Organizational Change Initiatives Research Articles

Generative Artificial Intelligence and Generative Conversations: Contrasting Futures for Organizational Change?

To what extent are “generative AI” (as a machine-based form of decision-making) and “generative dialogue” (as a human-based form of decision-making) complimentary or competing? What takes precedence in generative change processes? More fundamentally, should generative artificial intelligence (AI) processes assist human decision-making or should human processes assist generative AI decision-making? The possible implications of these questions are explored. Moreover, it is posited that as generative AI evolves and gains more traction in organizational change initiatives, it is important that it is deployed in ways that support generative conversations rather than ways that undermine or replace them.

‘Self-Sustainability’ and ‘Performance’ in Microfinance – The Contextual Relevance of the Terms

The microfinance sector’s Paradigm Shift (PS) of the 1990s caused a drastic shift in the way Microfinance Organizations (MFOs) ensured their long-term survival and sustainability. The PS required MFOs to adopt a commercial approach in all their operations and pursue profitability and self-sustainability rather than depending on the provision of subsidized funds. Resorting to Schatzki’s (2002) ‘site of the social’ theoretical construct and DiMaggio and Powell’s (1983) institutional theory, this empirical paper aims to evaluate the real performance of Pakistan’s microfinance sector, following the PS, in terms of its strict adherence to its founding objectives of eradicating poverty and serving the extreme poor. This qualitative empirical research paper resorts to the Case Study approach to investigate the pre- and the post-Paradigm Shift eras of Pakistan’s microfinance sector for evaluating the sector’s real ‘success’ in accomplishing its founding aim of eradicating poverty at the grass root level. Analysis of the data reveals that the microfinance sector, in its pursuit of profitability and self-sustainability, following the PS, is compromising its founding commitment to its target beneficiaries – the extreme poor. The study contributes a theory, literature and empirical evidence-informed conceptual framework to help guide organizational change initiatives in the peculiar context of a social service/not-for-profit sector and predict outcome quality of such a change for all stakeholders. The study outcomes apprise policy-makers and practitioners on the possible negative consequences of the microfinance sector’s gradual transition from a ‘social-service’ to a ‘commercial’ model for the poor.

Expert Systems in HRM : A Digital Construction

The main objective of this research is to carefully describe the role of Expert Systems (ES) in human resource management discourse. What logical constructs must be built when there is a desire to empower the capabilities of computational expert systems in their pragmatic use. Human Resource Expert Systems (HRES) can mimic the decision-making capabilities of a Human Resource Expert (HRE). The design and development of HRES depends on top management initiative and support. The implementation of HRES should be holistic, with maximum participation from all departments in the organization. This study uses a qualitative descriptive method, with a literature study approach. The main data is drawn from a variety of selected journal papers, taken from reputable journals. Other sources that are compatible with the research, such as news, academic papers, videos and other documents. The study found that there is a challenge to reduce the fear of computers in HR functions and resistance to change. HRES can increase productivity levels by assisting HR managers in making rational decisions to solve unstructured HR related problems. The emphasis is on organizational change and bold initiatives to further implement ES in the HR domain and overcome challenges. This paper aims to analyse the focus areas of HRES and the functions where HRES faces limitations and challenges.

Inter-Organizational Home Care Nursing Teams: A Comparison of a Region Wide Organizational Change Initiative With Success Factors Identified by Forerunners and Team Theory

Teamwork is considered something positive. While there is much research on teamwork in healthcare, research on teamwork in home care nursing is limited. As the need for home care nursing is likely to increase in the future, it is of great interest to investigate the circumstances associated with the implementation of teamwork in home care nursing. The present study compares the results from a large change initiative intended to foster inter-organizational teamwork between municipal home care nurses and doctors employed by the region, with success factors identified by forerunners and contemporary team theory. Eighteen participants representing the organizations involved in the change initiative, and 6 participants from the forerunners, were interviewed, and 3 success factors were identified: fixed doctors in team, co-location of staff, and a shared team identity. However, for the studied change initiative, few of the success factors were present. Since the success factors are similar to factors associated with effective teamwork in the literature, this is problematic. The results indicate that there was a focus on the division of labor between the municipalities and the region rather than on interdisciplinary cooperation. They also suggest that the change initiative, as it worked in practice, did not always make sense from the perspective of the nurses and doctors involved. Thus, we suggest that measures are taken to ensure that change initiatives, like the 1 studied, also make sense on the local level in the organization where most of the implementation takes place.

