Changes In Organizational Practices Research Articles

Identifying Individuals With Early Psychosis in Jail: Lessons Learned for Coordinated Specialty Care Services.

This study sought to establish the feasibility of a two-component intervention embedded within a jail setting that would detect detainees with early psychosis and connect them to coordinated specialty care (CSC) in the community upon release. The two components of the intervention were a targeted educational campaign for correction officers and a specialized early engagement support service to facilitate jail discharge planning. Jail detainees with early psychosis were referred to the project and assessed for positive and negative symptoms, substance use, and duration of untreated psychosis (DUP). During a 24-month period, 25 individuals were referred, of whom eight were eligible and interviewed. The sociodemographic and clinical characteristics of the jail detainees were similar to those of individuals in hospital settings. The median DUP was 36 weeks. One of the eight detainees with early psychosis was successfully referred to CSC; for the other detainees, social or criminal legal factors precluded referral. A targeted educational campaign for correction officers and a specialized early engagement support service can be implemented in a jail setting, and referrals can be facilitated. Success of the campaign may depend on having dedicated liaisons within the jail setting (e.g., among correctional health staff) as well as liaisons in local CSC programs and leadership. Changes in the law and policy environments (e.g., criminal legal system reform) and changes in organizational practices and processes for corrections, correctional health, and local CSC programs (such as those made during the COVID-19 pandemic) require ongoing collaborations.

Współtworzenie wiedzy i procesy uczenia się w złożonych systemach społecznych. Przypadek współpracy polskich naukowców z podmiotami spoza uniwersytetu

The article aims to present the results of empirical research and theoretical analyses concerning the transfer, co-creation, and utilization of scientific knowledge by various entities, emerging at the intersection of science and practice. The research was conducted using survey techniques and in-depth interviews among scientists engaged in research collaboration with entities outside the university, and through case studies of two institutions acting as external partners. Among them were the Lublin City Office and the Lublin Culture Workshops, a municipal cultural institution. The work falls within the realm of social research, which directly (Zerubavel 1997) or indirectly (Sange 1990, Douglas 2011) addresses the functioning and adaptation of various social systems (in this case, institutions and organizations) from the perspective of the communicatively mediated cognitive processes occurring within them (Luhmann 2018, Weick 1995, Lenartowicz et al. 2016a, 2016b). In this context, the subject of cognition and the user of knowledge is not an individual human, but a social system/organization with the capacity to observe itself and its environment, to learn, and to anticipate its future (Hecker 2012; Walsh 1995, Luhmann 2018; Seidl 2006, Lant, Shapira 2001). It posits the existence of a kind of supra-individual rationality, which does not require something like a system's unique self-consciousness, akin to human consciousness, but operates on the principle of L. Fleck's thought collectives, which are emergent in nature with respect to individuals (Sady 2020, Luhmann 1990, Fleck 1986). The rationality of such collectives is defined by their belonging to a functional area of society, hence they differ in the case of entities belonging to the science, economy, politics systems, etc. The research focused on situations where, due to the need for knowledge, various organizations collaborate with scientific units. This research succeeded in characterizing the main stages of establishing and implementing such collaboration, and the main requirements associated with them. The study sought to determine the impact of the interaction of different rationalities on the nature of the co-created knowledge and to identify the conditions of its usefulness, both for external entities and for the scientific system. The adopted indicator of the usefulness of knowledge for the scientific system is the publication of results in scientific journals, while for external entities, its impact on the decision-making process, such as changing operational strategies. In this case, the mechanism of translating knowledge into changes in organizational practices was also examined, paying attention to the existing mechanisms of collective learning within the organization.

