Strategic Organizational Change Research Articles

Effective Strategic Organisational Transformation and Change Management for The South African Financial Services Sector

Effective Strategic Organisational Transformation and Change Management for The South African Financial Services Sector

Strategic Organizational Performance at Electric Company in Indonesia

The goal of the study is to examine how organizational performance is impacted by transformational leadership and strategic organizational change management, with organizational environment serving as a mediating element in Indonesia's electricity state-owned enterprises. This is a quantitative, non-experimental study conducted between October 2022 and January 2023 in the divisions of PLN Head Quarter, as well as its subsidiaries and affiliates, with 1.429 respondents. SPSS and LISREL are used to do the analysis. According to research, both strategic organizational change management and transformational leadership styles have a positive and significant impact on organizational climate, with strategic organizational change management having the most significant impact. Organizational climate, strategic organizational change management, and transformational leadership all have a positive and significant impact.

Upbeat or Off‐the‐Mark? How Work Rhythms Affect Strategic Change

AbstractThis study examines how organizational members cope with new work rhythms that are brought about by a strategic organizational change. Based on a two‐year qualitative case study of a major strategic change in a research unit at a university that encouraged academics to embody an upbeat, energetic work rhythm, we identify four different modes of engaging with rhythms (syncing, tuning, figuring, and settling). We found that individual academics engaged rhythmically in different ways to meet this expected way of working and with discernible consequences for how they participated in the strategic change and ultimately were able to support the change, or not. Based on our study findings, we conceptualize a process model of rhythmic coping that highlights a central but often overlooked part of strategic change with significant implications for the success of a change as well as for the continued health and well‐being of employees.

Strategic Organizational Performance in Electric Power Company in Indonesia

<p><em>The purpose of the research is to analyze the influence of transformational leadership and strategic organizational change management to organizational performance with organizational climate as mediating variable in the electricity state own Enterprises in Indonesia. This is a quantitative non-experiment research and using questionnaire with 1.429 respondents within divisions of PLN Head Quarter, and its subsidiaries and affiliates during October 2021 – January 2022. The analysis process is conducted by SPSS and LISREL. Research has found that transformational leadership style and strategic organizational change management, both separately and together have positive and significant influenceto organizational climatewith variable of strategic organizational change management has more dominant influence. Transformational leadership style, strategic organizational change management and organizational climate both separately and or together have a positive and significant influence to organizational performance, with variable organizational climate has more dominant influence.Leader should create an effective organizational climate to improve the influence of transformational leadership capability and change management to achieving excellent organizational performance. The mediating effect of organizational climate is the novelty/originality of research, which has an important and positive impact to enhance the impact of transformative leadership styles or strategic organizational change management on organizational performance . The study was conducted at a state-owned enterprise. Further research in various industries/enterprises by state-owned and private companies is expected.</em></p>

Strategic Change in a Pluralistic Context: Change leader sensegiving

Research points to the challenge of delivering strategic change in pluralistic contexts. We explore this challenge through a real-time, qualitative case study of the implementation of strategic change in a post-1992 United Kingdom university. Our findings enable us to account for how a change leader can create sensegiving and sensemaking opportunities that influence others to engage in activities that facilitate change implementation through an orchestrated meetings-based process and which also leads to change action consistent with intended goals. In doing so we contribute to research on strategic change in pluralistic organizations, research on strategy meetings and research on change leader sensegiving.

Caustics of Conformity: Sabotage as Barrier to Strategic Change in Organizations

Caustics of conformity are covert uses of representations by employees to sabotage or delay the implementation of strategic change projects that constitute a discrepancy between idiosyncratic and organizational values. I present a conceptualization of the caustics of conformity construct and propose that organizational reward systems, status, and self-interest are examples of variables serving as antecedents to engaging in sabotage and delay tactics reflecting caustics of conformity. I also propose that change avoidance and ultimately strategic failure are potential outcomes of caustics in organizational settings. Theoretical and practical implications are discussed to advance research on the use of caustics of conformity to explain organizational change.

