Organizational Change Process Research Articles

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

Kedudukan Hukum Tata Usaha Negara Dalam Penyelesaian Sengketa Terhadap Putusan Pemberhentian Tidak Hormat

Indonesia as a developing country is currently developing in various sectors. Globalization is a process of organizational change in relation to the functioning of capitalism, which is characterized by the emergence of market integration and transnational corporations, as well as the underdevelopment of supranational institutions. Thus, it is possible to influence the work behavior of the Indonesian people, so that if the party who feels aggrieved is not satisfied with the results of dispute resolution due to the development of globalization, an appeal is needed. . The appeal as referred to in is an administrative action based on Article 48 of Law Number 51 of 2009 concerning Amendments to Law Number 9 of 2004 concerning Amendments to Law Number 5 of 1986 concerning State Administrative Courts (PTUN). The purpose of the wording of this Article is to know the authority of the State Administrative Court in resolving state administrative disputes against dishonorable dismissal decisions and the steps that must be taken to resolve them as state administrative disputes. The research method applied is normative-law. The settlement of labor disputes is resolved by the State Administrative Court, except for labor disputes due to violations of the disciplinary code of the state civil apparatus, which are resolved by administrative complaints to the Personnel Advisory Board. ,

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.

Surviving downsizing: Navigating stress, tensions, and contradictions

This study explored the intricate nuances of the tensions and dualities that underlie the stress experienced by survivors of a downsizing process, encompassing the embodied dimensions of these tensions. Data was analyzed from a large public organization located in Canada, providing empirical evidence of the various tensions experienced by individuals while responding to the changes brought about by downsizing. It was suggested that these tensions could be understood as discursive strategies employed by members to navigate the stress and uncertainty of the process. To examine these accounts more closely, communication ventriloquial approach was utilized, offering a robust framework and analytical method that proved instrumental in dissecting the responses of organizational members as they confronted the multifaceted challenges stemming from the downsizing process. This research presented a tension-centered perspective of change, challenging traditional approaches to change. This approach enabled a deeper understanding of individuals’ communicative strategies and discourses during this period. By tracking figures, and tensions, the analysis shed light on preoccupations constituting the downsizing process. The analysis revealed three main tensions during the change process: supportiveness vs. equity, effectiveness vs. authority, and accountability vs. collegiality. It has been proposed that recognizing the communicative construction of these tensions is pivotal in effectively addressing issues of change and employees’ concerns throughout this process. The current literature did not explain how employees voiced their concerns or how these preoccupations interacted with one another to create multiple tensions. The findings suggested that employees’ preoccupations and concerns provided a deeper and more global picture of their experiences during the organizational change process, offering a better understanding of the tensions that were also part of the change process.

Sustainability in the Development of Green Organizations Based on the Example of Manufacturing Companies

There are many studies that address the topic of organizational development in the context of sustainability, but their results do not include a combined functional approach in the area of management as well as in the development of green organizations (GOs). Defining the development of GOs and their phases from a functional perspective in manufacturing companies has not yet been sufficiently studied. This refers to the process of organizational change including, but not limited to, production, human resources, marketing, environmental management, supply chain, resources, circular economy, zero-waste buildings or product design. The purpose of this paper is to characterize the criteria for describing GOs and to define the phases of their development against the background of the literature. Empirical research was conducted on a sample of 100 manufacturing companies. The development phases of GOs were determined using cluster analysis with the k-means method carried out in accordance with the Hartigan–Wong algorithm and compared with the publishing dates of scientific publications. The results indicate that it is possible to define organizations by their development phase, and thus, it is possible to identify criteria that, when refined, will make it possible to accelerate the development of GOs in accordance with the principles of sustainable development.

Managing Organizational Change: The Case of University-School Partnership

The study aims to examine in depth the perceptions of teachers and administrators about the organizational change process of a deep-rooted high school through a university collaboration in Turkey. We utilized a case study within the realm of qualitative research. We gathered the data via semi-structured interviews, and we used content analysis in the analysis. As a result of the analysis of the findings, four themes were reached which are change as perceptions, awareness, process, and effect on change. The views of participants revealed that there had been a change in factors that increase the effectiveness of the educational environment such as school climate, student profile, parent/environmental involvement, and improvement of physical equipment. Based on some positive results, it was suggested that such cooperation practices should be disseminated, independent accreditation institutions should be consulted at the change stages to increase success, and initiatives should be taken to increase the competencies of key people who will make change effective.

