Organizational Change Perspective Research Articles

Pathways to Responsible Use of AI at Work - An organizational change perspective

Pathways to Responsible Use of AI at Work - An organizational change perspective

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.

The organizational mechanism of new technology implementation: an empirical study in the Chinese construction industry

ABSTRACT In the past decade or so, an increasing number of construction organizations have shifted from traditional CAD to BIM, which requires organizations to make corresponding changes and can be seen as a progressive organizational change. However, existing research knows little about the organizational management mechanisms for BIM implementation. From the perspective of organizational change, considering the role of transformational leadership and organizational unlearning, this study constructs a framework to explore the organizational mechanism of BIM implementation. Based on empirical analysis of 124 samples from mainland China, it was found that transformational leadership contributes to the improvement of an organization’s BIM implementation level and the pathway is mainly achieved through organizational unlearning. This study contributes to the construction industry’s organizational change and new technology implementation by inferring and validating the positive roles of transformational leadership and organizational unlearning in promoting BIM implementation. Research findings can also provide helpful guidance for industry participants to implement BIM within organizations successfully.

Deployment of academic staff and disciplinary contexts in strategies for curriculum internationalization: a dynamic resource-based view of organizational change

ABSTRACT In higher education literature, academic staff have long been considered the main blockers in internationalizing study programs, but recent research suggests that the real blockers are the many changes required in their disciplinary contexts. However, both perspectives have not been based on organizational change theory including academics and their disciplinary contexts. This article examines the recurring institutional issues with strategies, resources, and connections with curriculum internationalization from a Dynamic Resource-Based View of organizational change. The dimensions of this resource-based organizational change theory have been decomposed into five propositions for investigating the value of strategies for curriculum internationalization as perceived and experienced by academic staff in specific disciplinary contexts. In a multiple case study of four disciplinary contexts in a West-European university from 2012 to 2020, we studied 56 strategic documents and 29 in-depth interviews with academic staff. Our theory-based approach and value-adding analysis with multiple data, cases, and researchers allow for theoretical generalization with implications for higher education strategy development in various regions of the world. Our findings reveal that, as a process involving organizational changes, curriculum internationalization requires more explicit, integrative strategies, adequate deployment of leadership, knowledge, and academic staff competencies, and strategic alignment with core processes and the specifics, commonalities, and dynamics of disciplinary contexts. Based on the selected theoretical perspective of organizational change, we present new explanations and practical guidelines to substantiate and improve the process of internationalizing study programs. At the same time, we demonstrate the critical role of academic staff and their disciplinary contexts.

An organizational change perspective on the incorporation of parkour in a gymnastics federation

Over the last decades, sport federations have been confronted with new variants of sports, such as parkour. Parkour is considered a lifestyle sports which embraces a specific culture that often conflicts with the culture of federation-organized sport (Sterchele and Ferrero Camoletto 2017). Participation in lifestyle sports is increasing rapidly, which may pose a threat to the market position of federations regarding leisure sports (Gilchrist and Wheaton 2011). Despite the studies emphasizing the dichotomous relation between sport federations and lifestyle sports, our study explores why and how both can reconcile. In particular, our study examined how and why readiness for change was achieved in the gymnastic federation as well as in the parkour community for integrating parkour into the federation. Applying a single-case study design, drawing on Oakland and Tanner (2007) change framework, our study revealed several key mechanisms to develop a lifestyle sport in a federation context. Organizational learning proved to be an essential determinant to overcome the cultural differences. Furthermore, our results emphasized the importance of leveraging behavioural and technical leadership in the change process. This study enhances sport managers’ knowledge on how they should approach lifestyle sport communities, while delivering insights to lifestyle sport communities on the intentions of federations regarding their sport.

Exploration and Practice of the Reform Model of College Homework from the Perspective of Organizational Change

Homework assignment, as an important part of teaching, is an extension of the first classroom and plays an important role in strengthening professional knowledge transmission, job skill training, and professional quality cultivation. Whether the homework assignment is standardized, timely, and effective directly affects the quality of talent cultivation. This study takes A University as an example to actively explore the mode of homework reform, in order to strengthen the process evaluation of students, improve the result evaluation, and improve the comprehensive evaluation, providing reference and reference for universities to carry out homework reform, and promoting the high-quality development of higher education and teaching.

Adaptive dynamical systems modelling of transformational organizational change with focus on organizational culture and organizational learning

Transformative Organizational Change becomes more and more significant both practically and academically, especially in the context of organizational culture and learning. However computational modeling and a formalization of organizational change and learning processes are still largely unexplored. This paper aims to provide an adaptive network model of transformative organizational change and translate a selection of organizational learning and change processes into computationally modelled processes. Additionally, it sets out to connect the dynamic systems view of organizations to self-modelling network models. The creation of the model and the implemented mechanisms of organizational processes are based on extrapolations of an extensive literature study and grounded in related work in this field, and then applied to a specified hospital-related case scenario in the context of safety culture. The model was evaluated by running several simulations and variations thereof. The results of these were investigated by qualitative analysis and comparison to expected emergent behaviour based on related available academic literature. The simulations performed confirmed the occurrence of an organizational transformational change towards a constant learning culture by offering repeated and effective learning and changes to organizational processes. Observations about various interplays and effects of the mechanism have been made, and they exposed that acceptance of mistakes as a part of learning culture facilitates transformational change and may foster sustainable change in the long run. Further, the model confirmed that the self-modelling network model approach applies to a dynamic systems view of organizations and a systems perspective of organizational change. The created model offers the basis for the further creation of self-modelling network models within the field of transformative organizational change and the translated mechanisms of this model can further be extracted and reused in a forthcoming academic exploration of this field.

