design level compared to that at the programming level is explained using Henderson's framework for organizational change. The conceptual shift during analysis and design is considered architectural, whereas for programming it is deemed merely incremental. The managerial implications of these findings are discussed and suggestions for improving the likelihood of success in the adoption of object-oriented systems development methods are provided.

Performance Measurement of a Pharmacist-Directed Anticoagulation Management Service

The purpose of this study was to use a performance-driven organizational change framework to measure both the clinical performance and time performance of a pharmacist-directed anticoagulation management service. A sample of 286 consecutive encounters between patients and anticoagulation management service staff was selected over a 2-month period at the anticoagulation management service of a midwestern university medical center. Data were analyzed using descriptive statistics, logistic regression, and linear regression analysis. Regression-based estimates documented that patients with at least one regimen adherence problem were approximately 10 times more likely to be outside their clinical INR range (clinical performance issue) and required an average of 4 minutes more per encounter (time performance issue) compared with patients who exhibited no adherence problems. Performance metrics such as clinical and time performance can be useful for organizational adaptation and organizational growth decisions related to an anticoagulation management service.

Towards a synthesis of the classical and quantum paradigms

Presents a critical analysis of the “planned change” and “learning organization” approaches to organizational change, and their underlying classical and quantum paradigms. Drawing on a review of the corresponding paradigms in modern physics, concludes that both approaches are incomplete, as they fail to identify a common unifying basis for the organization. Identifies as a unifying basis the “subjective” aspect of the organization, which is accessible in the consciousness of its individual members; then locates a comprehensive framework for organizational change in the worldview of the ancient Vedic tradition of knowledge. The corresponding strategy for organizational development is based on the utilization of systematic, effective techniques for the development consciousness which have been introduced by Maharishi Mahesh Yogi. Empirical research has shown these techniques to develop the mental, physiological and social capacities of the individual. It is predicted that this consciousness‐based strategy, applied in the organizational context, will simultaneously strengthen the alignment between the organization’s goals, the development of the individual and the needs of the environment.

Increasing access and building equity into mental health services: an examination of the potential for change.

This article explores the use of mental health care services by ethnoracial people in Canada and distinguishes between the reasons for underutilization of services by ethnoracial groups and the barriers which prevent ethnoracial groups from accessing services. Research focusing on Canadian race relations is reviewed to reveal how they are paralleled in the functioning of mainstream mental health care organizations. Existing policies and attitudes are then considered in relation to how they support or impede interventions to increase accessibility to services. Finally, frameworks for organizational change based on multiculturalism and anti-racism are presented, and the advantages and disadvantages of both are articulated.

Transfer of behavioral intervention technology to a sexually transmitted disease clinic.

This article describes the authors' approach to introducing a behavioral counseling intervention into a local health department STD clinic setting. The goal of the intervention was to change the sexual practices of clients with STDs. The project was a collaborative effort with a local health department, school of public health, and a community training organization. The authors used an organizational change framework for implementing the intervention.

An Ethics Framework for Organizational Change

The proliferation of managed care has introduced conflicts of interest in health care that can create tension in the traditional care provider-patient relationship. In order to address the emerging trends and potential ethical dilemmas presented by managed care, health systems must develop a framework for intentional ethical reflection. The article outlines the essential elements of a caring ethical framework and describes how one integrated health system created a framework of ethical guiding principles and an ethical organizational structure to facilitate integration of those principles throughout the organization.

An Ethics Framework for Organizational Change

The proliferation of managed care has introduced conflicts of interest in health care that can create tension in the traditional care provider-patient relationship. In order to address the emerging trends and potential ethical dilemmas presented by managed care, health systems must develop a framework for intentional ethical reflection. The article outlines the essential elements of a caring ethical framework and describes how one integrated health system created a framework of ethical guiding principles and an ethical organizational structure to facilitate integration of those principles throughout the organization.

Introduction of Total Quality Management (TQM) into the Process of Teaching Management: A Discussion of Initial Applications

In management education, Total Quality Management (TQM) has primarily been presented as a course topic or framework for organizational change, and TQM applications at the course level are limited. This article discusses the design, development, and operation of a course-based TQM model built upon students as internal customers plus continuous course improvement through: (a) student advisory committees, (b) regular evaluation surveys, and (c) course evaluation surveys. The article integrates TQM principles with details on course application and instructor experiences. Observations and recommendations are presented that highlight difficulties and opportunities for implementing a continuous improvement process for instructional excellence.

Developing strategic perspectives on business process reengineering: From process reconfiguration to organizational change

Successful business process reengineering (BPR) efforts in many firms have been reported to significantly improve productivity and reduce staff. However, as the reality of large-scale process change sets in and reengineering failures start coming to the forefront, more careful thought must be given to the change process itself, and it is important that senior leaders in the organization develop a high-level strategic perspective on this multifaceted change phenomenon. To help develop this perspective, a process reconfiguration model and a framework of organizational change in BPR are presented in this paper. The process reconfiguration model shows how various functional activities involved in a business process may be reconfigured through a reengineering initiative. Such fundamental reconfigurations may be facilitated by the application of IT as well as a number of innovative organizational changes. Building upon this process reconfiguration model, a framework depicting elements of organizational change associated with BPR is presented. The framework identifies the various sources of changes, elements of change implementation, and the direction of organizational change stemming from BPR. It is hoped that based on this framework, we may be better able to plan and implement the complex process of organizational change associated with BPR.