Bots for mental health: the boundaries of human and technology agencies for enabling mental well-being within organizations

PurposeThe importance of mental wellbeing and the need for organizations to address it is increasing in the post-pandemic context. Although Artificial Intelligence (AI) is increasingly being adopted in HRM functions, its adoption and utility for enabling mental wellbeing is limited. Building on the Open System Theory (OST) and adopting the technology-in-practice lens, the authors examined the roles of human and technology agencies in enabling mental wellbeing.Design/methodology/approachThe study was conducted in two stages; in Stage 1, the authors adopted a case methodology approach to examine the feasibility of a technology company's offerings to assess mental wellbeing. In Stage 2, the authors followed the grounded theory approach and interviewed 22 key stakeholders and HR leaders of diverse organizations. The authors used Gioia's approach to analyze the data.FindingsThe study demonstrates the interdependence and inseparability of human activity, technological capability and structured context. Specifically, the authors observe that AI adoption is pushing the boundaries of how organizations could support employees' mental health and wellbeing. These technological advancements and adoption are likely to facilitate the evolution of agentic practices, routines and structures.Research limitations/implicationsThis study carries two important implications. While the advent of cutting-edge technologies appears to affect employees' mental wellbeing, the study findings indicate the assistive role of technology in supporting mental wellbeing and facilitating changes in organizational practices. Second, the ontology of technology-in-practice shows how human–machine agencies gain newer relevance from the interactions that unite them. Specifically, per OST, technology (from an external context) can potentially change how mental wellbeing practices in organizations are managed. The authors extend the existing literature by suggesting that both human agents and internal contexts effectively limit the potential of technology agents to change existing structures significantly.Originality/valueThe authors address the need for more research on the technology-management interface, and the boundaries of technology-enabled wellbeing at work. While AI-HRM scholarship has primarily relied on micro-level psychological theories to examine impact and outcomes, the authors borrow from the macro-level theories, such as the OST and the technology-in-practice to explain how AI is shifting the boundaries of human and machine agencies for enabling mental wellbeing.

Times of crisis and new entrepreneurial opportunities in highly regulated environments: the case of mRNA-biotechs during COVID-19 pandemic

PurposeCrises, such as COVID-19 pandemic, are critical events that provoke important changes in organizational practices, regulations and actors' roles. The pharmaceutical sector has been strongly affected because of the urgency to produce drugs that are effective and safe. However, the validation process and regulations are historically restrictive in this sector. This study aims to study how biotechnology firms, small companies lacking resources, have undertaken strategic actions during crisis time to induce important changes to their advantage within such a highly regulated environment.Design/methodology/approachInterviews were conducted with 21 managers in four mRNA-based biotechnology firms.FindingsResults showed that rhetorical strategies and institutional actions are used in order to manage change opportunities. Media attention, greater openness of state agencies and public willingness to accept new ways of treatment illustrated this opportunity of change in favor of biotechnology firms.Originality/valueHighly regulated environments tend to be unfavorable to smaller firms with limited resources to overcome these constraints. The authors show that times of crisis can reverse this assumption through the provision of new opportunities as long as the smaller firms skillfully use strategic actions to exploit the institutional changes at play.

Integrated perspective of eco-innovation, green branding, and sustainable product: a case of an emerging economy

Climate complexities and environmental problems not only brought changes in organizational practices but also changed the consumer purchasing pattern. Consumers nowadays have become more cautious regarding the consumption pattern of firms due to ecological footprints. This increased awareness influences their buying decisions pattern which leads to the increased demand of sustainable products. Eco-innovation, in this regard, appears to be an effective tool that helps firms to incorporate ecological constraints into business practices in order to develop green branding which ultimately leads to green loyalty. Drawing on literature from existing literature, the study developed a complex framework and established the plausible relationship among outlined constructs. By utilizing PLS methodology, measurement and structural models were assessed. Results echo that eco-innovation and green branding lead to sustainable product. Moreover, evidence also indicate that eco-innovation, and sustainability positively influence green loyalty. Based on the evidence, study proposed some implications which may be helpful for policy makers to maintain the sustainability of a firm.

