Positive Organizational Change Research Articles

Optimising workplace health programmes using organisational culture: Post-COVID perspectives from managers and workplace health experts from the UK contact centre industry

Contact centre workers experience disproportionately low physical activity levels and high sedentary behaviour levels, as well as an increased risk of negative occupational health outcomes such as anxiety and depression. Organisational culture factors such as strict work schedules and pressure to maintain productivity often impede the effectiveness of programmes to reduce these health risks. Despite its significance, organisational culture is often overlooked during the development and implementation of workplace health programmes due to its conceptually complex nature. The COVID-19 pandemic further complicated organisational culture-related associations to workplace health programmes in contact centres. This study investigated how organisational culture influences the existence and effectiveness of workplace health programmes in contact centres and if/how COVID-19 disrupted these associations. Fifteen interviews were conducted with contact centre managers and workplace health experts between February and June 2021. Findings indicate that employee well-being is increasingly being prioritised within contact centres, especially post-pandemic, and that there is a legacy of COVID-19 to learn from the spotlight that was placed on employee well-being during the pandemic to improve workplace conditions for contact centre employees. Further, to maximise effectiveness and support positive organisational culture change, these findings should be considered during well-being programme planning, delivery, implementation and evaluation.

Antecedents of Individual Readiness for Change with the moderating effect of Behavioral Resistance to Change in the Software houses of Islamabad Pakistan

This study seeks to contribute to the existing body of knowledge on individual readiness for change, a topic that has garnered considerable attention from both academia and the broader public over the past few decades. This is because more and more individuals want to feel that their work has value, and because positive organizational change and positive psychology research are both expanding fields. In order for employees to actively adapt themselves in response to the fast-changing environment and produce more meaningful work, this study aims to understand the sources of meaningful work. The target audience consists of software engineers (programmers and developers) employed by Pakistan's Evacuee Trust in its software companies. There is little data on this industry and this level of employees, making it an appealing study target.

What Went Right? A Mixed-Methods Study of Positive Feedback Data in a Hospital-Wide Mortality Review Survey.

Toxic work culture contributes to healthcare worker burnout and attrition, but little is known about how healthcare organizations can systematically create and promote a culture of civility and collegiality. To analyze peer-to-peer positive feedback collected as part of a systematized mortality review survey to identify themes and recognition dynamics that can inform positive organizational culture change. Convergent mixed-methods study design. A total of 388 physicians, 212 registered nurses, 64 advanced practice providers, and 1 respiratory therapist at four non-profit hospitals (2 academic and 2 community). Providing optional positive feedback in the mortality review survey. Key themes and subthemes that emerged from positive feedback data, associations between key themes and positive feedback respondent characteristics, and recognition dynamics between positive feedback respondents and recipients. Approximately 20% of healthcare workers provided positive feedback. Three key themes emerged among responses with free text comments: (1) providing extraordinary patient and family-centered care; (2) demonstrating self-possession and mastery; and (3) exhibiting empathic peer support and effective team collaboration. Compared to other specialties, most positive feedback from medicine (70.2%), neurology (65.2%), hospice and palliative medicine (64.3%), and surgery (58.8%) focused on providing extraordinary patient and family-centered care (p = 0.02), whereas emergency medicine (59.1%) comments predominantly focused on demonstrating self-possession and mastery (p = 0.06). Registered nurses (40.2%) provided multidirectional positive feedback more often than other clinician types in the hospital hierarchy (p < 0.001). Analysis of positive feedback from a mortality review survey provided meaningful insights into a health system's culture of teamwork and values related to civility and collegiality when providing end-of-life care. Systematic collection and sharing of positive feedback is feasible and has the potential to promote positive culture change and improve healthcare worker well-being.

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.

VUCA PRIME IMPACT ON PERFORMANCE AUTOMOTIVE INDUSTRY IN INDONESIA

This study aims to identify and analyze the potential challenges of VUCA to the development of the automotive industry in Indonesia and their impact on company performance. The method used in this research is descriptive and verification research methods. The research sample was 255 respondents based on manager-level positions and above using purposive sampling method.In research VUCA will use VUCA Prime (VUCAP). The results showed that partially VUCAP had a positive and significant effect on agile leadership and company performance. VUCAP had a positive and significant effect on Strategic business. VUCAP had a positive and significant effect Organizational change. VUCAP has a positive and significant effect on the performance of automotive industry companies in Indonesia. Agile leadership is intervening the influence between VUCAP and company performance. Organizational change is intervening between VUCAP and company performance. Strategic business is intervening between VUCAP and company performance in automotive industry companies in Indonesia.

