Role In Organizational Change Research Articles

Digital leadership: a systematic literature review and future research agenda

PurposeIn view of the increasing exploration and scattered literature on digital leadership, this study aims to clarify the concept, characteristics and structure of digital leadership, identify its focus research themes and further determine future research directions in this field.Design/methodology/approachA systematic literature review is adopted in this study using 53 academic documents published in peer-reviewed journals and conference proceedings, which comprehensively combs and analyzes the research achievements.FindingsThe key characteristics of digital leadership are vision motivation, digital empowerment, innovation and entrepreneurship, cross-boundary collaboration and dynamic adaptation. Digital strategic thinking, digital insight, digital change and digital talent development are the core dimensions of digital leadership. Besides, there are three main research topics: the application of digital leadership in certain contexts including school education, government governance and business management; the development of digital leadership scale within diverse contexts; and the effectiveness of digital leadership at the organizational, team and individual levels. Digital leadership has a positive role in organizational change and innovation, team effectiveness, and employee creativity and innovation behavior.Originality/valueThis study helps to clarify the connotation of digital leadership and its research progress, status and gaps, which contributes to the thorough knowledge system in the digital leadership area and the promising avenues for future research.

Correlations between organizational change and resilience

PurposeThis study aims to: (1) investigate the relationship/connection between organizational change (OC) and organizational resilience (OR) and (2) provide a basis for understanding how organizational change can underpin or build organizational resilience.Design/methodology/approachAn extensive literature review has been made to discuss the goals of OC as well as the enablers of OR. A number of conceptual models have been introduced to demonstrate the correlation between OC and OR and the potential role of OC in supporting OR. Empirical findings were also introduced in order to support the theoretical basis of this research.FindingsThis study argues that OC can be practiced for the purpose of building or supporting OR. A variety of views have been introduced to demonstrate the correlation between OC and OR and the role of OC in supporting OR.Practical implicationsThe purpose and scope of OC should not only be confined to enabling organizations to respond to the dynamics of their business environments but also to enable organizations to withstand a wider range of internal disruptions, major incidents and external factors. This perspective provides a broader insight that is different from the traditional conceptualization of the goals and purpose of OC.Originality/valueTo the author’s knowledge, this is one of very few studies that discuss the correlation between OC and OR and the role of OC in building OR. This explains the need for more practical change initiatives that aim to elevate levels of OR.

Middle Managers’ Role Overload, Workplace Anxiety, and Resistance to Change: The Moderating Effect of Emotion Regulation Strategies

Middle managers play a pivotal role in organizational change. However, little is known about the antecedents of middle managers’ resistance to change. Drawing from the conservation of resource theory, this study examines the impact of middle managers’ role overload on their resistance to change. We collected time-lagged data from 242 middle managers in China. Our results show that middle managers’ role overload is positively related to resistance to change, and that this relationship is mediated by middle managers’ workplace anxiety. Furthermore, emotion regulation strategies moderate the effect of middle managers’ role overload on workplace anxiety as well as the indirect effect of middle managers’ role overload on resistance to change via workplace anxiety. These findings offer theoretical insights into how to effectively implement organizational change and manage middle managers’ resistance to change.

Leadership, Strategy and Organizational Change

This study examined the role of leadership in organizational change. The researcher stated that the role leader’s play in the strategy process would have a significant impact on the overall success of any type of organizational change. The researcher found that leaders play a huge role when dealing with any type of organizational change implementation. A leader must take into consideration and utilize effective communication with the organization throughout this process. Further, this research revealed a four step that would make change successful in an organization. It is vital for a leader to utilize good leadership style, and empathy for employees throughout a change and maintain positive culture. This research has revealed that leader plays a key role in organizational change and must take all of that into consideration for an effective transition and successful change to come to reality in an organization.