Successful Change Management Strategies for Unforeseen Events: Impact of COVID-19 on Facility Management

Facility managers are increasingly tasked with being the champions of change in their organizations, which may include activities such as space management revisions, construction delivery practices, maintenance programs, technology implementations, and others. While much of the previous organization change management research has focused on how facility managers enable the adoption of planned change events (i.e., new technology), this study identifies the successful change strategies used in responding to unforeseen circumstances or events. The researchers evaluated these unplanned changes through the lens of COVID-19, given its nearly universal impact on facility management as a profession. The research team collected survey data from nearly 900 organizations in more than 60 countries, and conducted detailed follow-up interviews with 28 organizations. Twenty-two parameters were grouped into three categories: organizational characteristics, organizational change management practices, and change adoption measures. The research team used three random forest models and three logistic regression models to further examine the relationship between the data and the change adoption measures. The results indicate that three organizational change practices were particularly important to overall adoption success and achievement: appointment of a change agent, support of leaders, and the timeframe for implementing the change. The analysis also suggests that the type of unplanned change initiative has an impact on its long-term adoption throughout the organization. Organizations should consider using a formal change management approach in order to successfully implement unplanned change initiatives. This paper highlights the importance of an effective change, the active involvement and support of senior leaders, and the timeline of implementing the change—even if it is unforeseen.

A Review of Organisational Change on Employee Performance in Public Sector Organisation in Nigeria

This study aimed to examine the impact of organisational change on employee performance in public sector organisations in Nigeria. A review research approach was used in this study. The method was based on secondary data and was tested using the content analysis approach. After reviewing relevant and related literature on the studied topic, it was noted that organisational change practices facilitate employee performance. Also, when implementing change, it should be based on the mission an organisation is built on. This study recommended that public sector organisations in Nigeria should implement changes to be consistent with the changing environment, be persuasive in addressing employee resistance to change, and leadership should be based on expertise.

Unravelling the relationship between perceived values-congruence with organizational change readiness: A moderated mediation model.

Recent studies have demonstrated that organizations often fail to execute organizational changes effectively due to a lack of their employees' organizational change readiness (OCR). However, the absence of employees' OCR is rooted in whether their values align with their organizations. The research aims to clarify when and why employees' perceived values-congruence with their organizations, supervisors, and workgroups (PVC-O, PVC-S, and PVC-G) helps stimulate their organizational change readiness (OCR). Specifically, it Integrates the self-categorization theory and social information processing theory and proposes a moderated mediation model to investigate the roles of perceived insider status (PIS) and the quality of change communication (QCC). This study gathered a valid sample of 252 employees from six Chinese companies at three different time points, and performed the structural equation modeling and multiple regression to test the proposed research model. The results demonstrate that PVC-O, PVC-S, and PVC-G are all positively related to employees' PIS, which further promotes their readiness for organizational change. Additionally, QCC strengthens not only the positive effect of employees' PVC-O and PVC-G (except for PVC-S) on PIS but also the indirect effects of PIS. This study offers valuable implications for practitioners implementing their organizational change practices in China. Moreover, this study can contribute to the organizational change literature by uncovering the underlying mechanism between perceived values-congruence and employees' OCR in the light of the person-environment interaction.

Addressing the Societal Challenges in Organizations: The Conceptualization of Mindfulness Capability for Social Justice

Social inequalities are partly caused by habitual organizational practices. In this vein, to overcome those, organizations now need to develop new organizational capabilities aimed at enhancing their attention towards societal issues. In our study, we apply the theory of mindfulness to explain how it may help organizations overcome habitual organizing that fuels social inequalities. Guided by the microfoundational perspective of organizational capability, we conceptualize individual characteristics, processes, and structures that collectively form mindfulness capability for social justice. We perceive it as an organizational capability that reflects the extent to which an organization possesses a collective social justice awareness, i.e., awareness of the impact on social justice in society through its organizational practices. We argue that, when adopted by organizations, mindfulness, by increasing the awareness of the organizational impact on society, helps notice, examine, and question the correctness of taken-for-granted organizational practices. From our perspective, this new capability will lead to changes in organizational practices that fuel social inequalities. Our study contributes to the literature on sustainable organizational development and mindfulness research in organizations. Managerial implications and future research directions are also discussed.

