Organizational Change Strategies Research Articles

Applying organizational change strategies in government agencies: Lessons from the Chinese government reform

This paper studies the application of organizational change strategies within Chinese government agencies to learn lessons from the experiences of government reforms. Organizational change strategies include involving employee in agency activities, merging agency units, and introducing bottom-up changes in the agency. The paper first provides a review of government reforms in China and addresses research issues related to the three change strategies. Subsequently, the study introduces the research data and analytical techniques employed. The empirical findings provide information about the comparison of organizational change strategies and their relationships in terms of the importance and implementation measures. Furthermore, the findings reveal the influence of the respondents’ personal and organizational characteristics on the importance and implementation of these change strategies. The implications of these research findings include discussions about the distinctive characteristics of the Chinese government reforms and suggestions for future studies of government reforms.

Leadership Dynamics in Organizational Change: An In-Depth Exploration of Public and Private Sectors in Saudi Arabia

The study explores leadership dynamics in Saudia Arabia that have evolved organisational change focusing on public and private sectors. It examined strategies used by private firms focused on innovation and employee engagement and the bureaucratic challenges public firms face. The study has adopted qualitative analysis in which several interviews were conducted through thematic analysis. The study has also applied quantitative analysis, revealing varied perceptions of organizational change among 38 participants, with the private sector being more open, effective communication moderate, and leadership styles influencing success. The analysis has explored discussing the organizational change in Saudia Arabia. The findings explored a divergence in the organizational change strategies of private and public organizations in Saudia Arabia. Motivated by innovation and employee involvement, private enterprises differ from public organisations in terms of the bureaucratic challenges they face. Leadership has a crucial part in achieving great outcomes when leaders effectively engage in mediation, dispute resolution, and emotional management of their staff. Additionally, it was discovered that leaders played an active role in effectively managing time, fostering discipline, and highlighting employee dedication, all of which contributed to the successful implementation of organizational transformation initiatives.

Transdisciplinary Research for Sustainable Development: Diverse and Best-Practice at European Technical Universities

Abstract As societal challenges grow, so does the role of universities in finding social and technological solutions. Technical universities are prominent in educating future innovators and developing desired technological and social change. This paper seeks to identify commonalities and better understand differences to develop strategies for mutual support and exchange of best practices. The methodological approach focuses on three questions concerning 1) the common understanding of transdisciplinary, 2) the diversity of transdisciplinary approaches to sustainable development, and 3) the different institutional structures that enable and promote transdisciplinary approaches to sustainability. The qualitative exploratory research suggests that a higher level of societal engagement in scientific research positively impacts societal transformation towards sustainability. This research is also a first step towards making transdisciplinary research at technical universities more visible and transparent to provide better support and create a mutual learning environment for discussing and continuously developing strategies for organizational change.

СТРАТЕГІЇ ІННОВАЦІЙНОГО РОЗВИТКУ БІЗНЕС-СТРУКТУР: УМОВИ ВИБОРУ ТА ОСОБЛИВОСТІ РЕАЛІЗАЦІЇ

The article is devoted to definition of the innovative strategies chosen by the Ukrainian business structures, and features of their realization. Topicality of the conducted research stems from the necessity of innovative development of the domestic enterprises, which is impossible without the correctly chosen strategy. The aim of the article was to determine the strategies that promote the innovative development of domestic business structures, the conditions of their choice and features of their implementation. In order to achieve the purpose the state of innovation activity of Ukrainian enterprises was analyzed in the course of the research and it was determined what strategies of innovative development are chosen in unstable political and economic conditions. n the course of the study, general scientific methods such as analysis, synthesis, induction, analogy and deduction were applied. According to the results of the analysis it was determined that Ukrainian enterprises need a competent innovation policy, which is impossible without a properly chosen strategy for innovation development. The level of competitiveness and financial stability in a market economy depends on it. At the same time, financing of innovation activities in the majority of domestic business structures is at a rather steep level. This is evidenced by the survey of business representatives on innovation activities and the most pressing R&D needs conducted by the Ministry of Education and Science of Ukraine and the Ministry of Economic, Trade and Agricultural Development of Ukraine in 2020. According to it, funding of own and support of external R&D and other innovation activities is low. Out of the large choice of innovation strategies, Ukrainian business structures are more likely to choose organisational change strategies, marketing strategies, product strategies and information strategies, i.e. those that need little investment. The practical significance of the study lies in the possibility of using the results obtained by Ukrainian business structures implementing innovations to produce new types of higher quality products at lower costs.