Emotions in Organizational Change: An Integrative Review

ABSTRACT Emotions play a significant role in organizational change, but they are often neglected in change management models, which can lead to resistance and increased stress among employees. In this manuscript we discuss how emotions can influence leaders and employee’s perception and responses to change initiatives. We also explore interpretive lenses that researchers use to investigate emotions in the context of organizational change. This literature review makes notable contributions by fostering the integration of social, institutional, and emotional perspectives into change management practices, while shedding light on the considerable potential of leveraging positive emotions for enhancing engagement during change implementation. MAD statement This integrative review addresses the role of emotions in organizational change management models, a key factor of engagement or resistance. The complex interplay of emotions in organizational change processes-where resistance and fear intertwine with excitement and hope – underscores the requirement for change management strategies that acknowledge the intricate role emotions play in both individual and group experiences. Change initiatives often falter because they address only on specific aspects, neglecting the dynamic between conscious and unconscious emotional expressions. Emotional dynamics in organizations extend beyond immediate reactions to change emcompassing deeper emotional bonds with leadership and the institutional environment. In this context, leaders are paradoxically sources of anxiety and responsible for mitigating it it within their teams. Anchored in previous research, this exploration offers new insights for optimizing change implementation. It suggests integrating social and institutional perspectives, and leveraging positive emotions in engagement strategies. Unlinke other reviews, this work synthesizes empirical findings specifically related to emotion's impact on engagement or resistance at different levels. It categorizes existing explanations and expands on the epistemological perspectives of emotions, elucidating how they operate and the ongoing efforts required to comprehend and harness emotions as catalysts for change.

Systematic Literature Review on Gender Equality Attitude of the Gen Z College Students from a Gender Role Perspective

The study of gender equality attitudes among college students has gained increasing attention in recent years, particularly in the context of the rise of the feminist movement and increased attention to gender issues. In particular, the attitudes of Gen Z college students, who are the future leaders and decision-makers of society, are of great interest in terms of understanding the future direction of gender equality. Understanding and appreciating the importance of gender equality is critical for college students because it is a prerequisite for the development of a society that is both just and equitable. An integrative assessment of the studies on gender equality and the attitudes of college students on gender roles from 2003 to 2022 is presented here. We analyze the nature and content of contemporary research on gender equality among generation Z, and we critically examine the methodological and theoretical approaches that the writers have utilized in their work. We went through 63 publications that were found on Web of Science and read, categorized, and analyzed them. In keeping with previous research, our analysis demonstrates that gender inequalities among college students are still prevalent. Additionally, it appears that the formative years are critical for the development of a perspective concerning gender equality. The three primary areas of study interest include studies on gendered college paths and publication patterns, studies on the influence of new public management on gender, and studies concentrating on how gender plays a role in organizational change. Existing research is lacking in a number of important areas, including (1) a focus on the horizontal dimension (i.e. across disciplines), (2) studies generating concepts and theory, and (3) studies focused on the repercussions of changes in the research policy framework for college education.

Embracing Changes: Virtual Change Management and Leadership Training Implications

The pandemic brings many unforeseen changes. Thriving organizations are the ones that are agile and proactive. Change management and leadership training plays a key role in organizational change and development. This current study examines a group of international managers’ virtual training experiences, helping managers to develop change mindsets to use disruptions as opportunities to lead organizations. This group of international managers were better prepared to be the change leaders, moving organizations forward to a thriving tomorrow.

Study of employees’ behavior during organizational change: effects of business theatre on Kübler-Ross model

Purpose – This article aims to study the employees’ behavior during organizational change and the effects of business theatre on the Kübler-Ross Model to boost the employees’ spirit so that the efficiency of an organization would increase. Design/methodology/approach – The authors revisit the insights from previous work on the role of organizational change and its effects on employees’ behavior. Classic KüblerRoss Model has been used in this study to analyze employees’ behavior during the change process. Findings – This article shows how business theatre can act as a healer and help employees overcome emotional turmoil. Eventually, the implementation of business theatre may shorten the time taken by the employees when they go through shock-denial-anger-bargaining-depression-acceptance-commitment phases of grief. Originality/value – The paper provides new insights into the role of business theatre in organizational change management. It focuses on the interrelationship between both, with the help of the conceptual framework of the Kübler-Ross Model, which explains employees’ behavior during the organizational change.

Leadership, Strategy and Organizational Change

This study examined the role of leadership in organizational change. The researcher stated that the role leader’s play in the strategy process would have a significant impact on the overall success of any type of organizational change. The researcher found that leaders play a huge role when dealing with any type of organizational change implementation. A leader must take into consideration and utilize effective communication with the organization throughout this process. Further, this research revealed a four step that would make change successful in an organization. It is vital for a leader to utilize good leadership style, and empathy for employees throughout a change and maintain positive culture. This research has revealed that leader plays a very important role in organizational change and must take all of that into consideration for an effective transition and successful change to come to reality in an organization. Key Words: Leadership, Change, Strategy, Communication, Culture, and Teams

Community, learning and leadership: reflections on the work of Karen Seashore Louis