Inclusion and diversity in Public Administration: Where are we and how far are we in the path to an inclusive society?

The main aim of this paper is to preliminarily explore definitions and nuances within the definition of concepts such as inclusion, diversity, disability, normalization, and to try and highlight how the binary meanings implied to these definitions ( i.e. inclusion/exclusion, diversity/conformity, disability/ability) are significant to understand how these are used in management and governance strategies. This will be done mainly by reviewing previous academic contributions, then by pointing at some possible practitioner experiences already studied or indicated as hypothesis in specialized literature concerning Organization Studies. Collecting the possible perspectives about “inclusion and diversity” is instrumental to a “field definition”, and to acknowledge the “state of art” of these concepts within different contexts, such as academic scholarship, private and corporate business, public administration, and ultimately society as a whole. This means, as part of a larger research project addressing public administration especially, to investigate whether the “inclusion turn” in open public debate does factually provide a ground for changes in organizational practices, rather than staying on paper as a mere normative scenario that HR departments and lawmakers feel compelled to comply to, rather than promoting effective inclusion strategies as systematic behaviour. The ideal contribution of this paper would be to suggest some possible directions for inclusivity research in terms of scholarships and case studies.

Effects of open climate on innovation radicality in SMEs: relevance of hidden innovation

PurposeOpen innovation is an issue that has aroused great interest in recent years. The need to create an environment that facilitates the creation of ideas is essential for the implementation of a series of changes in organizational practices and routines that lead to the launch of new products. However, due to the more behavioral nature and the lesser externalization of these changes introduced in the company's internal processes, how this process occurs has not been studied in depth. The objective of this study is to analyze the effect of an open innovation climate on both incremental and radical product innovation. Moreover, it specifically analyzes the mediating role played by hidden innovation in this relationship.Design/methodology/approachThe methodology used in this study was based on a survey of 213 Spanish SMEs, subsequently applying the structural equation methodology to contrast the results.FindingsThe results indicate that open innovation climate offers significant competitive advantages to SMEs. First, the open innovation climate in SMEs favorably influences product innovation (both incremental and radical). Secondly, it is observed that hidden innovations are essential to obtain product innovations. Finally, evidence of the mediating effect of hidden innovation has been obtained.Research limitations/implicationsAlthough the literature often focuses on visible innovation, materialized in product development, this study demonstrates the importance of other types of innovations that are necessary to launch new products. This is especially relevant for SMEs that, with limited resources, must be creative enough to involve their personnel in introducing changes that will lead to new products. This paper attempts to strengthen the previous literature on hidden innovation by contributing to the understanding of how SMEs improve their innovative processes. However, the study has the limitations derived from using a single informant to obtain data, using subjective-type scales and being a cross-sectional research.Practical implicationsManagers of SMEs involved in innovation processes should favor the creation of an open innovation climate and invest in organizational innovation. Governments should promote policies to support hidden and open innovation.Originality/valueThe main interest of this work is based on the importance of hidden innovation for the development of innovations. This study shows how organizations must make a series of organizational changes prior to the implementation of more visible innovations materialized in products. For this task, the creation of a favorable climate for the development of new ideas becomes a fundamental task. On the other hand, this study has focused on SMEs, which tend to have fewer means for the development of the right conditions for innovation and are often more neglected by scientific research.

Organizational Justice and Employee Readiness for Change: The Mediating Role of Perceived Organizational Support.

