Change Management Theory Research Articles

Southern Africa Trust: embarking on a sustainability journey

Learning outcomes The learning outcomes focus on enabling students to view operational model changes critically, as they pertain to: ■ evaluating different management styles and uses of the ADKAR change management model in decision-making moments in times of crisis (such as COVID-19) in non-profit organisations (NPOs); ■ evaluating different ways in which NPOs pivot to sustainability, including the use of social enterprise models and change management; ■ anticipating and managing change in institutional formations through new technologies; ■ articulating trade-offs between grant and non-grant resource mobilisation for African philanthropy; and ■ application of change management theory to organisations’ sustainability journeys. Case overview/synopsis In May 2020, working from her home office just over one month into a nationwide lockdown because of the COVID-19 pandemic, Masego Madzwamuse, chief executive officer (CEO) of the Southern Africa Trust (the Trust), knew that it could once again be at a crossroads. In 2015, the Trust had found itself in a quandary when its primary donor gave notification of its intention to withdraw its funding. The Trust had responded by making changes to its structure and strategy. Now, with uncertainty rife throughout South Africa, the CEO knew that she had to consider whether the changes that had been implemented over the past five years had prepared the Trust not only to respond to, but also to survive the pandemic and continue its vital work long into the future. Complexity academic level Postgraduate Diploma in Management, MBA, Masters in Management. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

코로나 시대의 MICE 관람객 경험과 만족도에 관한 연구

Given that the COVID-19 pandemic brought an unprecedented crisis to the MICE industry, MICE organizers developed and implemented different management strategies by providing online or hybrid event programs, or both. Although event operations have been changed fundamentally during the pandemic, it is unknown how these changes influenced visitor experience and satisfaction. Thus, the purpose of this study is to adopt Lewin’s change management theory as a theoretical lens to investigate the changing MICE business environments. This study conducted in-depth interviews with 22 visitors who participated in MICE events, in the midst of the pandemic. The findings encourage understanding the impact of COVID-19 on visitor experience and providing managerial suggestions for the preparation of new normal in the MICE industry.

Leading change in practice: how “longitudinal prebriefing” nurtures and sustains in situ simulation programs

In situ simulation (ISS) programs deliver patient safety benefits to healthcare systems, however, face many challenges in both implementation and sustainability. Prebriefing is conducted immediately prior to a simulation activity to enhance engagement with the learning activity, but is not sufficient to embed and sustain an ISS program. Longer-term and broader change leadership is required to engage colleagues, secure time and resources, and sustain an in situ simulation program. No framework currently exists to describe this process for ISS programs. This manuscript presents a framework derived from the analysis of three successful ISS program implementations across different hospital systems. We describe eight change leadership steps adapted from Kotter’s change management theory, used to sustainably implement the ISS programs analyzed. These steps include the following: (1) identifying goals of key stakeholders, (2) engaging a multi-professional team, (3) creating a shared vision, (4) communicating the vision effectively, (5) energizing participants and enabling program participation, (6) identifying and celebrating early success, (7) closing the loop on early program successes, and (8) embedding simulation in organizational culture and operations. We describe this process as a “longitudinal prebrief,” a framework which provides a step-by-step guide to engage colleagues and sustain successful implementation of ISS.

Corporate Social Responsibility as the Pathway to Sustainable Banking: A Systematic Literature Review

Social and environmental sustainability challenges have led researchers to concentrate on sustainable banking and corporate social responsibility (CSR) practices. CSR aspects that are used for sustainable banking are explored, evaluated and summarized by limited literature. This study aims at identifying and summarizing the theories and the CSR dimensions used in sustainable banking related studies. The study critically analyzed 30 relevant documents that were systematically extracted from the Web of Science and Scopus databases covering the period of 2012 to 2022. The results show that researchers’ concentration on sustainable banking increased after the declaration of the Paris agreement and sustainable development goals (SDGs) in 2015 and 2016, respectively, where the majority of studies highlight the Asian and European contexts. The study identifies 14 theories and 28 CSR dimensions for sustainable banking. Based on those dimensions, the study proposes a model of sustainable banking. Later, it maps the relevant theories with the CSR dimensions so that future researchers can experiment with those theories and dimensions with sustainable banking in different contexts. Moreover, the study recommends that researchers can focus more on organizational change and risk management theories, and CSR dimensions that integrate social and environmental issues, as well as SDGs.