The Traveling Headquarters: The New Phenomenon of Temporary Headquarters Relocations

Many headquarters (HQs) of multinational corporations (MNCs) that have substantial growth outside their home country or region face the problem that they have a limited understanding of their distant business and thus struggle in their value-adding parenting role. The existing solutions to this wide-spread problem, such as building up sophisticated control methods with expatriates, creating additional organizational layers with intermediary HQs, or creating a more diverse top management team, often give rise to new challenges that impair firm performance. In this study, I provide a new perspective on how HQs can deal with shifting market growth to distant host regions and also fulfil their value-adding parenting role to those subsidiaries. By drawing on the unique case of Starwood Hotels Inc., I elaborate a process analysis of how this specific organization temporarily relocated the HQ from the US to Shanghai and Dubai to improve its HQ’s value-added and contribute to the firm’s success in those new growth markets. In particular, I shed light on the process and the multi-level outcomes of this highly innovative undertaking. With my findings, I contribute to literature on HQs and their location choices, new organizational design approaches in MNCs, and strategic organizational change.

Environmental beliefs and the adoption of circular economy among bank managers: Do gender, age and knowledge act as the moderators?

Circular economy has emerged as an exceptional substitute for linear business models due to increasing environmental threats and the lack of planetary resources. However, the literature on the factors contributing to the transition of a circular economy is still in its infancy. This study investigates the impact of bank managers’ environmental beliefs such as perceived susceptibility, perceived severity, perceived benefits, and perceived barriers on the adoption of circular economy (ACE). The moderators of gender, age, and knowledge are operationalized to investigate the effect on the relationship between environmental beliefs and ACE. The data was conveniently drawn from 840 respondents employed at different managerial positions in the banks across Malaysia. The collected data were analyzed using the structural equation modeling technique through SmartPLS. The results indicate that perceived susceptibility, perceived severity, perceived benefits have a significant positive impact on ACE while perceived barriers have a significant negative impact. The results of the integrated model reveal that perceived benefits are the most important factor to promote ACE. The research findings represent that gender, age, and knowledge about environmental threats as the moderators have a significant positive effect on the relationship between environmental beliefs and ACE. Specifically, the results confirm that females, generation X, and preliminary knowledge plays a significant role in ACE by contributing to managers' environmental beliefs. This study contributes to developing ethical business models and offers a toolkit in the form of behavioral indices relevant to the banking industry for implementing a strategic organizational change.

Development and implementation of strategic frameworks for polypharmacy management in healthcare organisations: a scoping review

Abstract Introduction ‘Polypharmacy management’ (PM) guidelines exist (1) but there are challenges to implementation and WHO recommends theory-based organisational change strategies to address this (2). Aim To identify current evidence base around the development and implementation of strategic frameworks for polypharmacy management in healthcare organisations. Methods The Arksey and O’Malley framework and the PRISMA Scoping Reviews extension were used. Databases (Medline, IPA, CINAHL and Business Source Complete) were searched to December 2020. After title and abstract screening full text articles were reviewed. Search, data extraction and eligibility criteria were defined (table). Included studies were charted to collate extracted information and a descriptive narrative approach to data synthesis was taken. All steps involved independent checks by two team members with disagreement mediation by a third. Results Initially 702 records were identified after removal of duplicates, 632 of these were excluded after screening leaving 70 papers. A further 63 of these 70 papers were excluded after full text review. The seven papers remaining met the eligibility criteria fully and showed: despite wide availability of polypharmacy guidelines in the West, particularly the UK and European Union, there is limited evidence on the strategic development and implementation of PM frameworks. The main characteristics of strategic approaches used included: Kotter’s eight step process for organisational change, theoretical domains framework to identify individual behavioural determinants, and a community-based medication management intervention. Reported barriers were: lack of data to create a sense of urgency, lack of a national plan for implementation, monitoring and evaluation, poor coordination of care, lack of time for staff, unclear allocation of tasks and responsibilities and lack of training. Organisational level facilitators included: government funding streams and strict regulatory environment, national emphasis on quality and presence of contextual evidence. Conclusion Despite PM guidance this review shows limited evidence on development of theory based strategic frameworks for organisational change. Evidence was from Western contexts only. A strength of this work is that it searched internationally but was limited by exclusion of grey literature. Further work is required on theory based strategic organisational change in PM particularly in contexts out with the Western world. References (1) Mair A, Fernandez-Llimos F, Alonso A, Harrison C, Hurding S, Kempen T, Kinnear M, Michael N, McIntosh J, Wilson M, the SIMPATHY Consortium. Polypharmacy Management by 2030: a patient safety challenge. 2nd edition. Coimbra: SIMPATHY Consortium; 2017. (2) World Health Organization. Medication safety in polypharmacy: technical report. Geneva: World Health Organization; 2019.