A Mixed-method Study on the Bright Side of Organizational Change: Role Clarity and Supervisor Support as Resources for Employees’ Resilience

ABSTRACT This mixed-method study aims to analyze how and when employees’ perceptions of positive organizational change may be related to role clarity and resilience and conditional on supervisor support levels. A total of 40 employees participated in focus groups. Thematic analysis revealed that participants perceived differently organizational change, role, supervisor support, and resilience. A total of 178 employees completed questionnaires analyzing perceptions of organizational change, role clarity, resilience, and supervisor support. Quantitative analyses revealed that role clarity mediated the association between employees’ perceptions of positive organizational change and resilience. This relationship was enhanced by supervisor support. Overall, the results suggest that employees who positively perceive organizational change may more easily understand their new role and demands, which is positively related to their resilience. When employees perceive being supported by their supervisors, they are more likely to perceive themselves as resilient, even in the face of organizational change. Our results suggest that organizations should adopt a transparent change management communication plan based on employee involvement. MAD statement This study moves an important step forward in both the change management and resilience literature, as it is the first to examine the mechanisms and boundary conditions explaining how and when employees’ perceptions of positive organizational change may facilitate resilience. By adopting a positive psychology perspective and a mixed-method design, this study identifies role clarity and supervisor support as two important resources that allow employees to benefit from organizational change. As such, it would contribute to providing new insights on how employee resilience can be enabled during organizational change.

From Vision to Reality: A Holistic Examination of Transformational Leadership as a Catalyst for Cultivating Organizational Culture in Pesantren

The focus of the study is the concept of transformational leadership and its influence on nurturing a strong and cohesive organizational culture within Pesantren. This article examines the key dimensions of transformational leadership and their role in cultivating a supportive environment that aligns with the vision and values of Pesantren through a comprehensive review of scholarly literature and empirical studies. The findings demonstrate the importance of visionary leadership, inspirational motivation, intellectual stimulation, and individualized consideration in fostering positive organizational culture change. In addition, this article proposes strategies and recommendations for Pesantren leaders to harness the potential of transformational leadership in order to establish a sustainable and flourishing organizational culture. This research contributes to the existing corpus of knowledge on leadership and organizational culture, particularly in the context of Pesantren, and offers educational leaders and policymakers valuable insights.

Positive Organization Development: Design‐Inspired Strategizing for Co‐Creating Positive Organizational Change

While designing and executing organizational change is not easy, it is doable. Want to implement organizational change? Think about emphasizing the positives rather than the negatives as we see in this enthusiastic approach.

Sensemaking and Creativity at Work When Employees are Coping with Traumatic Life Experiences: Implications for Positive Organizational Change

Traumatic life experiences occur when individuals experience life-threatening or other similarly dis-stressful events in life. Much literature discussed the negative implications of traumatic life experiences. I argue, in contrast, that individuals can also demonstrate resilience toward traumatic life experiences by performing creatively at work in some situations. Drawing from positive organizational scholarship and a sensemaking perspective, I propose a conceptual model to examine the processes and conditions that help employees engage in work creativity activities while they are coping with traumatic incidents in another aspect of life. Importantly, I contend that this engagement can enable employees to bring creative insight to work, develop a resilient self-concept, and shape the future organizational discourse on trauma and resilience. The proposed model contributes to a better understanding of employees’ work creativity as a constructive response to traumatic experiences and provides directions for positive organizational changes that support these responses.

The Impacts of Career-Related HRM Practices on Project Worker Positive Attitude Toward Organizational Change

This study investigates the relationship between a project worker’s attitude toward organizational change and the organization’s career-related human resources management (HRM) practices. A quantitative research study utilizing survey data collected in China was conducted with project workers in the oil and gas industry. A hierarchical regression model was used to identify how HRM practices impact employee positive attitudes toward organizational change (PATOC). Study results indicate that professional development programs are not statistically significant predictors of project worker PATOC. The results also show that internal promotion opportunities can significantly predict a project professional’s PATOC. Findings suggest that project management contextual influences may limit the efficacy of some HRM practices.

Wind of change brought by COVID‐19: Exploring the response and the new normal from the perspectives of Indian flexpatriates

Drawing from the positive organizational change theory, this paper aims to explore how Indian flexpatriates responded to the change brought by the pandemic of COVID‐19 and what is the new normal according to them. Thematic analysis of 19 in‐depth interviews with flexpatriates from the IT industry revealed four explicit phases of change process – reflection, communication, collaboration, and transformation. Further, the analysis brought out four tenets of the new normal. First, it is time to blend physical and virtual work; second, the “personal” touch of Indians in international assignments is irreplaceable; third, working from home amidst the entire household being housebound is the new normal; and last, international travel will resume soon with some changed protocols. This is the first qualitative study combining the issue of global talent management with Indian flexpatriates vis‐à‐vis the impact of COVID‐19, the findings of which expand the positive organizational change theory and have important implications.