A case and framework for expanding the use of model‐free evidence

A case and framework for expanding the use of model‐free evidence

Towards successful organizational change management: New process model identification

The ever-evolving corporate landscape, catalyzed by the COVID-19 pandemic and rapid advancements in information technologies, has given rise to a new organizational philosophy. As novel sectors emerge and new forms of work and business processes unfold, change becomes a necessity integrated into companies' survival strategies. The dynamic, diverse, and discontinuous nature of the contemporary business environment demands a deeper understanding of organizational changes. Despite the prevalence of change, a significant number of initiated change programs fail, emphasizing the need for effective change management. While numerous change management theories exist, empirical validation and practical testing are often lacking, creating a gap between theory and application. This paper presents a critical exploration of prominent process models of organizational change, aiming to identify a unified diagnostic process model that addresses existing shortcomings and leverages the strengths of these models. The research identifies ten common phases in various process models, leading to the formulation of a 10F process model of organizational change. This model encompasses crucial stages such as problem diagnosis, creating a sense of urgency, establishing leadership roles, vision creation, planning, communication, implementation, short-term results, stabilization, and monitoring. The 10F model offers a comprehensive framework for understanding and managing diverse organizational changes. This research contributes to bridging the gap between theory and practice, providing valuable insights for managers, researchers, and practitioners engaged in organizational change initiatives.

Improving Communication From Hospital to Skilled Nursing Facility Through Standardized Hand-Off: A Quality Improvement Project

Background: Inadequate hand-off communication from hospital to skilled nursing facility (SNF) hinders SNF nurses’ ability to prepare for specific patient needs, including prescriptions for critical medications, such as controlled medications and intravenous (IV) antibiotics, resulting in delayed medication administration. This project aims to improve hand-off communication from hospital to SNF by utilizing a standardized hand-off tool. This project was conducted in an inpatient, 50-bed, post-hospital skilled nursing care unit of a local SNF. The participants included all 32 staff nurses employed by the SNF. Methods: Lewin’s change management theory (CMT) guided this quality improvement (QI) project. Baseline assessment included a one-month chart review of 76 patient charts that was conducted to assess the disparities related to ineffective hand-off and medication delays in the SNF before intervention. The wait time for the availability of prescriptions for controlled medications and IV antibiotics, and delays in medication administration were assessed. Intervention: Multiple randomly selected hospital-to-SNF hand-offs were observed. Semistructured interviews with all staff nurses were conducted using open-ended questions about hand-off structure and process matters. Data gathered from observation and interviews were used to create the standardized hand-off tool used in this project. In-service training on hand-off tool utilization for SNF nurses was conducted. Champions for each shift were cultivated to assist with project implementation. Results: After six weeks of implementation, a chart review of 101 patient charts was conducted to evaluate the effects of the hand-off tool on the wait time on the availability of prescriptions for controlled medications and IV antibiotics, and medication administration. The wait time of prescriptions availability during the hospital-to-SNF transition was decreased by 79% for controlled medications, with an associated 52.9% reduction in late administration, and decreased by 94% for IV antibiotics, with a 77.8% reduction in late administration. Conclusion: The use of standardized hand-off resulted in improved communication during the hospital-to-SNF hand-off and significantly decreased the wait time for the availability of prescriptions for controlled medications and IV antibiotics. Integrating standardized hand-off into the SNF policies can help sustain improved communication, medication management, and patient transition from hospital to SNF.