STRATEGIES FOR ORGANIZATIONAL CHANGE IN SMEs

In this final degree project called “Strategy for organizational change in SMEs” whose objective is to identify the changes that must be promoted for organizational restructuring, to face the challenges that require a lot of preparation on the part of professionals. administrative managers of the company and thus direct the officials towards success. According to the research carried out, there is a diversity of strategies that can be implemented taking into account what level the entity is at, change in the organization is very necessary because, in the world of commerce, there is very rapid progress and a current system which is, the technology that surprises more every day. On the other hand, the quantitative approach is adopted as a study method, using a questionnaire with 10 questions addressed to senior officials of 3 companies in Ciudad del Este from different sectors. The responses were used to analyze the different types of problems that the companies had and mainly to know the strategies they have used to solve or reduce the effects of these problems. With the research done and the results obtained, it is concluded that companies need an organizational change by planning techniques for a good work environment.

Downsizing Organization: A Systematic Literature Review

Downsizing is the most popular strategic choice in organizational change, especially in the private sector. The strategy often chosen in downsizing is reducing employees, eliminating structure and function to produce efficiency, productivity, and competitiveness. However, a study is needed to elaborate on the concept of downsizing. The purpose of this research is to map the downsizing concept, describe how this strategy is implemented, its dynamics and development, as well as the effectiveness level of downsizing strategy. This research takes the form of a systematic literature review, which involves an assessment based on articles/publications related to downsizing. Downsizing articles are sourced from the Scopus database, and then mapped based on the number of articles per year, authors, countries, affiliations, and sponsors. As a result, the goal of downsizing has not been supported by strong evidence in the field because downsizing and efficiency do not have a strong correlation. Indeed, downsizing results in negative impacts on both organizations and employees. His mistake was to put the strategy of reducing employees and financial efficiency as the main goal. Therefore, downsizing must be part of a paradigmatic organizational change strategy and not merely serve as a short-term strategy.

Toward a more comprehensive understanding of organizational influences on implementation: the organization theory for implementation science framework.

Implementation is influenced by factors beyond individual clinical settings. Nevertheless, implementation research often focuses on factors related to individual providers and practices, potentially due to limitations of available frameworks. Extant frameworks do not adequately capture the myriad organizational influences on implementation. Organization theories capture diverse organizational influences but remain underused in implementation science. To advance their use among implementation scientists, we distilled 70 constructs from nine organization theories identified in our previous work into theoretical domains in the Organization Theory for Implementation Science (OTIS) framework. The process of distilling organization theory constructs into domains involved concept mapping and iterative consensus-building. First, we recruited organization and implementation scientists to participate in an online concept mapping exercise in which they sorted organization theory constructs into domains representing similar theoretical concepts. Multidimensional scaling and hierarchical cluster analyses were used to produce visual representations (clusters) of the relationships among constructs in concept maps. Second, to interpret concept maps, we engaged members of the Cancer Prevention and Control Research Network (CPCRN) OTIS workgroup in consensus-building discussions. Twenty-four experts participated in concept mapping. Based on resulting construct groupings' coherence, OTIS workgroup members selected the 10-cluster solution (from options of 7-13 clusters) and then reorganized clusters in consensus-building discussions to increase coherence. This process yielded six final OTIS domains: organizational characteristics (e.g., size; age); governance and operations (e.g., organizational and social subsystems); tasks and processes (e.g., technology cycles; excess capacity); knowledge and learning (e.g., tacit knowledge; sense making); characteristics of a population of organizations (e.g., isomorphism; selection pressure); and interorganizational relationships (e.g., dominance; interdependence). Organizational influences on implementation are poorly understood, in part due to the limitations of extant frameworks. To improve understanding of organizational influences on implementation, we distilled 70 constructs from nine organization theories into six domains. Applications of the OTIS framework will enhance understanding of organizational influences on implementation, promote theory-driven strategies for organizational change, improve understanding of mechanisms underlying relationships between OTIS constructs and implementation, and allow for framework refinement. Next steps include testing the OTIS framework in implementation research and adapting it for use among policymakers and practitioners.