ORGANIZATIONAL SILENCE, ORGANIZATIONAL TRUST, AND ORGANIZATIONAL COMMITMENT

Organizational silence limits the effectiveness of organizational decisions and change processes. This is a problem that is currently plaguing organizations, and it causes most organizations to suffer from very little employee comments and opinions that can reduce the effect of organizational trust on organizational commitment. Therefore, the present research investigates the mediating role of organizational silence and its dimensions including; Deviant silence, Disengaged silence, Diffident silence, Defensive silence, Relational silence, and Ineffectual silence in the effect of organizational trust on organizational commitment. The method of collecting information was a standard questionnaire. The statistical population of the research includes 75 experts of Automotive Company in Iran. The questionnaire was distributed among 75 people and finally 70 questionnaires were returned healthy and analyzable. For the statistical analysis in the inferential statistics section of the research, all the analyses were done using the structural equation technique and the partial least squares method with the help of SMART PLS software. The results of data processing showed that relational silence, diffident silence, and deviant silence play a mediating role in the effect of organizational trust on organizational commitment. Other research results did not confirm the mediating role of defensive silence, ineffectual silence, and disengaged silence in the effect of organizational trust on organizational commitment. The results of the research can be used for automotive company's managers to identify the types of silences that exist in the organization and increase the organizational trust and commitment of company employees

Evaluating the Effects of Employee Recruitment and Selection Practices on the Organizational Change Process

Evaluating the Effects of Employee Recruitment and Selection Practices on the Organizational Change Process

Creating a market orientation: An empirical validation of Gebhardt, Carpenter, and Sherry's (2006) Market Orientation Development Process (MODeP)

Gebhardt, Carpenter, and Sherry (2006) suggest that organizations become more market-oriented through a deliberate and path-dependent organizational change process that we call the Market Orientation Development Process (MODeP). However, evidence of the MODeP’s efficacy in creating a market-oriented culture remains sparse beyond the cases described in detail by its authors. In this study, we develop a new instrument to measure an organization's progress in the MODeP. Based on a survey of 333C-level hospital executives, our study provides empirical support for (1) the effectiveness of the MODeP process in creating a market orientation and (2) its path-dependent nature. With this confirmation and the availability of a measurement instrument to monitor the transformation process, we hope to lower the barriers that have hindered research on creating a market orientation. Also, we confirm the validity of the MODeP as a roadmap for senior executives willing to develop a market orientation in their organizations, and we provide a means to implement it.

Amplify or Suppress? Top Leader Perspective on External Stakeholders' Influence on Organizational Change Outcomes

Based on a collaborative auto-ethnographic approach, this paper examines how external stakeholders can influence organizational change processes and outcomes in a public sector context. Existing change literature suggests that stakeholder management and collaboration are critical for achieving change results. Although the role of internal stakeholders has been documented, we know less about how external stakeholders can influence planned change. To explore this, we adopted a variant of collaborative auto-ethnography in which the first-hand experiences of a top manager combined with extensive media coverage were retrospectively made sense of through joint reflection and theorizing with an outside academic. Drawing on stakeholder theory and the concept of momentum for change, we show how external stakeholders can either amplify or suppress the momentum for change, thereby ultimately affecting goal attainment. The slightly adjusted CAE methodology offers new opportunities for academic/practitioner collaborations to advance change practice and theory.

Dissensus as part of dialogue in organizational change processes: a case study in an NGO

In this article we discuss, from the experience of action research on organizational change in an NGO, how interpreting the concept of dialogue in organizational theory has impacted the way in which it has been understood and applied in the processes of change that organizations experience. The ontological relationship that has been established between dialogue and organizational change and the interpretative frameworks used, although they have represented a great epistemological and practical breakthrough, have also limited the potential of the concept of dialogue itself by oversimplifying it. The reflective analysis allowed by action research on the case leads us to propose dissensus as an alternative: recognizing dissensus as natural in the organizational context and as an engine of real change. Understanding dialogue only as a search for consensus leads people to hide differences and not properly manage them in the process of change, because talking about organization is talking about relational and communicative patterns that highlight the influence of power, internal asymmetry and diversity in the processes of change. This complexity demands a new look on know how to read it and understand it properly without oversimplifying it.