THE CONTEMPORARY HEALTH MANAGEMENT OF COVID-19 PANDEMIC CRISIS: BRIDGING FROM THE PAST TO THE FUTURE

Contemporary management is a current process and updating science by which the manager plans, organizes, leads, and achieves organizational ultimate goals to accomplish hierarchical objectives and outcomes. Contemporary management skills also include overseeing individuals achieve institutional goals and objectives, maintaining power, ensuring discipline, and making sure that the strategy aligns with the company’s vision, mission, and long-term goals. There are many management theories that could be adopted by the managers of organizations and healthcare institutions and can be used as a guideline for successful and effective management styles at their management level. System Management and contingency theory are examples of the theories of contemporary management. COVID-19, for instance, is one of the global emergencies that required all levels of healthcare sector managers to respond appropriately and promptly and to be dynamic in their management style. In the light of the Covid-19 pandemic, this essay will address the management strategy and the macro factors impacting contemporary management, the contemporary management skills and attributes, the management system and change management theory, and the management style and practice, with some management insights and reflections from readings and experiences, conclusions, and recommendations.
 Keywords: Contemporary management, COVID-19, Crisis management, Health management, Resources management.

Theory-driven development of an educative nutritional intervention (ENI) supporting older hospital patients to eat sufficiently, assisted by an eHealth solution: an intervention mapping approach

Background:Insufficient protein and energy intake is a prevalent and serious problem in older hospital patients. Here, we describe the development of a program consisting of 1) an educative nutritional intervention (ENI) to support older hospital patients to participate in their own nutritional care using the eHealth solution Food’n’Go, and 2) a plan for education and support of healthcare professionals, enabling them to conduct the ENI. Further, we describe the evaluation of the acceptability of the program as perceived by nursing staff and dieticians.Methods:The Intervention Mapping (IM) framework was used to design and develop the ENI through six steps: 1) a logic model of the problem was developed; 2) performance objectives and related change objectives were defined for patients, relatives, and healthcare professionals; 3) the intervention was designed using relevant theory-based change methods; 4) program materials were produced; and finally, 5) implementation and maintenance were planned and 6) evaluation of the program was planned. End users (patients, relatives, and healthcare professionals) were involved in the design and development of the ENI.Results:Based on the logic model, the personal determinants (knowledge, skills, self-efficacy, outcome expectation, social support, attitude, and awareness) related to the patients and their relatives were addressed in the ENI, and those related to the healthcare professionals were addressed in the plan for their education and support. Theories of behavioral change, technology acceptance, and nutritional management for older persons were applied. A plan for evaluation of the effectiveness (intake of energy and protein) and feasibility of the ENI was conducted. The feasibility measurements were the behaviors and determinants related to the intervention outcome that were identified in the logic model of change. The ENI was perceived as acceptable by the nursing staff and dieticians.Conclusion:We developed a theory- and evidence-based intervention guided by the IM framework and a sociotechnical approach, which was perceived as acceptable and ready for use to support older hospital patients to eat sufficiently assisted by eHealth.

BUILDING INFORMATION MODELLING UPTAKE BY SMALL TO MEDIUM-SIZED CONTRACTORS: A CHANGE MANAGEMENT PERSPECTIVE

Building Information Modelling (BIM) is not popularly used by small to medium-sized enterprises (SME) in the Australian construction sector. While the strengths and benefits of adopting BIM were well documented, previous studies rarely delved into explaining why many SMEs resist changing their practices. This paper adopts a qualitative approach and presents a review study that seeks to identify the resistive factors of BIM adoption among SMEs contractors. A comprehensive review on the secondary sources was conducted to reveal the roots of resistance and explore the change management theories and techniques they can apply to facilitate the BIM adoption and implementation process. It is found that ‘company buy-in’, ‘educational’ and ‘resource’ factors are the most common resistive barriers. In addition, two change management techniques, namely Process Orientated System, and Manage, Change and Dependency (MCDP) Toolkit are suggested to help SMEs to take their first steps to embrace with the use of BIM.

Strategic Role of Huduma Centre Initiatives on Public Service Delivery among Residents of Kapsabet Town, Nandi County, Kenya