The Impact of Implementing Organizational Change Strategies on Achieving Strategic Success: An Applied Study at Princess Sumaya University for Technology in Jordan

The aim of this study was to investigate the impact of applying organizational change strategies on achieving strategic success. The study was conducted at Princess Sumaya University for Technology in Jordan using a descriptive-analytical methodology. The study population consisted of all employees in the university, totaling 300 workers from upper, middle, and lower management. A sample was selected using the stratified sampling method, representing 56.3% of the workers, or 169 subjects. To achieve the study objectives, a questionnaire was designed to collect data, which was distributed to the participants electronically. After retrieving the questionnaires, 7 were excluded for being invalid for statistical analysis purposes. The final sample size was 162 workers, representing 95.8% of the main sample. Descriptive statistical methods were used, including frequencies, percentages, Cronbach's alpha test, mean and standard deviation, and multiple linear regression, within the Statistical Package for the Social Sciences (SPSS). The study found that the dimensions of organizational change strategies were available and practiced collectively at a high level in Princess Sumaya University for Technology, and the dimensions of strategic success were also at a high level. The study recommended enhancing the concept of strategic change in the university, promoting the use of scientific research methods to help generate new knowledge and skills for university workers, increasing attention to skilled workers, creating a suitable climate to encourage them to stay and continue working, and enhancing the role of university management in activating strategic risk management to improve the university's strategic performance.

Organizational Change Strategies to Support High-Quality Behavioral Health Care for LGBTQ Individuals.

There is growing recognition of the need to provide high quality behavioral health care for Lesbian, Gay, Bisexual, Transgender, and Queer/Questioning (LGBTQ) individuals. Research suggests that the LGBTQ community experiences high levels of psychological distress, psychological trauma, and other mental health symptoms as a result of minority stress. Despite these findings, the LGBTQ community continues to face barriers when seeking affirming behavioral health treatment. Using an established framework, this commentary highlights one behavioral health managed care organization's (BHMCO) work towards organizational change in the hopes of creating an affirming and inclusive environment for individuals influenced by the BHMCO (e.g., staff, members, behavioral health providers). In this commentary, we: (1) discuss the importance and role of insurers in promoting strategies to increase and deliver high quality care for LBGTQ individuals, (2) outline the steps our organization took to implement changes, (3) highlight the lessons learned throughout this process, and (4) provide recommendations for future efforts.

Paradox as resistance in male dominated fields and the value of (sur)facing enthymematic narratives

AbstractWomen working in masculine organizational contexts face a challenge of balancing (1) access to power by co‐opting masculine discourse in ways that risk reinforcing it, with (2) challenging and resisting practices that privilege masculinity. In this manuscript, we address one communication strategy for navigating that challenge: The denial/acknowledgment paradox in which women explicitly deny that gender affected their experience, but also describe the many ways it affected their experience. To do so, we examined transcripts of interviews with 11 women candidates who ran in the 2017 Virginia House of Delegates election in the United States and demonstrated this paradoxical communication strategy. Our analysis offers five different structures of the denial/acknowledgment paradox and shows how four of those structures engage what we call an “enthymematic narrative” of victimhood. Ultimately, we argue that (sur)facing the enthymematic narrative amplifies the generative potential of the denial/acknowledgment paradox and suggest that (sur)facing enthymematic narratives should be taken up more broadly as a strategy for organizational and social change.

Overcoming Barriers to the Implementation of Integrated Musculoskeletal Pain Management Programs: A Multi-Stakeholder Qualitative Study

Integrated pain management (IPM) programs can help to reduce the substantial population health burden of musculoskeletal pain, but are poorly implemented. Lessons learned from existing programs can inform efforts to expand IPM implementation. This qualitative study describes how health care systems, payers, providers, health policy researchers, and other stakeholders are overcoming barriers to developing and sustaining IPM programs in real-world settings. Primary data were collected February 2020 through September 2021 from a multi-sector expert panel of 25 stakeholders, 53 expert interviews representing 30 distinct IPM programs across the United States, and 4 original case studies of exemplar IPM programs. We use a consensual team-based approach to systematically analyze qualitative findings. We identified 4 major themes around challenges and potential solutions for implementing IPM programs: navigating coverage, payment, and reimbursement; enacting organizational change; making a business case to stakeholders; and overcoming regulatory hurdles. Strategies to address payment challenges included use of group visits, linked visits between billable and nonbillable providers, and development of value-based payment models. Organizational change strategies included engagement of clinical and administrative champions and co-location of services. Business case strategies involved demonstrating the ability to initially break even and potential to reduce downstream costs, while improving nonfinancial outcomes like patient satisfaction and provider burnout. Regulatory hurdles were overcome with innovative credentialing methods by leveraging available waivers and managed care contracting to expand access to IPM services. Lessons from existing programs provide direction on to grow and support such IPM delivery models across a variety of settings. PerspectiveIntegrated pain management (IPM) programs face numerous implementation challenges related to payment, organizational change, care coordination, and regulatory requirements. Drawing on real-world experiences of existing programs and from diverse IPM stakeholders, we outline actionable strategies that health care systems, providers, and payers can use to expand implementation of these programs.