COMPLEX DATA IN TURBULENT CONTEXTS: TOWARDS ORGANIZATIONAL CHANGE FOR ENHANCED PERFORMANCE

This study aims to investigate the intricate dynamics between perceived organizational change (POC), organizational change performance (OCP), and the mediating role of human resource change strategy (HRCS). The research objectives encompass exploring the direct relationship between POC and OCP, understanding HRCS's mediating role, identifying significant HRCS components as mediators, investigating post-COVID-19 implications on HRCS mediation, and offering evidence-based recommendations for optimizing change performance through strategic human resource practices. In the overall study of employees working in 24 companies in Beijing, the sample size of 16,320 was calculated using the simple random sampling method, and 463 questionnaires were distributed in the study. 423 questionnaires were distributed using simple random sampling methods, and 389 questionnaires were recovered, with a recovery rate of 91.36%. Overall, this research advances our understanding of how employee perceptions and human resource strategies contribute to the success of organizational change initiatives.

Yes, We Can! A Job Embeddedness Perspective on Employee Change Acceptance

ABSTRACT Although change is necessary for organizations to survive and thrive, research suggests many organizational change initiatives fail in their implementation. Fostering individual acceptance of change initiatives is thus vital to successful change implementation. This paper tests a model of individual change acceptance that posits the role of individual perceptions of their history with past organizational change as its primary antecedent. The results suggest that positive history with organizational change is associated with change acceptance via the mediating mechanism of job embeddedness. Study findings broadly suggest that individual attachment is vital to the acceptance of change. These findings contribute to job embeddedness theory and organizational change theorizing by bringing a sociological attachment perspective to the study of change recipient reactions. Theoretical and practical implications are also discussed. MAD statement This paper makes a difference by highlighting the ways in which history with change influences employee acceptance of change initiatives. Practitioners can foster positive employee responses by considering the histories of their personnel. A positive history with change embeds people in their organizations and cultivates receptivity toward change initiatives.

The transtheoretical model of behavior change: Implications for social work practice

ABSTRACT The transtheoretical model of behavior change (TTM) can be used to help people to stop smoking and engage in other addictive behaviors. It has also been used on cancer prevention, HIV risk reduction, dietary change, exercise, occupational safety, and organizational change initiatives. TTM can be used with other therapies to assess an individual’s stage of change. This literature review examines the origins, actors, principles, applications, and evidence relevant to the development of TTM and the ways that it is being applied by members of the social work profession.

Strategies for employees to effect change to improve performance of public organizations

Seventy percent of organizations fail in their organizational change initiatives because of failure to involve employees in the change process. Some managers lack the strategies to implement change initiatives successfully. Using Kotter’s eight-step change model as the conceptual framework, this qualitative case study was conducted to explore public sector managers’ strategies to include employees in implementing organizational change. Semi-structured interviews were used to identify public sector managers’ strategies that include employees in implementing organizational change. Interviews were conducted with eight participants who met the inclusion criteria for this study. Data analysis included methodological triangulation and Yin’s five-phase data analysis. The five resulting principal themes are effective communication, creating and sustaining employee engagement, leadership style effect, developing training programs and processes, and strengthening organizational culture. The findings indicate that managers should focus on how well their subordinates understand the overarching goals of the vision and mission of change initiatives. These findings have potential implications for positive social change that include catalyzing employees to have a healthier attitude at work, have a better sense of work–life balance, and have a sense of belonging. Understanding the contribution of an engaging workforce may enable organizations to improve performance and profits by catalyzing monetary and non-monetary contributions to benefit citizens.

Organizational Change: The Challenge of Change Aversion

Organizational change has been investigated for decades, with many works addressing change adoption challenges. Change aversion, like change resistance, is not uncommon, but going unchecked can reduce organizational change initiative success. This communication aims to provide a concise in-road for students and practitioners to the organizational change and change aversion literature. An attempt is made to enter this complicated discussion in a way that may assist the reader in understanding what change aversion is, how vital acceptance of organizational change is, and that there are operational practices that can facilitate a culture of change acceptance. Aversion to change may result from many factors, including (but not limited to) fear of the unknown, discomfort over a potential loss of control, and the instinctive tendency to prefer the familiar over the unfamiliar. However, despite advancements in the administration of inevitable organizational change moments, challenges related to change resistance can always occur, particularly lacking effective change leadership. Leadership can address resistance early, thus more readily guaranteeing a positive and productive organizational change outcome. Offering employees quality jobs and an inclusive, empathetic, and considerate environment can lead to early organizational buy-in and change acceptance, thereby improving long-term organization efficiencies and outputs. Ultimately, organizational change initiatives are most likely to succeed with buy-in and acceptance, thereby enabling businesses to remain competitive in a continuously evolving environment.