Organizational growth strategies for Greek social enterprises’ social impact during the COVID-19 pandemic

PurposeThe repercussions of the COVID-19 pandemic and the organizational scaling strategies of the social impact are still under-researched and remain one of the most significant issues in the social entrepreneurship field, with scarce empirical research so far. This paper aims to present the organizational growth strategies that Greek social enterprises have used to scale their social impact during the COVID-19 pandemic.Design/methodology/approachBuilding on development studies, organization theory and social movement research, this study addresses how Greek social enterprises scale their social impact following organizational growth strategies during the pandemic, based on a sample of ten social enterprises and following a qualitative method approach through a multiple case study.FindingsResults highlight that during the COVID-19 pandemic, the organizational scaling of social enterprises has supported social impact through expanding services, building new interorganizational collaborations and serving additional beneficiaries. Furthermore, new and viable growth strategies include advocacy-oriented scaling for resources and local and remote markets through prompt digitalization.Originality/valueTo the best of the authors’ knowledge, this paper is the first systematic attempt to explore the organizational scaling strategies undertaken by Greek social enterprises in the context of the difficulties placed by the COVID-19 crisis. What emerged from this study was a new prominent organizational scaling strategy of the social enterprises’ social impact called strategic organizational change.

The Survival of Small Businesses Purchasing Health Insurance under the Affordable Care Act

Grounded in the theory of strategic organizational change (SOC), the purpose of this multiple case study was to explore the strategies small business owners use to provide health insurance coverage under the ACA and remain in business. Semistructured interviews were conducted in Northeastern Ohio with 3 business owners in the physical and mental health care industry. The data-collection process included semistructured interviews and business documents. Data analysis involved cluster and coding analysis. Member checking was crucial for strengthening the trustworthiness and credibility of interpreting the responses obtained from participants. The themes that emerged from the study included the importance of cost associated with health care plans, high employee turnover rates, and significant insurance company participation. Specifically, for the small business owner to purchase affordable health care required decisions that encompassed resources and employee reactions to change. The study results may contribute to social change, with information benefiting small business owners in providing health insurance coverage to full-time employees. In addition, the study results may reduce the number of uninsured individuals. Small business owners could use the data from this study to help small business owners reduce health care insurance costs.

ORGANIZATIONAL LESSONS FROM SOCIAL CHANGE GONE AWRY

Do big organizations actually learn from their colossal social change mistakes and attempt to profit from them? This paper presents a massive strategic organizational change effort gone astray. It both describes and analyzes the change from the reflective perspective of an insider. Offering a non-traditional description of the various phases of the social change process, this work showcases the counter-cultural nature of the effort. It also discusses the Zeitgeist or situational context, the relevant history of the affected organization, and provides insights into the various parties impacted by the change. Additionally, this piece notes the limits of power, rationality and education as strategic change approaches and exposes some of the tactical methods employed to implement institutional change. Brief discussions of risks, problems and barriers as well as a number of lessons learned are also provided. Principal conclusions relate to the difficulty of sustaining broad scale organizational change over time, obtaining multi-level support and the necessity to identify measures for success before the effort begins. Perhaps the most important social change skill of all may be to know when to end the effort early to avoid significant sunk costs.