Strategic choice in times of stagnant growth and uncertainty: An institutional theory and organizational change perspective

This conceptual study provides insight into the strategic behaviors of firms facing slow growth in times of economic stagnation. Recognizing the inevitability of periods of economic stagnation—with another downturn expected as early as 2022, we note that most industry classifications are considered mature and characterized by a few extremely large companies in each industry group. We introduce the Fortune 500 as an important cross-industry collective of these large firms and suggest that they now comprise an institutional field. This development explains their isomorphic behavior during the recession triggered by the financial crisis of 2008 as well as their subsequent motivation for change. Using the pertinent literature from institutional theory and organizational change, we posit that the appropriate firm-level response (strategic choice) during periods of slow growth is to maintain legitimacy and membership in the field by adopting a proactive approach that focuses on improving top-line growth. We synthesize frameworks found in the literature and provide a “menu” of five strategic options companies should consider to turn their firms around by redirecting growth from the short term to the long term. We discuss implications for boards and executives anticipating significant economic deceleration.

An Organizational Change Perspective for the Curriculum Internationalization Process: Bridging the Gap Between Strategy and Implementation

Following a rapidly changing external environment, internationalization has become an institutional phenomenon with strategic relevance for universities worldwide. However, the frequently reported gap between theory and practice remains. Engaging staff and achieving successful organizational implementation appears increasingly problematic with more stakeholders and disciplines involved. This study explores the long-time gap between strategy and implementation with Pettigrew's organizational change framework (1987). We conducted a systematic scoping literature review of articles about curriculum internationalization ( N = 325) published in English in peer-reviewed journals between 2000 and 2022. Our study demonstrates that the organizational change perspective provides guidelines to improve and facilitate the process. Based on an organizational change perspective we developed a comprehensive framework that may contribute to more effective strategies for staff engagement and meaningful implementation outcomes for curriculum internationalization in higher education.

Gamification approaches for open innovation implementation: A conceptual framework

In today's business environment, knowledge sources for innovation are widely distributed n the economy, pushing firms to shift from a closed to an open model of innovation. However, the successful implementation of an open innovation model requires overcoming the inertia that hinders organizations facing environmental changes. The aim of this research is to build a conceptual framework of how gamification approaches might help firms overcome inertia in open innovation implementation following an organizational change perspective. After a systematic literature review, we posit that a gamification approach can help firms overcome inertia shortcomings with respect to the three stages of organizational change that are needed to implement open innovation: unfreezing, moving and institutionalizing. This research sheds light on the barriers to open innovation and contributes to the theoretical literature on gamification. Organizations can take advantage of the new opportunities in gamification to manage the challenges of implementing an open innovation process.

How organizations adapt their HR practices to a changing environment: 11 theoretical dimensions to inform human resource management

AbstractDespite the growing interest in Strategic Human Resource Management (SHRM), little is known about the process by which organizations adapt their HR practices to changes in the environment. In order to open this so‐called black box, we transpose 11 theoretical perspectives of organizational change from the field of management to HRM. We also highlight the contributions of each one according to the dimensions of change: the what (the nature of the change in HR practices); the why (triggers for change); the what for (the goals targeted by the change); and the how (the process by which the change in HR practices is implemented).

Comment les organisations adaptent leurs pratiques RH aux changements de l'environnement: 11 perspectives théoriques pour éclairer la gestion stratégique des ressources humaines

AbstractDespite the growing interest in Strategic Human Resource Management (SHRM), little is known about the process by which organizations adapt their HR practices to changes in the environment. In order to open this “black box”, we transpose 11 theoretical perspectives of organizational change from the field of management to HRM. In addition, we highlight their contributions according to the dimensions of change: 1) the “what” (the nature of the change in HR practices); 2) the “why” (triggers for change); 3) the “what for” (the goals targeted by the change); 4) the “how” (the process by which the change in HR practices is implemented).

A Systematic Review of the Literature on Digital Transformation: Insights and Implications for Strategy and Organizational Change

AbstractIn this article we provide a systematic review of the extensive yet diverse and fragmented literature on digital transformation (DT), with the goal of clarifying boundary conditions to investigate the phenomenon from the perspective of organizational change. On the basis of 279 articles, we provide a multi‐dimensional framework synthesizing what is known about DT and discern two important thematical patterns: DT is moving firms to malleable organizational designs that enable continuous adaptation, and this move is embedded in and driven by digital business ecosystems. From these two patterns, we derive four perspectives on the phenomenon of DT: technology impact, compartmentalized adaptation, systemic shift and holistic co‐evolution. Linking our findings and interpretations to existing work, we find that the nature of DT is only partially covered by conventional frameworks on organizational change. On the basis of this analysis, we derive a research agenda and provide managerial implications for strategy and organizational change.