Understanding organizational perspectives from clinical research stakeholders involved in recruitment for biopharmaceutical-sponsored clinical trials in the United States: Recommendations for organizational initiatives to improve access and inclusivity in clinical research

BackgroundEquitable representation of racially and ethnically diverse subpopulations in clinical trials continues to be a problem, and trial participants do not always reflect the demographics of the population that the investigational product will be used to treat. The imperativeness of equitable representation of clinically relevant populations in clinical trials has implications for improving health outcomes, increasing knowledge about the safety and efficacy of new treatments across a wider population, and broadening access to innovative treatment options offered in clinical trials. MethodsThe purpose of this study was to understand organizational elements that are involved in the active implementation of racially and ethnically diverse inclusive recruitment practices for biopharmaceutical-funded trials in the United States. Semi-structured, in-depth interviews were used in this qualitative study. The interview guide was designed to explore the perceptions, practices and experiences of 15 clinical research site professionals related to recruiting diverse trial participants. Data analysis utilized an inductive coding process. ResultsFive themes were identified pertaining to the actual implementation of inclusive recruitment practices that provided explanations for organizational components: 1) provision of culturally appropriate, general disease and clinical trial education 2) organizational structure tailored for diverse recruitment 3) strong sense of mission related to improving healthcare through clinical research 4) culture of inclusion 5) inclusive recruitment practices evolving based on learning. ConclusionThe findings from this study offer insight into improving access to clinical trials by focusing on organizational change initiatives.

Critique and change: The “what”, “why”, “how”, and “so what”

Critique and change: The “what”, “why”, “how”, and “so what”

I value ethics, do you? An employee-oriented perspective on ethical leadership and organizational change

PurposeIn the current dynamic world, organizations required rapid changes to meet the increasing demands of their customers. On the other hand, the practice side claims that the majority of the organizational change attempts fail due to resistance from the employee side. Based on the behavioral theory of leadership, the authors examined the relationship between ethical leadership and organizational change with moderated mediation effect of behavioral resistance to change and commitment to change on the stated relationship.Design/methodology/approachData were obtained from 333 employees, selected at random, in three waves (i.e. pre-change, during change and post-change) using survey methods from services sector organizations operating in Pakistan.FindingsThe authors found that ethical leadership was positively linked to organizational change and this relation was partially mediated by the commitment to change. Further, behavioral resistance to change weakened the relationship between ethical leadership and commitment to change.Practical implicationsThe current study illuminates the importance of ethical leaders in the organizational change process, and empirical findings also gave an important direction to build change commitment in employees to reach positive results. Further, change leaders should use ethical practices in the workplace during organizational change initiatives to deal with behavioral resistance to change.Originality/valueThis study links ethical leadership with organizational change using the behavioral theory of leadership, an unexplored area in the existing literature that gives a new insight to academia and practice side officials to successfully implement any organizational change initiative.

An Instructional-Workforce Framework for Coordinated Change in Undergraduate Education

In Short The work of higher education instructors across many types of positions and institutions has been widely recognized as central to systemic change in undergraduate STEM education, and this work likely plays a strong role in other disciplines. The quality of instruction and other educational practices relates directly to the quality of student learning and to equitable and just outcomes for students. We propose an instructional-workforce framework that aligns and links three levers, key facets of organizations that, when applied appropriately, propel changes: the professional development leading to and throughout instructors’ careers, their roles in academic governance, and the evaluation and reward systems related to their work. This framework provides guidance for change agents and initiatives in departments, schools, institutions, and disciplinary and other organizations, as well as for funding agencies, on how to engage with, support, and seek to improve conditions and practices for and with those who teach undergraduates.

Towards successful organizational change management: New process model identification

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

Organizational Change: Considering Truth and Buy-In

Organizational change initiatives are often undertaken to update major business structural components or practices to meet the evolving needs of a changing industry. Unfortunately, explicit emphasis on the importance of truth and buy-in is missing from most, if not all, change initiatives. Including these factors is essential because the acceptance of explanations (truth) for change, resulting in stakeholder buy-in and commitment to change, may be among the most significant challenges to organizational change success. Indeed, the absence of leadership-conveyed truth-telling, and stakeholder truth acceptance, restrains the ability to grow, change, develop and evolve as an organization. Thus, insufficient truth acceptance and buy-in results in deficient stakeholder engagement and a decreased likelihood of organizational change initiative success. Moreover, the benefits of truth acceptance and buy-in stretch well beyond organizational change initiatives and positively influence work performance, commitment, satisfaction, and turnover. Therefore, the concepts of truth and buy-in are multi- and inter-organizational and essential at all levels of an organization. The purpose of this communication is to consider the general role(s) of truth and buy-in in the organizational change process and to serve as a reminder of the importance of explicitly including and achieving both early in the change initiative process.

