Organizational Change Process Research Articles

The support of internal communication during organizational change processes

The support of internal communication during organizational change processes

THE EFFECT OF DIGITAL TRANSFORMATION ON ORGANIZATIONAL PERFORMANCE: A META ANALYSIS

The Effect of Digital Transformation on Organizational Performance: A Meta-Analysis. Digital transformation is a process of organizational change that utilizes digital technology to improve performance. Digital transformation includes aspects such as processes, business models, and changes in organizational culture. This research aims to analyze the impact of digital transformation on organizational performance. The research used a literature review method to analyze 37 journal articles published between 2016 and 2023. The research results show that digital transformation has a positive and significant influence on organizational performance. This performance improvement can be seen in increased efficiency, productivity and organizational competitiveness. The impact of digital transformation on organizational performance is not always linear. Several factors can influence the magnitude of digital transformation, including Organization Size, Industry, Organizational Culture, Competitiveness, Technological Change, and Organizational Capability in managing digital transformation. Therefore, organizations need to understand the factors that can influence the impact of digital transformation and make optimal use of digital transformation to improve performance.

Situational leadership during the post-pandemic crisis: a case of Amanah Institute

Learning outcomes After completion of the case study, students will be able to learn, understand, examine and customize leadership styles per organizational culture; understand the conflict management styles of a female leader; and comprehend the organizational change process to devise an effective communication strategy. Case overview/synopsis Ever-changing business demands managers adopt organizational change in leadership styles, business processes, updated skill sets and minds. One must be ready to understand influential nurtured corporate culture and human resource resistance towards the inevitable change. This case study attempted to discuss the female protagonist dealing with an organizational conflict. The case study introduces one such protagonist from a century-old woman’s educational institution. Subsequently, this case study presents organizational change under the leadership of a female protagonist. This teaching case study gives the reader an insight into situational leadership, conflict management styles and the corporate change process by implementing an appropriate communication strategy. This case study describes the change process through the various decision-making scenarios that an academic institute over a century old faced during the post-pandemic crisis after adding a crucial protagonist. The employee union, followed by students and administrative employees, has challenged the dominating leadership position held by the college principal. Protests occurred due to the college administrator’s refusal to adjust her approach to leadership. This teaching case then provided different leadership styles of the current and old leaders. Finally, the case study lists the challenges a leader faces during turbulent times and the lessons a leader should learn from such situations while transforming the institute. Complexity academic level The teaching case benefits undergraduate students in business management subjects such as conflict management, leadership and organizational behaviour. Nevertheless, trainers can use this case study to teach seasoned managers and emerging leaders the significance of adopting and implementing change while understanding situational leadership. Supplementary materials Teaching notes are available for educators only. Subject code CSS 10: Public Sector Management.

How Diversities in Demographic Have Related to Psychological Empowerment?

Objective: The objective of this study is to explores the link between employee demographics and psychological empowerment and determine the factors of employee demographic on psychological empowerment.   Theoritical Framework: During organizational change, people usually will feel unsecure, and having anxiety which may lead to stress.  As a result, feeling of competence in facing the stressful condition is needed. This study used the concept of Psychological empowerment by Spreitzer (2008), which is a type of inner drive defined as the "psychological states necessary for an individual to feel control over their work".  Psychological empowerment consists of 4 (four) dimensions namely: Competencies; Meaning; Self-determination and Impact.   Method: The research team used a quantitative method, with the combination of mean significant differences analysis and intercorrelation analysis. The research was conducted at 4 (four) NGOS in Jakarta, Indonesia, with 156 respondents.  Psychological empowerment inventory (Spreitzer, 2008) was used to collect the data after being tested its validity and reliability with Cronbach's Alpha.   Result and Discussion: Results reveal that only gender had significant differences on psychological empowerment, with males scoring higher than females. Further, there is no significant correlations exist with other demographics profile (education, position, tenure, and employment status) on psychological empowerment.   Research Implication: This study will contribute for executives and human resource managers that besides gender, no other demographic profile that might influence the score of psychological empowerment In other words, the score of psychological empowerment cannot be related with demographic profile except gender.   Originality and Value: The process of organizational change is very important and challenging, and many researchers have studies about the process.  However, the research team found out that studies about the relation of demographic profile on psychological empowerment is still very limited and need to be further studied.   These findings offer valuable insights for change agents in managing organizational transitions, with emphasizing the nuanced impact of demographic factors on psychological empowerment.