25 Years: Looking Back, Looking Forward.

Palliative medicine and the practice of palliative care has disseminated around the world for the past 25 years. In many countries, palliative medicine is a formally recognized specialty of medicine. Yet, there is a high variability, due in part to the variable resources devoted to its development. New research is needed to improve our ability to control symptoms and to know how best to implement the existing science so that the patients who need palliative care can get it easily and equitably. Achieving this level of access requires expertise in organizational structure and system change strategies. Building the evidence base for best practices requires us to forge research collaborations with collegues from all medical subspecialities, including experts from allied health disciplines, and partner closely with patients and families. It also compels us to look critically at ourselves to overcome the barriers we put in our own way to becoming a routine part of standard health care in all countries.

Awakening the Antiracism Collective Through Transformative Organizational Praxis

Dismantling structures that impede social work professional and organizational growth begins with social work educational institutions. In 2020, the convergence of three pandemics – COVID-19, economic injustice, and, notably, structural racism, catalyzed a group of social work staff and faculty at a public Hispanic Serving Institution (HSI) in the Southern U.S. The group relied on community organizing and organizational change strategies to form the antiracism collective (ARC). We employed a participatory evaluative case study (Merriam, 1998) methodology to answer two questions: 1) How has ARC accelerated one social work department's integration of antiracist praxis (theory, reflection, action) into all aspects of the department to support the department's mission?; and 2) How can ARC dismantle structures which impede social workers' ability to confront racism? We find that ARC 1) catalyzed department transformation as evidenced by the increased sense of critical consciousness, struggle, integrity, and community; and 2) achieved primarily individual impact, with small but potentially significant department impact, and small but potentially significant structural impact. We highlight strengths and limitations of antiracism collectives as a pathway to confront racism in other social work educational institutions.

ORGANIZATIONAL CHANGE AND PERFORMANCE OF EMPLOYEES IN SOME SELECTED BANKS IN ONDO STATE

Organizational change in the form of structural, technical, functional, and behavioral change most of the time has negative challenges on the employees in terms of adjustment, downsizing, transfer, and rescheduling of duties. It is in the light of this, that this study investigated the nature and processes of organizational change, with a view to clarifying the links between organizational change and performance of employees in the seventeen sampled banks in Akure, Ondo State. Akure town in Ondo State was purposively selected for this study because the town houses the State head offices of all the banks operating in Ondo State. In other to have a representation of each unit in the banks covered in this study, purposive sampling technique was used in selecting respondents in four units/departments namely business development, operations, compliance/audit and security. Questionnaire was administered to elicit information from the selected respondents for this study. Out of the 17 banks selected in Akure, 254 employees were randomly selected as respondents for this study. Secondary data were sourced from banks, journals, internet resources and government documents. Data collected were analyzed using both descriptive and inferential statistics. The results established that the major organizational changes that were witnessed in the selected banks include structural change (78.08%); functional change (79.16%); technological change (85%); and behavioral change (82.6%). The results revealed that lack of a company-wide definition of change (54.4%); lack of a strategic plan for change (72%); view of quality as a quick fix (71.2%); were key major factors that ignited organizational change in the selected banks in the study area. In addition, the study discovered evidence of significant positive relationship between employees’ performance and structural change (r=1,017; ρ=˃0.05), behavioral change (r=10.026; p˂0.05), functional change (r=3.395; p˂0.05), while technical change (r=–5.342; p˂0.05) had negative relationship with innovative performance of employees in the selected banks in Akure, Ondo State. The study concludes that it is important for banks in developing countries particularly Nigeria, to formulate effective organizational change strategies and create more awareness among employees about organizational change to allay the fear of the aftermath effects as these will enhance the outputs of their workforce. The study recommended that the Nigerian banking structure and procedures should be improved upon and made to pay attention to risks and continuously scan the environment in order to consolidate the benefit of change.