Purpose: The current study sought to assess the strategic role of Huduma centres on public service delivery among residents of Kapsabet town, Nandi County, Kenya. The specific objectives of the study included; to determine the role of change management, strategic communication, strategic leadership and strategic decision making on public service delivery among residents of Kapsabet town, Nandi County, Kenya. The study was anchored on the following theories; the Kurt Lewin’s change management theory, theory of cybernetic, strategic leadership theory and the rational decision making theory.
 Methodology: The study adopted an explanatory research design. The study target population was 750 customers who access Huduma services daily at the Huduma center in Kapsabet town. The sample size was 261 customers. Simple random sampling technique was used to select the respondents. Questionnaires were used to collect data in this study. Pilot testing was undertaken at Eldoret Huduma center. This study adopted content validity. Cronbach’s alpha was used to measure reliability of the research instrument. The data collected was analyzed using both descriptive and inferential statistics.
 Findings: The study findings indicated that change management has a positive and significant role on public service delivery (β=0.016, p < 0.05), strategic communication has a positive and significant role on public service delivery (β=0.246, p < 0.05), strategic leadership has a positive and significant role on public service delivery (β=0.075, p < 0.05), strategic decision making has a positive and significant role on public service delivery (β=0.519, p<0.05).
 Unique contribution to theory, practice and policy: This study concludes that change management, strategic communication, strategic leadership and strategic decision making have a significant role on public service delivery. The study recommends that the management of Kapsabet Huduma center should have a policy on stakeholder’s engagement in decision making at the facility. They should implement a policy on information sharing among the target audience of the facility. A policy on human resource development should continue to exist at the facility and also there should be a policy that will operationalize strategic teaming by the top level managers at the facility. The study contributed to existing body of knowledge by forming basis for further research in the area of strategic role of Huduma centers’ and public service delivery.

Effects of Resources Allocation as Strategic Change Management Practice on the Performance at the Directorate of Criminal Investigation in Nakuru County, Kenya

The study aims to assess the effect of resource allocation as strategic change management practice on performance at the directorate of criminal investigation in Nakuru County, Kenya. The study was based on the resource-based theory, institutional theory, and Kanter Theory of Change Management. The researcher employed a descriptive research design which described the phenomenon as they are. The study's target population comprised all employees in the directorate of criminal investigation in Nakuru County, a total of 137 employees. The researcher adopted a census study. Data were collected through self-administered questionnaires and then analyzed using descriptive statistics. The analyzed data was presented in the form of tables, frequencies, percentages, and charts. The results indicated that resource allocation is a key determinant in implementing strategic change management practices in any organization, including the DCI.

Managerial Practices for the Digital Transformation of Manufacturers

The digital transformation is a complex and multi-faceted phenomenon, which companies hamper to manage effectively. One particular facet of this phenomenon is the role of managers, which is still underrepresented in research. This study aims to identify and explain why and what managerial practices and competencies are particularly needed to effectively govern through this transformation. We choose the case study methodology as the research design with eight manufacturing companies in Western Europe, where we applied within- and cross-case analyses. Specific barriers for digital transformation and four aggregated managerial practices, such as strategy/organization, collaboration, cross-functionality and data-driven use cases, were identified. These were supported by 13 competencies to facilitate digitalization. We explicate these practices based on the change management theory and provide a model describing the impact of these practices on profitability. This study contributes to the emergent change theory by analyzing practices and competencies that managers should be equipped with to foster digitalization.

Plastic response to disruptions: Significant redesign of supply chains

AbstractA plastic response is a type of resilient response to disruption whereby a supply chain is significantly redesigned. This is in contrast to the most common responses to disruption emphasized in the extant resilience literature, in which restoration of a supply chain to its pre‐disruption state is typically the focus. Researching plastic responses is important because they differ greatly from restoration. A plastic response is a new way to operate, thus requiring implementation of major changes to the supply chain. Accordingly, a foundational premise is adopted to characterize a plastic response as (1) a significant redesign, (2) due to a pressing need, (3) requiring most or all of the following: acquisition of new skills, investment in new assets and leadership support, (4) a permanent new way to operate. Additionally, eight propositions are offered to serve as bases for further research. These relate to two fundamental issues: when are plastic responses most likely to be exercised and how to enable plastic responses. The propositions were developed through qualitative data analysis and informed by change management theory. The data were collected from in‐depth interviews with global corporations in a variety of industries. Theoretical contributions and managerial implications are offered at the end.