Evolution of Employee Performance Management in the U.S. Federal Agencies

Despite the prevalent pessimism about the effectiveness of performance management in the public sector, U.S. federal government have endeavored to improve the implementation practices of employee performance management. Drawing from the organizational change perspective, this study examines whether the perception of appraisal fairness and feedback quality has improved over the last ten years. Also, it investigates if the impact of employee performance management on work effort has increased. Analyzing the Federal Employee Viewpoint Survey from 2010 to 2019, it is demonstrated that the perception of appraisal fairness and feedback quality has gradually improved over the last decade and so does the effect size of employee performance management on work effort.

The Effectiveness of LMX in Employee Outcomes in the Perspective of Organizational Change

The Effectiveness of LMX in Employee Outcomes in the Perspective of Organizational Change

Organizational Culture and Organizational Commitment in Software Product Line Institutionalization: the Perspective of Organizational Change

This study aims to investigate what factors of organizational culture are associated with successful institutionalization of software product line and to explore if organizational commitment has a mediation effect on the relationship between these factors of organizational culture and software product line performance. To do this, this study collected data from 352 employees of a Korean company by survey method. Also, a structural equation modeling has been taken. As a result, as a result of the three organizational cultural types first proposed to take into account the features of the software engineer, result-oriented culture, open system culture, and employee-centered culture increase their commitment to the organization. Second, software engineers' emotional commitment to organizations improves SPL performance. Finally, software engineers' emotional, organizational commitments mediate the relationship between employee-centric culture and SPL performance. This study is the first one to show the organizational culture types associated with psychological contracts and to understand how these organizational cultural types affect software product line performance through organizational commitment. The results of this study provide conceptual insight to administrators who want to find organizational culture types without sacrificing software product line performance.

Realized absorptive capacity and entrepreneurial universities’ organizational change: the role of process innovation practices

Although essential to all institutions, organizational change is a complex and high risk activity. In this paper, we examine how organizations develop and implement capabilities to facilitate organizational change. Drawing on the dynamic capability perspective and a ‘resourcing’ synergy view, we investigate how realized absorptive capacity in terms of transformation and exploitation capability directly affects organizational change, and how process innovation practices act as an effective mechanism that link transformation and exploitation capability with organizational change. To distinguish our analysis, we focus on both an emerging organizational form and an emerging economy context. Specifically, on the basis of a questionnaire survey of 316 academics from entrepreneurial universities in Malaysia, we find that both transformation and exploitation capability are facilitators of organizational change. However, the relationship of transformation capability with organizational change is fully mediated by process innovation practices, while the relationship between exploitation capability and organizational change is partially mediated by process innovation practices. Our research therefore contributes to the dynamic capability perspective of organizational change and absorptive capacity by highlighting the importance of integrating organizational transformation and exploitation capability with process innovation practices in different ways to facilitate organizational change. Our findings and accompanying discussion on how process innovation practices can generate moves towards universities that are more entrepreneurial will also be of interest to university managers and policy makers.

The trade-off between institutionally proximal and distal markets: The impact of home market pressures on firms’ export market selection

This study uses an organizational change perspective to analyze firms' export market selection (EMS) to adapt to home country market pressures. We argue that firms' strategic objectives influence whether they will enter institutionally proximal or distal markets. A model with two curvilinear (U-shaped and inverted U-shaped) relationships is found by testing 1940 Taiwanese export firms based on two official datasets. The model shows that firms are more likely to increase their exports to institutionally proximal markets and to decrease their exports to institutionally distal markets if they have an increasing but still controllable degree of competitive and marketing pressures in the home country. This response represents an incremental change by exporting firms. However, firms increase their exports to institutionally distal markets while decreasing their exports to institutionally proximal markets if they have an excessively increasing degree of competitive and marketing pressures in the home country. This response represents a radical change by exporting firms. We find that export firms' strategic objectives in choosing different organizational change styles (incremental or radical) are highly related to this trade-off in their EMS decision making.

Advancing A Community of Practice: Reflections from the Field One Year Later

A year after embarking on program redesign to align with CPED principles and practices, faculty from a small doctoral program at a private university assessed their work. Specific initiatives such as embedding social justice principles into program components and revising admissions strategies were largely successful. Conversely, attempts to re-conceptualize the Dissertation in Practice met with resistance from numerous stakeholders. The challenges and opportunities of substantively changing a long-standing program have affected the way this faculty work together and envision the future of their program. New approaches to collaboration, innovation, and conflict resolution, viewed from an organizational change perspective, and rooted in the program culture, resulted from their collective efforts to strengthen the education doctorate.

Organizational Change Perspective on People Management in BIM Implementation in Building Projects

Organizational Change Perspective on People Management in BIM Implementation in Building Projects