신라 군사제도 연구의 현황과 과제

This article reviews the results of research on the Silla military organization and summarizes future research issues. Silla's military organization can be found in the Bumgunho record of Mugwan section, in the 『Samguksagi(History of the Three Kingdoms)』. Mention of the Silla military organization began in the late Joseon Dynasty. In the late Joseon Dynasty period, the Silla military organization was mentioned in order to organize the military system of the past or to reform the military government and military system. Actual research on the Silla military organization with modern historical research methods was began after the 1900s. The interest in Korean history during this period led to empirical research on historical and geographical aspects, and also for the Silla military organization. After the liberation of Korea in 1945, the study of the Silla military organization intensified. Studies were published that provided an overview of the Silla military organization from an institutional perspective, and studies were also conducted that linked the military organization to the local system. These studies became the basis for later research on military organizations. From the 1970s, research on Silla's military organization became more detailed, with studies focusing on individual military organizations or specific military offices based on the results of previous studies. From the 1990s to the present, researchers have research achievements in military organizations that have been difficult to identify due to very sketchy records, and studies have been published to trace the process of change in military organizations and the operation of military organizations in connection with the Silla defense system. As a result of the constant efforts of researchers in the face of absolute scarcity, both qualitatively and quantitatively research on the Silla military organization has been greatly advanced and accumulated. However, there are still many things that need to be resolved. It is hoped that more research on military organizations will be conducted in the future and much will be revealed about the Silla military organization.

The contribution of strategic design, as intellectual capital, to organizational transformation

PurposeThe present document presents the possible contributions of strategic design to organizational transformation, as a part of business intellectual capital.Design/methodology/approachA case study from a Colombian family business group, with three business units, industrial, commercial and service, were used. Interviews regarding critical events and semi-structured interviews were employed. Data were processed with NVivo software.FindingsIt was found that abductive, empathetic and creative competencies (human capital) that may facilitate the comprehension of nature, needs and alternatives to be employed in organizational change processes. Further, the importance of the participative design approach in co-creation, with interest groups, transformation projects (relational capital), and design thought, as a methodology for the implementation of the preceding (structural capital), was identified.Research limitations/implicationsThe results revealed, in this case, suggest several future investigative routes. Firstly, increased empirical research, based on this proposal, is suggested. Specifically, it would be relevant to perform causal studies that report the contribution of each of the components of strategic design to the diverse organizational transformation processes. A third line of investigation might include delving into certain relationships that have already been identified, but require further comparison. One of these might be the role of design thought as a method to perform specific organizational transformation projects.Practical implicationsAs a result of the present investigation, a model is established (see Figure 2) which may be useful to companies to address organizational transformation, capitalizing on the benefits offered by strategic design. In summary, the proposal considers four phases (see the central circle in Figure 2). Phase 1: understanding organizational occurrences and situations, the basis upon which to determine the nature of an organizational transformation. This activity alludes to the work that is collaboratively managed with different interest groups, in the systematic comprehension of the business organizational transformation chain of events. Phase 2: determining the path to be followed or the route for collaborative action. Doing so in participative fashion permits the representation of a diversity of ideas and opinions on a given problem/potential identified in the preceding process. This stimulates and strengthens the creative competency in company personnel (Jeffries, 2007). If this competency is incorporated into the corporate culture, differential factors may be established, in an environment with broad competency, thus achieving transformations appropriate for a competitive environment.Social implicationsCo-creation, the central axis of the organizational transformation process. At the base of all organizational transformation processes is an approach focused on human beings, whose principal questions include: What place do individuals have in strategic problem resolution, like those of organizational transformation, in companies? How are human competencies strengthened when applied to organizational transformation processes? What types of ties are made, beyond the establishment of natural relationships (work, purchase, sell), with interest groups? And most importantly: How do they achieve the construction of new business realities together? To do this, participative and co-creative methods must be employed as a scenario to jointly achieve multiple satisfaction realities, in which understanding the essence of the participative design approach becomes meaningful (Jones, 2015).Originality/valueDesign thought, as a methodological proposal for organizational transformation projects. The use of inspiration, ideation, and implementation stages, iteratively and permanently, is suggested. Continuous review of the point of departure, the path trodden and the goals to be achieved should be prioritized, such that they may act as compasses for organizational transformation, considering strategic design to be a key motor (Yee et al., 2017).