Measuring Strengths, Opportunities, Aspirations, and Results: Psychometric Properties of the 12-Item SOAR Scale.

Strengths, Opportunities, Aspirations, and Results (SOAR) is a strengths-based framework for strategic thinking, planning, conversations, and leading that focuses on strengths, opportunities, aspirations, and results. The SOAR framework leverages and integrates Appreciative Inquiry (AI) to create a transformation process through generative questions and positive framing. While SOAR has been used by practitioners since 2000 as a framework for generating positive organizational change, its use in empirical research has been limited by the absence of reliable and valid measures. We report on the reliability, construct validity, and measurement invariance of the SOAR Scale, a 12-item self-report survey organized into four first-order factors (Strengths, Opportunities, Aspirations, and Results). Data from a sample of 285 U.S. professionals were analyzed in Mplus using confirmatory factor analysis and exploratory structural equation modeling. The Four-Factor first-order exploratory structure equation modeling (ESEM) had the best model fit. Measurement invariance tests found the scalar invariance of the SOAR Scale across gender and education groups. Implications are discussed for using the SOAR Scale to build resilience at the individual, the team, and the organizational levels.

Using a Case Study to Teach Leaders How to Enact Positive Organizational Change

It can be difficult for students to digest and learn complex theories of organizational culture and change without being able apply the steps to a real or imagined scenario. Oftentimes, they lack experience and can’t imagine the components of each phase or step without a practical example. This article discusses the theoretical background of leading positive organizational change and then uses a case study to help students apply their knowledge. It highlights the fictional leadership dilemma of a young Army officer, First Lieutenant Jordan Baker, upon arrival to her new duty location. Instructors can use the case to teach the 4-Phase Leading Change Framework which incorporates Kotter’s eight-step model to enact positive change. The purpose of this case is to give instructors a framework to teach students in a stepwise fashion, making concepts easier for students to visualize.

서비스 기업의 진성리더십이 긍정심리자본 및 조직변화몰입에 미치는 영향: 조직냉소주의의 조절효과

This study aims to analyze the influence of self-awareness, transparent relationships, internalized moral perspectives, and systematic information systems on positive psychological capital and organizational change commitment for domestic service companies. as a result of the analysis, first, all four sub-factors of authentic leadership had a significant positive (+) effect on positive psychological capital. second, among the sub-factors of authentic leadership, all three factors, excluding the internalized moral perspective, had a significant positive (+) effect on organizational change commitment. third, in the relationship between balanced information systems and organizational change commitment, which are sub-factors of authentic leadership, employees with high organizational cynicism had a significant influence on their commitment to organizational change. finally, in the relationship between positive psychological capital and organizational change commitment, employees with low organizational cynicism had a significant influence on organizational change commitment.

A postgraduate capstone project: Impact on student learning and organizational change

The capstone course serves to integrate accumulated knowledge with a culminating experience or project and is a common component in undergraduate and graduate programs. The research on capstones courses shows that many capstone experiences or projects involve students working with outside clients, such as local businesses and organizations, to solve problems or develop new projects or campaigns. Such capstone experiences or projects seek to offer students real-world, career-building experience, while the clients seek to benefit from the learned academic knowledge of the students. Where the literature is scarce on client-based capstone projects is when the client is the student’s employer or career-related organization. A graduate program in administration at a public Midwestern university in the USA offers a different approach to the student–client model by requiring a degree-culminating capstone project that challenges adult students to apply their learned knowledge to solve administrative problems not for an outside client but at their place of employment or career-related organization. The researchers surveyed 66 alumni and interviewed 6 on how the capstone project had benefited their work-related learning and its impact on their employer or career-related organization. Students perceived an improvement in their ability to define and analyze administrative problems in their workplace, while the employers or organizations which implemented the project recommendations experienced positive organizational change. This case study contributes to the literature on capstone courses by examining the relevance of a work- or career-related capstone project to students and their workplace.