Analisis Perilaku Karyawan terhadap Perubahan Organisasi yang Dimoderasi oleh Dukungan Manajemen

The purpose of this study is to determine and analyse how employee behaviour in the face of organisational change is moderated by management support. This research understands how management support factors can moderate the relationship between employee change behaviour and its impact on the organisation The research design uses a quantitative approach through a survey. The unit of analysis in this research is employees and teaching staff at Bina Darma University with a total of 73 respondents. The data analysis technique was carried out with the SEM-PLS approach to test the hypothesis. The results of data analysis show that there is a negative influence between employee behaviour on organisational change of 0.188 and statistically significant because the t-count value is 1.318 (smaller than 1.96). There is a positive influence of management support on organisational change by (0.00). There is a weak moderating effect on organisational change with a value of 0.188. The managerial implications of this study can provide guidance for the management of private universities in improving management support, encouraging management to more actively communicate with employees during the organisational change process. It also underlines the importance of managerial training in dealing with organisational change and identifying barriers to change that may arise. The results of this study can also help the management team in developing a more effective change strategy, Bina Darma University can increase the level of em-ployee satisfaction and performance, and ultimately improve the overall efficiency of the organisation in the future

Telehealth Transformation: A Mixed-Methods Study on Organizational Change Processes and Outcomes in a Private Medical Practice.

This mixed-methods case study investigated the impacts, costs, barriers, and facilitators associated with implementing telehealth services across a private pediatric clinic system. The research examined the effects of telehealth on provider engagement and financial performance. Twenty-three clinicians, administrators, and staff across the pediatric clinics were interviewed before and after enterprise-level telehealth adoption to examine change processes amid this innovation. Twelve months of pre- and post-implementation financial records underwent statistical analysis to assess revenue and cost dynamics. Quantitative outcome measures encompassed expenses, revenues, and telehealth visit utilization rates, while qualitative analysis of interviews and focus groups revealed key implementation themes through rigorous inductive coding of participant narratives. Results showed significantly increased costs (44%) and revenues (47%) at clinics following virtual care expansion. Monthly telehealth visits per provider exponentially rose over 450%. Qualitatively, 83% of providers appreciated scheduling flexibility benefits, but 68% of staff cited workflow disruptions. Interpretatively, findings demonstrated catalyzed financial and productivity transformations and nuanced perceived disruption amid pronounced appointment capacity expansions. Recommendations encompass updated care coordination protocols, enhanced training and support resources, incentivizing provider usage, and modulating implementation pacing responding to user feedback during large-scale organizational innovation.

Change competence: An integrative literature review.

Organizations are in a state of continual evolution, driven by the relentless shifts in their external environments. Numerous theories have been proposed to understand the essential skills and capabilities for successful organizational change. Yet, there remains a gap in capturing a holistic view necessary to fully comprehend the dynamics of competence in today's rapidly changing landscape. This research aims to explore and consolidate the concept of 'competence' in the context of organizational change processes. Employing an integrative literature review approach, a total of 3,230 studies were screened. Out of these, 32 studies were selected based on strict relevance and quality criteria, providing a robust foundation for the analysis. The findings reveal a multi-layered nature of organizational change, highlighting that the nature and prerequisites of change vary significantly across different organizational levels. By applying a competence lens, we discern how required competence during change are not uniform but rather vary depending on whether they are applied in an operational or strategic context. This demonstrates a nuanced, level-dependent variability in change competence across the organizational hierarchy. We conceptualize 'change competence' as a dual-faceted construct. It encompasses both the capacity to leverage existing organizational competence and the adeptness to develop new competence, thereby meeting the evolving demands imposed by both internal and external drivers of change. This comprehensive understanding paves the way for more effective strategies in managing organizational change.