Strategic Human Resources and Strategic Change in Organizations: Analyzing theMediating Role of Behavioural Ambidexterity

Background & Purpose: In today's competitive and dynamic environments, it is essential to provide the necessary conditions and preparations for implementing strategic changes that maintain the survival and sustainable productivity of organizations. Accordingly, this study has studied the role of strategic human resources in implementing strategic change in an organization. It has also examined the mediating role of Behavioural ambidexterity in this relationship. Methodology: The present research method is applied in terms of purpose and descriptive in terms of data collection. Its statistical population consists of 248 employees of Iran Industrial Plans Management Company. Based on simple random sampling, 146 correct questionnaires were returned. SPSS and Smart-PLS software were used to analyze the data. Findings: Strategic human resources, both directly and indirectly (through the mediation of behavioral ambidexterity), have a significant effect on strategic change in the studied company. Conclusion: Developing key human resource capabilities can enhance their ability and willingness to engage in participatory behavior and innovative performance, thus facilitating and accelerating the implementation of planned strategic changes in the organization.

How Can Pluralistic Organizations Proceed with Strategic Change? A Processual Account of Rhetorical Contestation, Convergence, and Partial Agreement in a Nordic City Organization

This study examines how pluralistic organizations confronting fundamental differences in values can proceed with strategic change. By drawing on a longitudinal case analysis of strategic change in a Nordic city organization, we show how the proponents and challengers play a “rhetorical game” in which they simultaneously promote their own value-based interests and ideas and seek ways to enable change. In particular, we identify a pattern in which the discussion moved from initial contestation through gradual convergence to increasing agreement. In addition, we elaborate on four rhetorical practices used in this rhetorical game: voicing own arguments, appropriation of others’ arguments, consensus argumentation, and collective we argumentation. By so doing, our study contributes to research on strategic change in pluralistic organizations by offering a nuanced account of the use of rhetoric when moving from contestation to convergence and partial agreement. Furthermore, by detailing specific types of rhetorical practices that play a crucial role in strategy making, our study advances research on the role of rhetoric in strategy process and practice research more generally.

Organizational change: a transition model

The article continues the development of the literature on the Strategic Business Units (SBU). In order to fill in the gaps on that subject, an explanatory research was carried out on the theme in the context of Organizational Changes (OC); developing a model that was initially dedicated to guiding traditional organizations that aspire to adopt the SBU-based corporate management philosophy. In order to make the tool robust, during its creation, several studies related to strategic changes in organizations were studied, as well as frequent errors in the management process of these changes and critical success factors that help in the absorption and subsequent solidification of the transformations proposed by the leadership business. Such issues were so carefully considered in the definition and organization of the stages of the model, that it provided the creation of a tool that goes beyond its initial objective - that is - to assist companies that demand to adopt the philosophy by Business Units, giving shape to a pattern that may be used to enable any type of strategic change in organizations: the DP-ACS.

Re-insourcing das atividades logísticas: estudo de casos múltiplos em centros de distribuição de peças de reposição

A fim de reduzir o tempo de entrega, otimizar o uso da frota, agilizar os fluxos logísticos e oferecer serviços especializados, as empresas atribuem à terceiros o gerenciamento de suas atividades logísticas. No entanto, a experiência da terceirização para algumas empresas parece não ter surtido o efeito desejado. Em algumas situações, tem-se observado uma tendência de reversão na decisão de terceirizar as atividades logísticas, processo esse denominado re-insourcing. Embora o re-insourcing esteja sendo realizado, ainda não são totalmente claras as razões que motivam essa mudança estratégica nas organizações. Este trabalho tem como objetivo identificar as razões que levam as organizações a interromperem a terceirização das atividades logísticas e realizar o re-insourcing. Para tanto, um estudo de casos múltiplos foi conduzido em uma montadora de veículos comerciais e em uma montadora de tratores para agricultura e construção civil. O resultado deste estudo indicou que o principal fator motivador para a realização do re-insourcing foi o baixo desempenho apresentado pelos operadores logísticos, causado pela alta rotatividade da mão de obra terceirizada, baixa produtividade e nível de qualidade dos serviços prestados abaixo do esperado.