Lessons from the Storm: Emotions, Meaning-Making &amp; Leadership During Transition

Emotions influence the cognition, motivation, and behavior of an individual. However, the role of leaders’ emotions in navigating organizational change remains relatively underexplored. This study examines the role of emotions in educational leadership during a period of organizational crisis through a case study analysis of an assistant superintendent who successfully used emotional awareness to confront challenges and facilitate positive change. The findings, which reveal the effective use of emotional responses to promote positive organizational change, provide guidance for educational leadership preparatory programs which must cultivate future leaders’ emotional regulation skills. This study addresses a notable gap in the literature by examining a leader’s effective employment of self-awareness, emotional management, and emotional impact for meaning-making in order to navigate organizational change.

Metaphors of organizations in patient involvement programs: connections and contradictions.

In this paper, we contribute to the theorizing of patient involvement in organizational improvement by exploring concepts of "learning from patients" as mechanisms of organizational change. Using the concept of metaphor as a theoretical bridge, we analyse interview data (n=20) from participants in patient engagement activities from two case study organizations in Ontario, Canada. Inspired by classic organizational scholars, we ask "what is the organization that it might learn from patients?" Patient involvement activities are used as part of quality improvement efforts in healthcare organizations worldwide. One fundamental assumption underpinning this activity is the notion that organizations must "learn from patients" in order to enact positive organizational change. Despite this emphasis on learning, there is a paucity of research that theorizes learning or connects concepts of learning to organizational change within the domain of patient involvement. Through our analysis, we interpret a range of metaphors of the organization, including organizations as (1) power and politics, (2) systems and (3) narratives. Through these metaphors, we display a range of possibilities for interpreting how organizations might learn from patients and associated implications for organizational change. This analysis has implications for how the framing of the organization matters for concepts of learning in patient engagement activities and how misalignments might stymie engagement efforts. We argue that the concept and commitment to "learning from patients" would be enriched by further engagement with the sociology of knowledge and critical concepts from theories of organizational learning.

The Influences of Social Status and Organizational Justice on Employee Voice: A Case of Customer Care Workers

Employee voice plays a critical role in facilitating positive organizational change and development. This study seeks to identify the antecedents of challenging promotive voice, which indicates constructive challenge geared toward improvement. Specifically, we investigate the influences of formal, informal, and self-perceived status as well as the effects of interpersonal and procedural justice. The results demonstrate that: (a) informal status such as age was positively associated with challenging promotive voice; (b) self-perceived status was positively linked to challenging promotive voice; (c) both interpersonal and procedural justice increased challenging promotive voice; and (d) interpersonal justice moderated the relationship between self-perceived status and challenging promotive voice such that the effect of status was less pronounced when perceptions of interpersonal justice was higher. The findings highlight the significance of structural influences on voice behavior, calling for further research on status disparities, organizational justice climate, and employee engagement.

Innovation, Artificial Intelligence in Contingent Work-Force Management

In recent years, the global use of contingent workers is rapidly increasing despite the increasing quantity of artificial intelligence applications in business. The question is "how these companies leverage the use of artificial intelligence to enhance contingent workforce's management?". The ideal goal of this paper is to develop a purely conceptual application of innovation, artificial intelligence (AI) adjacent to contingent workforce management(CWM). The researcher used qualitative information gathered from various authors and observations to reinforce the usage of AI. One of the critical tools to integrate with contingent workforce management for reduction of time spent on human resource administrative tasks is AI. There must be a transformation of thinking, accepting positive organizational change, utilization of technology and openness to new technology to foster AI. Along with that, integrating contingent workforce management with AI reduces risks and costs, increases efficiency and quality of work. Innovation and Artificial intelligence have been used in five pillars performance of contingent workforce management to mitigate the challenges associated with it.

Materiality in an integrated reporting setting: Insights using an institutional logics framework

Using institutional logics as a theoretical framework and interviews with 20 preparers from 14 large organisations listed on the Johannesburg Stock Exchange (JSE), this paper focuses on examining differences in integrated reporting practices. The results reveal how a finance-centric market and professional logic interact with a stakeholder logic, leading to differences in the materiality determination process. Market-dominated firms have an internally focused approach to setting materiality which emphasises value-relevance for financial capital providers. Where logics are contested, materiality becomes an amalgamation of the factors which are important for shareholders and other stakeholders and essential for demonstrating compliance with codes of best practice. Organisations with market, professional and stakeholder logics aligned have the most sophisticated materiality determination processes. The emphasis shifts from lengthy reporting and compliance to providing a comprehensive account of the value creation process and how the business ensures long-term sustainability. In this way, how logics are instantiated may explain the considerable variation being observed in integrated reports. There are also implications for the propensity of firms either to view integrated reporting as a hegemonic challenge or to internalise it as part of a process of positive organisational change.