Digitalization in the Russian healthcare: barriers to digital maturity

Over the last 20 years a significant progress has been made in the use of digital technologies in the Russian healthcare: a widespread introduction of health information systems (HIS), work with big data, and use of artificial intelligence. Hopes are pinned on IT technologies; it is expected that they will simplify healthcare activities, as well as take the quality of medical care to a new level. Ultimately, it will contribute to a better quality of life for the population. However, certain internal and external factors slow the advance of digital technologies, creating barriers to digital maturity in healthcare. Imperfection of the legal and regulatory framework and insufficient funding of healthcare and innovation have a negative impact on the rate of development and translation of new technologies into medicine. The article considers a low level of digital literacy among health care providers and low level of motivation to make changes in organizational processes as a serious barrier to e-health promotion. Modern Russian research on this topic has identified significant gaps in basic digital skills among health professionals. At the same time, a low level of digital knowledge and patients’ trust create a low demand for e-health product development, and thus cannot act as an additional driver of IT developments. Health digitalization is an absolute trend in the current development of healthcare in our country, and in view of modern social and demographic trends, the need for medical services will only increase. Introduction of digital technologies into practice should contribute to better quality of and higher access to medical services, therefore health digitalization is a timely and logical stage of medicine development in Russia.

Limits of open innovation during the organizational change: a case study of a Partner Campus

The literature on open innovation (OI) has mainly been focused on the ‘bright side’ of OI, thus neglecting the limits of OI implementation influencing innovation processes during organizational change. It requires to develop a better understanding about the limits of OI. Therefore, this study explores the limits of OI during organizational change and provides approaches that drive firms to offset these limits. The empirical analysis is based on an in‐depth single case study and data was collected through semi‐structured interviews with the representatives engaged with Partner Campus – an OI initiative developed by a multinational manufacturing company. We have found that during the change process of adapting collaborative and absorptive capabilities, and developing organizational readiness, several internal and external challenges limit the company's drive to open up. Internal challenges arise when organizations start the change process in unfreezing stage. The traditional organizational culture and structure challenge incumbent firms to break the existing silos and utilize knowledge and resources effectively for OI implementation, hindering intra‐organizational collaboration. While external challenges arise when organizations transform their endeavors across organizational boundaries and collaborate with external stakeholders. When firms lack knowledge integration and technological capabilities, OI creates collaborative complexity given the magnitude of involved diverse actors and activities at different levels, which challenges the organizations to maintain the longevity of OI practices, resulting in several risks that limit firms to open up. However, we have identified the capabilities and actions that firms can take to strengthen a collaborative environment by counterbalancing these challenges. We contribute to the literature on OI by identifying and assessing the limits of OI, embedded in the organizational change process, that hinder organizational drive for OI. We also contribute to organizational change literature by identifying specific changes related to organizational processes, structure, and culture, and outlining approaches that can support a smooth transition.

Transition Pains: Recognizing Employee Reactions to Organizational Realignment in a Disruptive Context

This paper introduces the use of a pain analogy in exploring employee reactions in organizational change processes. Perceiving the signaling function of an individual pain experience as a call to action, we present a conceptualization of transition pains: emotional pain experienced by organizational members related to processes of change in the context of disruptive external change (i.e., transition). The transition context leads to realignment of strategy, policies and work organization. When these are not aligned or even contradictory, this creates confusion and an individual can experience incongruences. Pain symptoms such as tension or stress may act as signals that there is an imbalance between job demands and resources. This perspective supports practitioners in the interpretation of responses during a change process and offers interventions focused on developing resources and reducing incongruences.

Navigating Multiple Identities for Positive Change Through Organizational Listening

Organizational listening is critical in times of change, especially for organizations that must meet diverse stakeholder interests. Organizations’ views on who they are—whether they are altruistic or self-oriented entities—may shape organizational listening practices in meaningful ways. To explore the undertheorized topic of organizational listening, we conducted a mixed-method sequential explanatory study. Drawing on survey and interview data from 122 U.S. nonprofits, we found an organization’s utilitarian identity for economic value creation is only related to practical motivation to engage in listening, whereas a normative identity for social mission is related to listening motivation, information analysis, and information integration. In addition, we found that organizational listening fully mediates the relationship between organizational identity and organizational change potential and implementation, indicating positive change would most likely occur through soliciting and incorporating stakeholder inputs. These results contribute to theorizing organizational listening and suggest implications for navigating multiple identities in organizational change processes.