Recent studies have shown that an organization must adapt to change to succeed in a constantly changing market. However, most change efforts fail due to employee resistance to change. It is critical to address employee readiness for change to avoid employee resistance. Employees’ perceptions of fair treatment by their organizations have positively predicted their Readiness for organizational change. This research aims to investigate the influence of organizational justice on employee readiness for change using perceived organizational support (POS) as a mediator. This study was carried out on the Ethiopian Revenue and Customs Authority (ERCA) and conducted with 359 employees. The study used a structural equation model and multiple regression analysis to analyze the data. The model developed explains how POS mediates the positive relationship between organizational justice and employee readiness for change. The result shows that organizational justice is a significant influencing factor on employee readiness for change. Furthermore, POS mediates the positive influence of organizational justice on employee readiness for change. This study can assist public and private organizations, as well as policymakers and practitioners, in improving and encouraging different organizational change practices in Ethiopia. Moreover, this study can also contribute to the literature on organizational change by filling the gaps in the relationship between organizational justice and employees’ Readiness for organizational change. Overall, this study concludes that organizations in Ethiopia, including ERCA, should investigate the influence of organizational justice on employee readiness for change to have successful organizational change.

The Faith, Activity, and Nutrition (FAN) dissemination and implementation study: changes in and maintenance of organizational practices over 24 months in a statewide initiative

BackgroundFew studies have examined the impact of ecological health promotion interventions on organizational practices over time, especially in faith-based settings. This statewide dissemination and implementation study examined change in organizational practices and their predictors across a 24-month period, as well as maintenance of change.MethodsUsing a pre-post quasi-experimental design, church coordinators from 92 United Methodist Churches in South Carolina (42% predominantly African American congregations) completed surveys at baseline, and immediate, 12-, and 24-months post-training regarding physical activity (PA) and healthy eating (HE) organizational practices consistent with the Faith, Activity, and Nutrition (FAN) program (opportunities, policies, pastor support, messages) and possible predictors. The study was guided by the RE-AIM framework and the Consolidated Framework for Implementation Research (CFIR). Mixed model repeated measures analyses examined change in organizational practices over time. Regression models examined CFIR predictors of 24-month PA and HE organizational practices, controlling for baseline practices. Churches were also classified as maintainers (implemented at 12 and 24 months), non-sustained implementers (implemented at 12 but not 24 months), delayed implementers (implemented at 24 but not 12 months), and low implementers (implemented at neither 12 nor 24 months) for each FAN component.ResultsPA and HE organizational practices increased over time (p < .0001). CFIR domains (and constructs within) of intervention characteristics (adaptability, relative advantage, cost/time), inner setting (relative priority, organizational rewards, readiness, congregant needs), characteristics of the implementer (self-efficacy, perceived benefits), and implementation process (engaging opinion leaders, engaging champions) were important predictors of 24-month PA and HE organizational practices. Over half of churches implementing PA policies, PA messages, HE policies, and HE opportunities at 12 months were maintainers at 24 months, and one-third were maintainers for PA opportunities, HE messages, and PA and HE pastor support. Furthermore, 16% of 12-month non-implementers were delayed implementers at 24 months for PA policies and 31% were delayed implementers for HE policies.ConclusionsThis study makes important contributions to the faith-based health promotion literature by including a large sample of churches, testing an ecological intervention approach, and assessing organizational practices over a 24-month period. Study findings can guide technical assistance and program adaptations over time.Trial registrationThis study was registered in clinicaltrials.gov NCT02868866 on August 16, 2016.

The COVID-19 emergency as an opportunity to co-produce an innovative approach to health services provision: the women's antenatal classes move on the web