Capacity-Building for Sustainability

An American K-12 cooperative educational services provider (“The Agency”) has an issue: partner school districts are saving money by building internal capacity for professional development, rather than fully utilizing expertise from the Agency. The aim of this evidence-based case study is to inform the Agency on capacity-building for innovation. The researchers performed three separate rapid evidence assessments, followed by a standard systematic review process to synthesize findings across 31 studies. Key findings identified from the research include (1) organizational capacity and program evaluation lead to organizational sustainability, (2) agency leadership should guide strategic organizational change in order to establish a shared vision for evaluation and feedback, and (3) organizations benefit from practicing continuous and ongoing learning through feedback loops. The findings of this study may be generalizable to other similar educational service providers or non-profits looking to strengthen organizational capacity and partnerships.

Achieving strategic benefits from project investments: Appoint a project owner

Even though we have gotten better at meeting the iron triangle of cost, time, and scope, many projects still do not achieve the strategic benefits—especially those that are nonmonetary—desired in most contemporary projects. Given that no one is specifically accountable for delivering these benefits, it should be no surprise that these projects are largely unsuccessful. We consider multiple possible candidates for this role of accountability—the CEO, the project manager, the sponsor, and the program manager—and find none of them acceptable, thereby necessitating the formalization of a new role: a project owner. The project owner would be accountable for delivering the strategic benefits desired from each project. In this article, we describe the responsibilities of the project owner at each phase of the project, the sources for candidates to fulfill this role, and the training needed for project owners to find success. We conclude with a case study of an organization that has taken this route and discuss the advantages and challenges that resulted from its strategic organizational change initiative.

Strategic change, leadership and accounting: A triptych of organizational reform

Strategic change in public sector organizations has been well documented. This article suggests that public management research would benefit from a greater appreciation of how calculative practices are deeply imbricated with, and constitutive of, organizational life. In turn, the article argues that the field of interdisciplinary accounting has much to learn from public administration, especially in terms of leadership. The overarching argument is that understanding strategic change in public organizations can be enhanced by bringing together insights from the academic fields of public administration and interdisciplinary accounting. In this respect, organizational reform can be understood as a triptych, involving strategic change, leadership and accounting practices. We illustrate this thesis through a case study of strategic change in the world's largest public service broadcaster—the British Broadcasting Corporation (BBC). It is shown how, during the tenure of one organizational leader—John Birt—accounting became pivotal to his leadership.

Managers’ perceptions of trust in the workplace in times of strategic change

PurposeThe purpose of this paper is to explore and present current trends and developments in the field of managers’ perceptions of trust and the management of change in Cyprus, Greece and Romania, in a period of strategic organizational change. A total of 126 managerial employees (communication managers, operation managers, quality control managers, safety & environmental managers, and office managers) working in different departments of organizations in Cyprus, Greece, and Romania respond and complete the online questionnaire.Design/methodology/approachA qualitative study using an online questionnaire with interview questions was developed to arrive at the study’s findings. To acknowledge relevant perceptions of trust and the management of change during organizational change in different organizations in Cyprus, Greece and Romania, unique questions helped to support the research results and highlight themes that emerged from interview sessions with the study participants.FindingsThe findings highlight the need for organizational leadership to establish mutual trust and effective communication with managerial employees for successful cooperation during times of strategic change and enhanced overall employee performance. This study is relevant for researchers and academics in the areas of change management and communication, presenting current trends and developments in perceptions of trust and change management in Cyprus, Greece and Romania. It may also help them achieve recognition among their peers and colleagues from other disciplines.Research limitations/implicationsAn important implication of the study derives from the finding on the uniqueness of the knowledge and information work carried out by the respondents and the impact that this can have in their working environment and their productivity. As a result of the above, this study provides indications to recruiters and managers regarding a number of desirable and necessary skills, and motivational factors that future employees may need to have or develop in order to carry out their job efficiently and effectively.Practical implicationsResearching managerial employees’ perceptions of trust and the management of change in organizations can have significant implications for human resources management during a time of strategic change.Social implicationsThis research study may contribute to the management and communication area in European countries in stimulating new approaches to management and social issues and in the corporate management practice.Originality/valueThis study produces new knowledge instead of summarizing what is already known in a new form in the area of management and corporate communication. The researcher reports the results in analysis and interprets the results by discussing possible implications and solutions.