Same pond, different frogs: How collective change readiness level and diversity associates with team performance

SummaryDespite the critical importance of teams in organizational change processes, we still know little about how collective change readiness (CR) in teams associates to team outcomes. In this study, we take a multilevel approach to CR and investigate how collective CR associates with team performance. Specifically, we examine (a) how ambivalence between emotional and collective cognitive CR associates with collective intentional CR and (b) how both the level and diversity of collective intentional CR associate to team performance. We test our team‐level hypotheses using 59 teams and 366 individual team members. The results show that the levels of collective emotional and cognitive CR interact in their association with intentional CR. Collective intentional CR is the highest when both collective emotional and cognitive CR are high and the lowest under a condition of high collective cognitive CR and low collective emotional CR. Moreover, diversity in collective intentional CR negatively associates to leader‐rated team performance. Implications for theory and suggestions for practice are discussed.

Translating Organizational Change into Entrepreneurial Identity—A Study of Energy Transition in a Large State-Owned Enterprise

This paper presents a proximal study of energy transition in a large state-owned enterprise. Organizational change is the prerequisite for energy transition in a company that has historically understood its own identity in the remunerative oil gas industry. The methodology of the research is a qualitative on-field study of the implementation of the transition strategy inside the company. For this purpose, the research uses primarily first-hand reports collected within the organization in the years 2018–2020. The paper explores the dynamic process of change to reveal the tensions, conflicting identities, and strategies of implementation needed to start the energy transition, shedding light on the formation of a new corporate identity that traces back to the entrepreneurial inception of the company. The role of communication between the different levels of the company was crucial. The management found in the corporate history a moderator of organizational change that led to a renewed entrepreneurial identity. This paper brings evidence that a re-interpretation of the corporate identity is a condition that eases the process of organizational change. The results of the study will provide the theory with a practical case in order to better understand the transitions of state-owned enterprises in their effort to promote organizational change and drive sustainable innovations.

Developing Organizational Change Capabilities using ADKAR model of Change: The Efficacy of Context Sensitive Training

Organizational change and development are a challenge for stagnant culture of public sector Organizations in Developing Countries. Training plays a vital role in organizational change and development. However, it is not clear how training modules, methods and approaches should be designed and implemented that direct the organizational change and development towards desired outcomes. The present study considers the case of Pakistan Public Sector Organizations and studies the training dilemmas in three dimensions. Using the grounded theory approach, qualitative data collection tools were adopted to collect data from trainees, trainers, and the training organizations. The data from trainees helps to identify the learning behaviors, training methodologies and the organizational needs versus training contents. The data from trainers informed the trainers’ perceptions on learning behaviors, training methodologies and modules adopted and related constraints. Finally, the data from training organizations helps the researcher to observe the real picture through observations, and to understand the process of designing training calendars and their coordination with public sector organizations. The sample of the study completed with the saturation of emergent themes. The collected data was analyzed using Grounded theory analysis in MAXQDA. The results show that there is lack of match between organizational needs, learning behaviors and the training approaches. This mismatch leads to further controversies such as inappropriate learning behaviors, and lack of competency development. These controversies impede the organizational change and development processes. If training improves as per organizational needs and learning behaviors, this can lead to improved organizational change and development. In this regard, the study has suggested a model for organizational change through Context Sensitive training.

Getting sick for profit? The impact of cumulative ICT and management changes on long term sickness absence