Empowerment of the aerospace potential centre in preparing the reserve components of the Indonesian Air Force

The aim is to develop the capability to prepare reserve components for the air force in order to double the strength of the Indonesian Air Force in the context of national defense, this is based on the request of the Ministry of Defense to procure 500 personnel of Komcad every year. However, the implementation in the field is still not well organized and correct. This writing is done by using descriptive analysis method that describes the data and facts. Results To support the procurement of Komcad so that it can run well as expected with the Development of Capability for Preparation of Air Force Reserve Components at the Center for Aerospace Potential (Puspotdirga), it is necessary to have a strategy, namely an organizational change strategy and a Puslatpotdirga Development Plan.

Strategi Perubahan Budaya Organisasi dalam Meningkatkan Kecerdasan Emosional dan Spiritual Personal

This study aims to determine the strategy of organizational culture change to increase emotional and spiritual intelligence in organizational members. The method used is a qualitative approach with the type of library research (library research). Organizational culture change strategies include; aggressive approach, peaceful approach, corrosive approach and indoctrination approach. Then there are five stages of change, namely; deformative, reconciliative, acculturative, enactive and formative. Furthermore, the dimensions of change include; structural dimension, space and time dimension, change process dimension, contextual dimension and subjective dimension. The parameters are; expressive power, communality power, penetration power, adaptive power and endurance. Organizations that expect their organization's existence to be maintained must of course be friends with change. Organizational culture will certainly have an effect on organizational members, in this case it is hoped that the changes in organizational culture that are carried out can certainly be one of the foundations in increasing emotional and spiritual intelligence for every individual in the organization. The conclusion is that making a change to the organizational culture in order to improve the emotional and spiritual intelligence of members of the organization of course requires various strategies which must be adapted to each situation so that the desired results can be achieved.

The Impact of E-Governance in the Achievement of Organizational Change Strategies: A Study of Government Departments in Anantapuram District, Andhra Pradesh

The present study seeks to determine the level to which government departments in the Anantapuram district may utilize contemporary and impactful technologies such as e-governance to bridge the gap between them and the people and use it to successfully implement organizational changes to enhance the districts’ existing administrative organizational reality to attain good governance. The relationship between e-governance and organizational change strategies requires an assessment of transparency, e-accountability, e-auditing, participation and change strategy, dialogue and negotiation strategy, deception and camouflage strategy, learning and communication strategy, and support facilitation strategy. A total of 120 executive officials from Anantapuram district’s government agencies were included in the study. To gather data, a questionnaire was used. Ananatapuramu’s government agencies have made extensive use of e-governance. However, it has been restricted in its ability to improve the performance of the organizational reform initiatives that have been implemented. E-Audit adjustments have been implemented in Anantapuram government agencies, which show that they’re serious about using them in their organizational reform initiatives.

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.

The impact of organizational change strategies on competitive advantage in commercial banks in Al-Bayda City-Libya

The purpose of this article is to examine effect of organizational change strategies on competitive advantage of Al-Bayda Commercial Banks. The descriptive analysis approach was used to accomplish the objectives of this study, and the necessary data for the study were collected through a questionnaire. The study was conducted on a sample of (91) managers in these banks. A group of descriptive and analytical analysis methods were employed to process the data. It has been found that there are high levels of two organizational change strategies: the awareness strategy and the mental strategy, while the level of coercive strategy use was moderate. The results indicated that there is a significant effect of organizational change strategies on competitive advantage, and that there is a significant effect of organizational change strategies in the dimensions of competitive advantage (cost, quality, flexibility and innovation).

Organizational culture – Asian concepts of kaizen, gongfu and xiushen

Purpose: The aim of the article is to present the organizational method of kaizen and Chinese concepts related to self-development – gongfu i xiushen, which are typical of Asian countries. Design/methodology/approach: The method of desk research was used in the study. Kazen, gongfu, and xiushen derive from the major premises and values of the organizational cultures in Japanese and Chinese companies. They are becoming more and more popular in Europe and the USA. They are essential in managing change as they can develop key values necessary for organizational improvement and support the implementation of organizational change strategies. Therefore, they increase companies’ innovation on the market. The article presents a brief description of the organizational culture and the essence of the concepts of kaizen, gongfu and xiushen. It also presents a comparison of these approaches in terms of the cultural conditions of the Japanese and Chinese economies. Findings: In the context of management science, in the literature, there is a lot of information on the Japanese concept of kaizen and very little of gongfu and xiushen. Although all of the concepts developed in Asia and are related to improvement, they differ from each other. Practical implications: The possibility of a future increase in the attention of non-Asian managers on Chinese methods of improvement is recognized. Originality/value: The new value is presenting the concepts of gongfu and xiushen within management science. As well as the comparison of concepts of kaizen, gongfu, and xiushen.