The COVID-19 pandemic has strongly affected healthcare organizations, leading to the need for reorganizing also maternal care services during pregnancy. The Regional Health Authorities in Tuscany (Italy) promoted the creation of online antenatal classes (ACs). This study illustrates the innovative approach to deliver ACs online and discusses how the collaborative approach in co-producing this innovative solution co-creates value in healthcare. The action research design was based, on one hand, on the indirect involvement of users by analyzing qualitative data collected through a continuous survey to pregnant women and, on the other one, on the direct involvement of managers and health professionals in meetings and workshops. The authors encompassed all necessary changes in organizational practices and facilitated the collaborative process implementation and analysis. The main findings are that moving ACs online has been a relevant choice, since the need of pregnant women to share information and receive emotional support increased in times of crisis. Additionally, in the perspective of health professionals, the new online ACs model emerged as a valuable solution not only for the contingent situation, but also in a long-term perspective to reach more women during pregnancy and to early support them throughout the maternal care pathway. This study shows that the collaborative approach to co-innovate healthcare services provision, such as with ACs online, facilitates the creation of, long-lasting, and integrated solutions in healthcare, to be used also after pandemic period. Finally, despite this action-research is context-specific, the findings presented in this paper may help other healthcare organizations innovate their own strategies in ACs’ provision.

Institutional entrepreneurship: collaborative change in a complex Canadian organization

PurposeThis study adopts an institutional entrepreneurship perspective in the context of public–private partnerships (P3s) to highlight the role of social actors in enacting institutional change in a complex organizational setting. By studying the actions of two prominent social actors, the authors argue that successful institutional change is the result of dynamic managerial activity supported by political clout, organizational authority and the social positioning of actors.Design/methodology/approachThe authors conducted a field-based case study in a complex institutional and organizational setting in Alberta, Canada. The authors employed an institutional entrepreneurship perspective to identify and analyze the activities of two allied actors motivated to transform the institutional environment for public infrastructure delivery.FindingsThe empirical study suggests that the implementation of institutional change is both individualistic and collaborative. Moreover, it is grounded in everyday organizational practices and activities and involves a coalition of allies invested in enacting lasting change in organizational practice(s), even when maintaining the status quo seems advantageous.Originality/valueThe authors critique the structural explanations that dominate the literature on public–private partnership implementation, which downplays the role of agency and minimizes its interplay with institutional logics in effecting institutional change. Rather, the authors demonstrate that, given the observed impact of social actors, public–private partnership adoption and implementation can be theorized as a social phenomenon.

Effect of Digital Serious Games Related to Patient Care in Pharmacy Education: A Systematic Review

Background. In recent years, the use of digital serious games in the education of healthcare students and professionals has been frequent. However, there are no high-level evidence studies focused on the effect of this tool in the development of patient care-related competencies in pharmacy education. Aim. To assess the effect of digital serious games on learning about patient care in pharmacy education. Methods. The Cochrane Library, ERIC, Embase, IPA, LILACS, PubMed, Scopus, and Web of Science databases were reviewed to identify relevant studies published up to October 2, 2018. Standardized and non-standardized terms including “games,” “serious games,” “pharmacy education,” “pharmacists,” and “pharmacy students” were used as search terms. The quality of the studies was assessed using validated tools. Results and Discussion. Of the 1,521 studies reviewed, seven met the eligibility criteria. Three studies were performed in the United States (42.85%). The most-frequent design studies were randomized controlled studies (n = 3; 42.85%). The number of participants ranged between 6 and 354. In most cases, game scenarios were based on simulations in which users performed the role of the pharmacist (n = 5; 71.42%). The predominant primary outcome was attitudes (n = 5; 71.42%) related to patient care. Only one study (14.27%) demonstrated significant improvements in the assessed primary outcomes. The methodology of the included studies lacked robustness. Conclusion. The effect of learning technological tools on patient care-related competencies was not significant in most of the included studies. Future studies must provide high-quality, integrated-manner evidence on the effect of digital serious games in pharmacy education (knowledge, skills, and attitudes) to facilitate the transfer of learning to real-life scenarios and changes in organizational practices.