This article evaluates the impact of cumulative ICT and management changes on long-term sickness absences. We use a unique dataset matching a company-level survey on computerisation and organisational change with an administrative file allowing us to track health issues amongst the working population. We implement a difference-in-difference approach using two time windows: a three-year period after changes have occurred and another period corresponding to the period of implementation of changes. We identify three treatments according to the sets of tools implemented by firms and reflecting different types and degrees of organisational changes: Information and Communication technology (ICT) changes only, management changes only, and cumulative ICT and management changes.We find the following core result: cumulative changes in ICT and management tools increase occupational risks and detrimentally affect employees’ health, while management changes only reduce long-term sickness absences. However, there are gendered and occupational differences in the timing and strength of these impacts. First, when firms implement cumulative ICT and management changes, health impairments start for women during the change phase, whereas for men, they appear only afterwards. Second, while we observe the protective effects of managerial changes on their own for both genders during the change phase, these effects do not persist afterwards for women. Third, managers and professionals are protected in the change phase against the serious health consequences of cumulative ICT and management changes, and they benefit from the reduction in risks associated with management changes alone.Hence, cumulative ICT and management changes, which are likely to yield the highest returns for firms in the presence of productive complementarities, are also associated with greater health damage. Furthermore, this social cost of organisational change is only partially borne by the firms responsible for it. We show that the most vulnerable employees are more likely to be mobile (voluntarily or involuntarily) after the implementation of changes.These results point to the need for public authorities assessing occupational safety and health policies to better understand the process of organisational change (its complexity, intensity, dynamics) and the social construction of health behaviours and of the uses of technology and management tools.

“A modern research profession’: government social research, evidence-based policymaking and blind spots in contemporary governance research

ABSTRACT Recent debates on evidence-based policymaking have demonstrated limited engagement with the history of the Government Social Research (GSR) profession and its role in facilitating the translation of evidence into policy. Though there was a concerted scholarly focus on social research functions within government during the 1980s and 1990s, the recent limited focus on these professions has led to a ‘blind spot’ in contemporary governance research. As a case in point, the United Kingdom's GSR profession offers a critical vantage point upon which to develop new insights into the relationship between evidence and policy. We argue that just as the GSR profession is currently undergoing significant reform programmes, there is a critical need for a critical research agenda on the composition of research professions within governments. Such a research agenda would reflect on crucial questions about the interface between research evidence and other government functions. In conclusion, we offer four starting points for a comparative, interdisciplinary, transnational research agenda, focusing on the effects of reform programmes for (1) researchers’ professional identities and values, (2) organisational change processes, (3) accountability challenges, and (4) intra-professional relationships with evidence producers.

The Organizational Dynamics of Business Models for Sustainability: Discursive and Cognitive Pathways for Change

Business models for sustainability (BMfS) enable organizations to create social and environmental value for a wide variety of stakeholders. As BMfS are new for well-established industries, their implementation requires deep organizational change to overcome path dependencies of existing business models. In this article, we present a framework which outlines the organizational change process involved in BMfS development. The framework shows that organizations can experiment with novel configurations of value, resources, and transactions, and follow discursive and cognitive pathways to enable BMfS legitimization and implementation. Although the value, resources, and transactions levers can be used either separately or in concert, discursive and cognitive pathways are most powerful when pursued together. We use our framework to highlight the contributions of the articles in the special issue and to propose new directions for BMfS research. We argue that future research should investigate the impacts of BMfS on the sustainability challenges they seek to address.

Retaining talent in knowledge-intensive services: enhancing employee engagement through human resource, knowledge and change management

PurposeThis study aims to explore talent retention in knowledge-intensive industries by investigating the mediating processes between the existence and application of human resource management (HRM) and employee turnover. Toward this end, drawing on the conservation of resources and job demands–resources theories, a three-dimensional model is examined, which includes the relationship between HRM, knowledge management (KM) and change management (CM), as well as their relationship with employee engagement and employee turnover intention.Design/methodology/approachThe proposed research model has been studied with a sample of 168 talented employees in over six European countries, using a quantitative approach, involving the structural equation modeling method. All data were gathered by a multidimensional questionnaire via prolific, an academic crowdsourcing platform.FindingsResults indicated that knowledge-intensive services firms may achieve higher talent retention through the interaction of HRM with KM and CM practices, which may lead to enhanced employee engagement.Research limitations/implicationsPossible limitations of the study include the relatively small sample size, the self-rate questions for the collection of data and the use of cross-sectional data.Practical implicationsTo retain their talented employees, organizations should identify ways to improve their HRM, CM and KM practices. In addition, HR practitioners ought to include their talented employees in all organizational change and KM processes and create mechanisms that successfully support knowledge acquisition, creation, sharing, retention and codification.Originality/valueTo the best of the authors’ knowledge, this is the first study to examine various factors of retaining talented employees in knowledge-intensive services. Furthermore, the study took place in six European countries, i.e. UK, Poland, Italy, Germany, Portugal and Greece, where the research on talent retention is very limited.