A Liderança Vai Embora, e Agora? Mudança Organizacional em um Parque Tecnológico

ABSTRACT This teaching case describes the organizational change process of the Federal University of Rio de Janeiro Science Park (PTEC-UFRJ), an organization that plays a leading role in the innovation ecosystem of both the university and its surrounding state. The change process began in 2019, rooted on the leadership’s view that the Park’s economic sustainability depends on strategic redirection and transformation of employees’ attitudes and behavior, along with the redesign of PTEC-UFRJ’s internal processes. However, PTEC-UFRJ has the peculiarity of having its leadership appointed by the University Dean’s Office. In this context, management initiatives directed to supporting the change process are fundamental to secure its achievements and ensure its continuity. The case describes the decisions and actions took by PTEC-UFRJ’s executive director in order to guide the strategic change in the Park and the challenges faced. In view of the results and objectives already achieved, the most important point is to discuss PTEC-UFRJ’s future perspectives, the role of leadership and organizational policies, and practices that guarantee the sustainability of the organizational change

Why/How are Integrated Reporting Practices Adopted/Diffused? Evidence From Public Listed Companies in Sri Lanka

Manuscript type: Research paper Research aims: This study explores the factors affecting and the internal mechanisms employed by companies to manage their integrated reporting practices. Design/Methodology/Approach: The qualitative study is conducted through semi-structured interviews with 15 officers responsible for the integrated reporting practices of public listed companies in Sri Lanka. Research findings: The study found that relative advantage, compatibility, complexity, trialability, and observability affect the adoption of integrated reporting practices. Under the internal mechanism, it was found that sustainability reporting helped the adoption, and companies used their own ways to collect and manage information. Despite the companies’ duration of practice, the constellations of structures, cultures, and reporting practices with which integrated reporting is managed change within the companies. Furthermore, the study showed the success stories of integrated reporting. Theoretical contribution/Originality: The study is the first South Asian and emergent market study to identify the enablers of integrated reporting by employing the diffusion of innovation theory as the theoretical foundation and internal mechanism. Practitioner/Policy implication: This study provides insight into the dynamic processes that operate within the framework of the organisational change that has taken place from this perspective and demonstrates how integrated reporting can be incorporated into the organisational change process. The experience of these organisations allows others that intend to embrace integrated reporting to choose the optimal way to implement it and use integrated reporting. Research limitations/Implications: Although much effort was taken to ensure that the study comprised successful IR businesses that displayed best practices in IR, this research study was confined to a small number of 15 public listed companies who participated.

Unveiling Organizational Impact on Civil Servant’s Change Readiness: Investigating the Mediating Influence of Adaptability

Employees’ response to organizational change remains pivotal in determining the success of change initiatives, especially within public sector organizations. This study aims to explore the determinants of change readiness among civil servants. Data was gathered through surveys of 350 civil servants involved in organizational change processes. Various factors influencing change readiness were identified, and their direct impact was assessed. Furthermore, the study delved into the mediating role of adaptability in the relationship between these factors and change readiness. Results indicate that organizational identification exerts a positive yet statistically insignificant influence on employees’ change readiness, while managerial climate significantly impacts employees’ change readiness. Adaptability emerged as a mediator between these factors and employees’ change readiness. This research contributes to understanding the determinants of employees’ adaptability and change readiness, offering valuable insights into human resources management and organizational development.

Co-designing solutions to enhance access and engagement in pediatric telerehabilitation.

Prior to the COVID-19 pandemic, children's therapy appointments provided by Ontario's publicly-funded Children's Treatment Centre (CTCs) primarily occurred in-person. With COVID-19 restrictions, CTCs offered services via telerehabilitation (e.g., video, phone), which remains a part of service delivery. CTC data shows that families experience barriers in attending telerehabilitation appointments and may need supports in place to ensure service accessibility. Our study aimed to co-design innovative solutions to enhance access and engagement in ambulatory pediatric telerehabilitation services. This manuscript reports the co-design process and findings related to solution development. This research project used an experience based co-design (EBCD) approach, where caregivers, clinicians and CTC management worked together to improve experience with telerehabilitation services. Interview data were collected from 27 caregivers and 27 clinicians to gain an in-depth understanding of their barriers and successes with telerehabilitation. Next, 4 interactive co-design meetings were held with caregivers, clinicians and CTC management to address priorities identified during the interviews. Using qualitative content analysis, data from the interviews and co-design meetings were analyzed and findings related to the solutions developed are presented. Four topics were identified from the interview data that were selected as focii for the co-design meetings. Findings from the co-design meetings emphasized the importance of communication, consistency and connection (the 3C's) in experiences with telerehabilitation. The 3C's are represented in the co-designed solutions aimed at changing organizational processes and generating tools and resources for telerehabilitation services. The 3C's influence experiences with telerehabilitation services. By enhancing the experience with telerehabilitation, families will encounter fewer barriers to accessing and engaging in this service delivery model.