Front-Line Management during Radical Organisational Change: Social Exchange and Paradox Interpretations

External shocks have severely affected the aviation sector with detrimental impacts on airport service employees. Service-sector organizations tend to implement radical organizational change to survive and front-line managers face often-opposing demands. This study aims to shed light on how front-line managers cope by utilizing social exchange-based strategies during radical organizational change. This study uses an exploratory qualitative design and thematically analyses data obtained from 40 semi-structured interviews with senior managers, front-line managers and employees working for an airline services provider operating in a major international airport in Australia. The study finds that front-line managers employ several social exchange approaches to overcome the paradoxical challenge of facilitating change while maintaining current operations. We find evidence of four approaches that the front-line managers utilize that are based on social exchange: (1) building relationships with clients’ representatives; (2) utilizing relationships with experienced employees to facilitate radical organizational change practices; (3) rewarding employees in exchange for helping to manage personnel shortages; and (4) motivating employees by various morale-enhancing techniques. The study contributes to organizational sustainability and change research by developing a deeper understanding of the importance of social exchange in facilitating the work of front-line managers in the airport services sector.

A pilot study of the implementation and evaluation of a leadership program for medical undergraduate students: Lessons learned.

Most Indian medical schools lack formal leadership training though students are expected to evolve into leaders. The Student Leadership Program (SLP) was designed and evaluated with an objective to incorporate and strengthen leadership skills in undergraduates and to initiate change in organizational practice through the development of a Student Leadership Society. The SLP was designed using best evidence guidelines in medical education. Competencies and learning outcomes were identified in four domains: reflective writing, self-management, team management, and experiential learning. A stepwise program was implemented over 6 months in which participants wrote reflections at the end of each program session. So as to gain objective evidence of behavioral change in participants in relation to the leadership training, their reflections were qualitatively analyzed and corresponding codes and themes were derived. We describe the content and stepwise process of implementation of our pilot leadership program, which included 24 final-year students. Results of qualitative analysis are presented in relation to the domains of self-management, team management, and evaluation of experimental learning. Among the findings were: students viewed assertive skills training as the most powerful learning experience within self-management, and in team management, the session on "Myers-Briggs Type Indicator for understanding one's own leadership style" was seen as the most powerful learning tool, while the session on conflict management was the most difficult in this domain. A Student Leadership Society was instituted. In this study, students' reflections helped us better understand factors (the "how" and "why") that make leadership training more effective. The SLP, with a strong evidence base, achieved the intended learning outcomes. A Student Leadership Society was constituted as a networking platform to explore the long-term effects of leadership training on organizational practice. The content and process of our pilot leadership program and lessons learned through understanding of students' perspectives should be applicable to subsequent iterations of student leadership development programs here and in other settings.

The Digital Transformation: The Qualitative Analysis of the Change Management of a Mid-Size Company

The objective of this article is to analyze the change in organizational practices of a company faced with a competitive environment and digital variability. The research work is based on the application of Porter's five forces model and the matrix of change. Porter's Five Forces are used to determine the environment in which a company operates. The Matrix of Change allows for a structured analysis of organizational practices to anticipate the interrelationships among them. The case study concerns a mid-sized company, which has made a name for itself by driving innovation at its industrial site. This company is striving to adapt to digital variability by investing in business tasks and processes for commercial purposes.

CREATING A SHARED MEANING TOWARDS ORGANIZATIONAL CHANGE INITIATIVES: YAHOO CASE STUDY

In recent years, the intensification of research that treat organizational change as the new normality has led to a renewed interest in organizational change and has entailed redefining the role of leadership and other stakeholders in terms of the success of the process. Since the need for change has become an unpredictable fact as a result of constantly evolving environment, it tends to be more unplanned and often subject to a certain level of resistance. Unlike previous organizational change practices, the attention has shifted towards more an inclusive perspective to create shared meanings instead of centralized approaches. The purpose of this paper is to, first, explore the role of transformational leadership in mediating emerged organizational change in Yahoo! and then, second, investigate the role of constructive communication in diminishing resistance to change that comes from different interest groups based on power/interest that they possess. A single case study approach has been applied in order to examine the dynamic nature of organizational change in Yahoo! between 2012 and the beginning of 2017. The data for this study is collected through analyzing the range of quality researches that were done before and derived from a variety of newspaper and journal articles and online collections.