PurposeSeashore Louis has enjoyed a long and productive career, contributing many key understandings to the field; among them, foundational theorizing regarding professional community, organizational learning and the role of principal leadership in organizational and student learning. In each, the role of organizational change and its bearing on school improvement has been a key focus of her research. Central to Seashore Louis' organizational change theorizing has been the contention that organizations are expected to produce outcomes (i.e. that they exist to do things), and in turn, those outcomes have consequences for the organization and its members. The purpose of this paper is to reflect on the impact her work has had on the field of educational leadership research.Design/methodology/approachThis article traces the development of Karen Seashore Louis' contribution to and work in organizational theory.FindingsBy focusing on Seashore Louis' contribution to our understanding of how professionals learn, both individually and together, and what they do with that information and knowledge, this article will synthesize Seashore Louis' contributions to understanding how change is established, enacted and experienced in schools, as well as how those understandings are informed by theorizing about the role of school culture, openness to new ideas and understandings, alternatives and multiple perspectives, and caring as it relates to leading schools.Originality/valueThe authors’ experience of learning from and with Karen Seashore Louis has deepened the authors’ own understandings of how schools work, how teachers and leaders learn, and the ways in which school organizations can thrive. Key to her influence is her ability to generate and use conceptual and theoretical lenses to explain why people act the ways they do, and how understanding those actions can help us all to improve. Her theorizing has provided the field clarity about what works, where it works and why it works while still problematizing our understandings and pushing for greater depth of understanding and analysis.

Towards Managing Organizational Change: An Empirical Study

This study examines the relationship between trust buildings, motivating employees, and employee commitment toward organizational change. A self-administrated questionnaire was used to gather data. The study provides a basic understanding of organizational change. Through systemic, theoretical, and conceptual understanding, the arguments of the study are built on the importance of communication in the organization and how in bringing organizational change. The current study proposed that trust-building, employee motivation, and employee commitment will be related to organizational change. A total of 292 copies of completed questionnaires were returned, representing 90.7% of the total questionnaire distribution to both managers and owners of manufacturing firms. Out of which, only 275 questionnaires were usable for the analysis after removing incomplete data and outliers. Partial Least Square-Structural Equation Modelling (PLS-SEM) was used to analyze as a popularly accepted model to justify the theory with the observation data. The study results revealed that trust-building, employee motivation and employee commitment have significant effects on organizational change. The current study also claims the importance of collaboration within employees of any organization at the level of transition. The current study will help professionals and academics and enhancing their leadership abilities, it will benefit and inspire trust members to show better outcomes. However, it is recommended that further research is needed in this direction to confirm the result of this study. Finally, this study concludes that trust-building, employee commitment and employee motivation play a significant role in organizational change.

Middle management a reinforcement of change

Organizations face a highly competitive and continuously evolving business environment. As a result, many companies have been looking for ways to improve their business: that is, providing better services at lower cost, improving customer satisfaction, and staying competitive, in which the successful management of change is crucial to survive and succeed. While organisations often deliberately try to plan change to make it more manageable, organizational realities tend to be more messy and noisy than can be effectively planned for. The findings arising from this essay suggest that middle managers play an important role in facilitating change in organizations. They also suggest that middle managers face major challenges in the organization-wide implementation and adoption of CI including possible resistance by middle management itself. There has, is and probably always will be discourse around middle management and its role in organizational change, where the debate generally evolves around whether middle management can be seen as a strategic asset for change or a blockage to change.

Software Quality and Its Entanglements in Practice

Effective software quality assurance in large‐scale, complex software systems is one of the most vexed issues in software engineering, and, it is becoming ever more challenging. Software quality and its assurance is part of software development practice, a messy, complicated and constantly shifting human endeavor.What emerged from our immersive study in a large Australian software development company is that software quality in practice is inextricably entangled with the phenomena of productivity, time, infrastructure and human practice. This ethnographic insight — made visible to the organization and its developers via the rich picture and the concept of entanglements— built their trust in our work and expertise. This led to us being invited to work with the software development teams on areas for change and improvement and moving to a participatory and leading role in organizational change.

Organization Vision recognition by members of auto parts companies A Study on the Effects of Organization Change - Based on motivational mediated effect -

The purpose of this study is to establish empirically that the organizational vision of the members of an automotive parts company plays a role in organizational change, and the motivation of the employees in relation to these variables
 Methods/Statistical analysis:
 Total 224 questionnaires are used for analysis. The survey method was conducted in the form of a survey.The survey items consisted of 17 questions, including five demographic questions (gender, educational background, age, job title, number of years of service) and measurements were made using the Likert5 point scale.In the form of empirical analysis, the STSS22 and AMOS22 programs were used to analyze technical statistics, factors, reliability, and measurement models, and the mediated effect test was performed using the structural formula model analysis.