Change Agents’ Required Expertise to Implement an Educational Technology: A Mixed-Method Study

To support trainers in implementing emerging educational technologies into their practices, training centers nominate one or several change agents. The aim of this study is to identify their individual human factors in this organizational change process. Twenty-one experts in organizational change, training, and educational technology participated in this study that combined semi-structured interviews with two job analysis questionnaires. The data were first treated separately with descriptive statistics and directed content analysis. They were then analyzed jointly with a factorial correspondence analysis completed with a hierarchical ascending classification. Results highlight the core activity of a project manager and eight additional activities with their own individual human factors. They provide to the change agents’ team benefits, such as management, strategy, communication, training, analysis, facilitation, and technological, pedagogical, and financial expertise. Those findings suggest a protean activity of the change agent, hardly manageable by a single person, which practitioners should anticipate when managing change. This research also proposes an original method to obtain a deeper understanding of an unexplored concept like change agents.

Supporting an organizational change process with appreciative inquiry

AbstractThe author describes and analyzes the application of an Appreciative Inquiry initiative in a student success unit called University College, an academic unit with approximately 60 staff members. The article addresses the decision to adopt Appreciative Inquiry as part of the change process; the introduction of AI to the staff; the enactment of the process; and analytic reflections that could assist adoption of the AI process in other contexts.

Mergers, distance, and leadership: Perceptions of different forms of distance to leadership in merger processes

AbstractMergers in higher education are large‐scale, complex organisational change processes seeking to integrate former independent institutions into a new organisational entity. Mergers are often justified by reference to broad overarching goals such as quality, relevance, and efficiency. In practice, mergers entail attempts at organisational integration which can be inhibited by several obstacles, increasing and large internal distances can be such a hindrance to integration. In this paper, we explore how different forms of distance to leadership in the context of higher education can be conceptualised, and how experiences of different forms of distance interrelate. This paper shows that geographical distance can also mask other conceptualisations of distances and that geographical distance can also interact with other forms of distances. The empirical basis consists of data from a large‐scale research project addressing the organisational transformations taking place in Norwegian higher education due to mergers between 2016 and 2017.

Organisasi Industri dalam Pendekatan Konsep Organisasi di Kota Surakarta

One of the problems facing change in organizations is trying to match change models with practical experience. The change model will be related to the change process. One of the famous batik industries is in the city of Surakarta, namely the Laweyan batik village. The objectives of this research are as follows: (1) Identify the causes of organizational changes occurring in the batik industry. (2) Identifying the impact of organizational change on the Batik Industry (3) Analyzing the ongoing organizational change process in the batik industry. This type of research uses a descriptive method with a case study approach. The data needed for this research are primary data and secondary data

The dynamics of new sharing economy ventures strategies and ecosystem legitimacy: the case of Airbnb

While new ventures strive to align with prevailing demand and expectations to gain and maintain legitimacy and successfully overcome the liability of newness, sharing economy ventures face additional legitimacy pressure before and after they achieve scale. Based on an inductive single case study approach, using the example of Airbnb Inc., this study investigates how digital platform‐based ventures navigate the tension between remaining legitimate yet distinctive throughout the organizational lifecycle. Adopting a processual perspective, our findings reveal the strategies used by Airbnb to navigate the temporal dynamics of entering established industries. With a particular focus on the digital platform's efforts to achieve and maintain cognitive and sociopolitical legitimacy, this study aims to enhance knowledge regarding the formation and adjustment of organizational strategy and identity over time. Our proposed model of digital platform development reveals three distinct stages of strategy shifts, including demonstrating a sense of novelty, establishing dominant positioning in a broader market, and competitive differentiation to create value for customers. Furthermore, we show the primary triggers for change and the organizational identity change process in different stages of the organizational lifecycle.