Taking open answers seriously: gaining insights into the perilous undercurrent of organizational change

PurposeThis study aims to discuss the usefulness of free-text comments to gain insights into participants' opinions about an organizational change project.Design/methodology/approachA secondary analysis of 152 free-text answers to an open question in a questionnaire evaluating the implementation of lean facility design was conducted.FindingsThe authors identified three categories of responses to change: (1) dismissive – lean unrelated, (2) dismissive – lean related and (3) supporting – lean related. Notably, the large majority of the comments were dismissive by nature and unrelated to lean. Furthermore, critical responses also emanate from the most supportive group (critical friends).Practical implicationsQuintessential to change management is understanding how those involved perceive the changes. Free-text comments offer an opportunity to gain a view on these perceptions, particularly perceptions that often stay covert whilst having the potential to undermine change initiatives. At the same time, the comments may also be used to capitalize on constructive criticisms.Originality/valueThis study delivers a unique view on how free comments allow developing a broader understanding of hospital staff's responses to an organizational change initiative and particularly its “undercurrent” that may potentially have significant implications to change processes.

Strategies to Achieve High Adoption of Organizational Change Initiatives within the AEC Industry

Strategies to Achieve High Adoption of Organizational Change Initiatives within the AEC Industry

Organizational Implications of Pope Francis’ Integral Ecology

We explore Pope Francis's “integral ecology” in the encyclical Laudato Si (Francis, 2015) as it provides us with an agenda for a planetary virtue ethic that should inspire the field of Organizational Development to reconsider the moral implications of our work. We begin by offering the framework of virtue ethics as a way of understanding Laudato Si (LS). We then summarize the argument in LS as it focuses on four ecological issues—climate change, pollution, water, and the plight of the poor as we tease out the document's implicit virtue ethic. Finally, we propose how OD practitioners can become more aware of the lens through which they approach their task, thereby coming to regard organizational change initiatives and moral-identity development as a single, undifferentiated, act.

The role of cynicism in follower championing behavior: the moderating effect of empowering leadership

PurposeThis study investigates how, in the context of organizational change initiatives, the adoption of empowering leadership can foster positive social exchange relationships between leaders and subordinates, in turn, neutralizing cynicism about organizational change (CAOC) and allowing follower championing behavior (FCB) to emerge.Design/methodology/approachThe authors analyzed data from 908 faculty members from 11 top-rated public universities in Indonesia. The data used in this research are multisource, so the data processing steps are rwg and ICC tests, data quality testing, and hypothesis testing.FindingsThe authors found that CAOC among these members had a negative effect on their FCB, but this negative effect was buffered by the presence of empowering leadership.Research limitations/implicationsThe authors' research captures perceptions at one point in time. Future research could adopt a longitudinal approach to simulate empowering leadership stimuli and investigate the impacts of FCB.Practical implicationsThis study contributes to Indonesian business management, which exhibits a culture of high power distance. The findings suggest that managers should improve managers' interpersonal communication with subordinates and consider managers' feelings toward change in the organization so that managers' subordinates will provide feedback in the form of decreasing cynicism and will exhibit FCB.Originality/valueThis study contributes to the understanding of why CAOC may not be expressed explicitly in Asian countries due to Asian collectivist and high power-distance values that discourage subordinates from voicing their disagreement with change initiatives.

Effective communication during organizational change: a cross-cultural perspective

PurposeThere is a growing consensus about the role of communication in facilitating employees' acceptance of and support for organizational change initiatives. However, little is known about why communication breakdowns occur during change or how change recipients' cultural values can influence the effectiveness of communication in this context. The study addresses this gap.Design/methodology/approachThe authors develop a theoretical framework that links four purposes of communication during change—disrupting, envisioning, legitimizing, and co-creating—to change recipients' cultural orientations. The authors also develop propositions that highlight how change agents' cultural sensitivity influences the relationship between communication purpose and the change readiness of change recipients.FindingsThe study implies that greater awareness and consideration of cultural values can reduce the likelihood of communication breakdowns and promote greater acceptance of and support for change initiatives. The authors conclude by discussing the implications of their theoretical framework for micro-level perspectives on change.Practical implicationsAlthough failures to change have in the past been linked to poor communication efforts by change agents, less is known about how or why communication breakdowns occur from the perspective of change recipients. The framework teases out issues related to the “what”, ‘how”, and “why” aspects of communication and offers prescriptions on the best approaches to communicate change.Social implicationsDespite the rise of multicultural workforces and a recognition of the role played by cultural values in influencing leadership practices across cultures, theories of change have neglected these elements. Effective change efforts not only help enable economic and social renewal, they also enable the well-being of employees. Additionally, many change initiatives in the modern era have social implications (e.g. enhancing sustainability, inclusion and diversity).Originality/valueA key contribution is a synthesis of different bodies of literature that have developed separately from each other. The authors offer some nuanced and counter-intuitive insights into what makes communication effective during change and identify culturally sensitive communication as an antecedent of change readiness.