Role of Organizational Change in Developing Team Performance and Support Positive Work Environment

Current study aimed at examining the influence of organizational change on two of the main aspects of any organization which are team performance and work environment. Study followed the quantitative approach through utilizing the questionnaire as a tool of study. Through applying the questionnaire on a sample of (211) managers from industrial organizations in Jordan; results indicated that there appeared to be a positive influence of organizational change on both team performance and work environment. Through the study, results indicated that technology as a variable of organizational change appeared to be the influential variable on both team performance and work environment which indicated the importance of technology in organizations and how to handle its interference and transition in a positive approach. 
 
 Based on results, current study recommends enhancing the managerial support within industrial organizations in Jordan as it appeared that there was a lack in the support that management has on managing change. In addition to that, technology appeared to be of high importance, so it is recommended to focus more on technologies and manage the transition from manual to technological approaches within industrial organizations.

Organization Vision recognition by members of auto parts companies A Study on the Effects of Organization Change - Based on motivational mediated effect -

The purpose of this study is to establish empirically that the organizational vision of the members of an automotive parts company plays a role in organizational change, and the motivation of the employees in relation to these variables
 Methods/Statistical analysis:
 Total 224 questionnaires are used for analysis. The survey method was conducted in the form of a survey. The survey items consisted of 17 questions, including five demographic questions (gender, educational background, age, job title, number of years of service) and measurements were made using the Likert5 point scale. In the form of empirical analysis, the STSS22 and AMOS22 programs were used to analyze technical statistics, factors, reliability, and measurement models, and the mediated effect test was performed using the structural formula model analysis.

Role of Leadership in Organizational Change: A Case Study at Attaqwa Putra Islamic Boarding School Bekasi - Indonesia

This study aims to find out the leadership role in organizational change at Attaqwa Putra Islamic Boarding School Bekasi Indonesia. The research utilized a case study method. Meanwhile, data collection techniques were through the interview, observation, document analysis, and questionnaire. Analysis data used the reduction system, data display, and verification/conclusions. The results of the research, there are four important leadership roles in organizational change at the Attaqwa Putra Islamic Boarding School Bekasi. First, the Leader as the direction of the direction is reflected in the role of formulating a vision, inspiring subordinates to make changes, and focusing every activity to achieve the school?s vision. Second, leaders as spokespersons are reflected in the role of leaders advising teachers, building relationships with principals through routine coordination meetings, coordinating with teachers through press meetings, and holding support from graduates. Third, leaders as coaches are reflected in the leadership role of building a work team, building trust, encouraging and motivating subordinates, and providing the best service. Fourth, leaders as agents of change are reflected in the role of leadership in deciding to make changes, innovate, anticipate future trends, and determine the direction of boarding school in the future.

Organizational Change: Perspectives From Human Resource Management

ABSTRACTHow human resource management professionals view organizational change and their roles in it matters because those perceptions serve as a foundation for how they define their roles and as a boundary for what they might see as possible. Despite the importance of understanding these perspectives, few studies have explored human resources professionals’ views of organizational change and their roles in it. Data from 547 human resources professionals across a wide range of industries and organizational levels reveal the perception of top-leader involvement in 80 percent of successful changes. The data also suggest that human resources professionals hold numerous roles in change efforts, including those of ‘change agent’ and ‘consultant.’ Additionally, the data revealed that most human resource management professionals tended to view successful organizational change as primarily occurring in a top-down, hierarchical manner. A minority – yet potentially consequential – portion of the respondents viewed their role in organizational change as limited or not very important. We discuss these findings in light of relevant theoretical frameworks of organizational change, offering practical and scholarly implications.

Human Resource Management Professionals’ Views of Organizational Change

How human resource management professionals view organizational change and their roles in it matters because those perceptions serve as a foundation for how they define their roles and as a boundary for what they see as possible. Despite the importance of understanding these perspectives, few studies have explored human resources professionals’ views of organizational change and their roles in it. Data from 547 human resources professionals across a wide range of industries and organizational levels reveal the perception of top-leader involvement in 80 percent of successful changes and numerous roles being held by human resources professionals including “change agent” and “consultant.” Additionally, the data revealed that most human resource management professionals tended to view successful organizational change as primarily occurring in a top-down, hierarchical manner. A minority–yet potentially consequential–portion of the respondents viewed their role in organizational change as limited or not very important. We discuss these findings in light of theoretical frameworks of organizational change and perspectives on the power of implicit beliefs, offering practical and scholarly implications.

Leader-member exchange relationship and organizational justice: Moderating role of organizational change

Leader-member exchange relationship and organizational justice: Moderating role of organizational change