Driving Sustainability of Minibus Taxi Industry in South Africa

Background: The minibus taxi is the leading commuter transport mode in South Africa, with a market share of about 70%. Despite the industry’s positive socio-economic contributions to the country, the management is handicapped by the industry’s informal nature among other issues. This study explored the sustainability initiatives for minibus taxi industry in South Africa, as the country and the rest of the world pursued the net zero emissions target by 2050. Method: The study was grounded in the theories of sustainable development and change management, pursued qualitative research methodology and constructivism research paradigm. Non-probability sampling process was used in selecting the participants from the minibus taxi industry in North West province, South Africa. The participants were interviewed and the interviews recorded, transcribed, coded and analysed for results through content analysis. Results: The outcome overwhelmingly preferred formalisation of the industry, which would improve management, commuter safety and reduction of carbon emissions, which would enhance competitiveness and sustainability. Conclusion: The formalisation of the minibus taxi industry would streamline its management and facilitate faster taxi electrification, when adoption of electrical vehicles commences in the country, drastically reducing carbon emissions.

Guiding employees through the COVID‐19 pandemic: An exploration of the impact of transparent communication and change appraisals

Against the backdrop of the COVID‐19 pandemic and drawing on literature from change management, internal communication and cognitive appraisal theory, this study provided accounts of how transparent communication during organizational change affects employees' cognitive appraisals of the change, behavioural reactions to the change, and subsequently, turnover intentions. Our findings of 414 full‐time US employees revealed that transparent internal communication is positively related to employees' challenge appraisal of the change, which, in turn, is related to change compliance and championing. In addition, transparent communication is negatively associated with threat appraisal of the change, which in turn is connected to lower change compliance. Further, employees' turnover intention was negatively associated with their compliance and championing for the change. This study has made several contributions to internal communication scholarship, appraisal theory and change management literature. We also offer several suggestions to improve communication during organizational change periods.

Understanding Human Nature, Temporal and Resource Assumptions in Organization Change

Though academic literature has covered organizational change management for more than seven decades, an intriguing question arises “Why do most organizational change efforts fail to achieve the desired goals?”. Given that the majority of large complex change management efforts fail, the fundamental question which intrigues researchers are the reasons for such change failure. One of the possible reasons can be that classical change management theories are based on simplistic assumptions related to resources, temporal and human nature. We investigate and illustrate assumptions related to time, human nature and resources in the context of change management theories. The assumptions in these theories are unrealistic, which hinder our understanding of change management. We posit that a more realistic understanding will help to understand the complex change management process, which will help managers to better implement change management in practice.

Organisational Changes in the Public Sector and Employee Presenteeism: Does Leadership Matter?

This study investigates the effect of organizational changes on presenteeism among public employees. By the lens of change management theory and leadership literature, we explain how leaders mitigate presenteeism among their employees during an organizational change context. We explore this relationship by using a quantitative two-wave panel survey from 2011 and 2014, with the same 689 pedagogical employees in Denmark. Results suggest that individual’s exhibits higher presenteeism in the context of organizational change, but that both leadership quality and change leadership helps to mitigate the effect.

Kapabilitas Manajerial Dinamik Dan Kapasitas Organisasi Untuk Berubah Anteseden Dan Konsekuensi Dalam Meningkatkan Kinerja Organisasi Studi Empiris Pada Perguruan Tinggi Pelayaran Niaga

This study aims to build a conceptual model for improving organizational performance. The proposed model is based on dynamic managerial capabilities and organizational capacity to change. A structural study methodology was adopted using 200 samples taken from managers at Pelayaran Niaga colleges in Indonesia and data collected through questionnaires, to test the models and hypotheses in this study, the authors used Amos 25 as a data analysis tool. The results of this study indicate that there is a strategic path to improve organizational performance in public organizations, namely educational organizations at Pelayaran Niaga colleges in Indonesia, namely through a dynamic managerial ability path and then organizational capacity to change which can further increase organizational performance. This study has limitations such as not being able to define specifically about dynamic managerial abilities. In addition, the sample used is only limited to the Merchant Shipping College to represent public organizations. The results of this study are applied to strengthen the theory of change management theory of dynamic capabilities and organizational behavior. In addition, this research is also able to contribute to a practical level to provide recommendations for top managers, middle managers and lower managers in public organizations in order to be able to provide a form of performance improvement. organization based on organizational change and dynamic capabilities possessed by each manager in public organization.

Uptake of proven bycatch reduction fishing gear: perceived best practices and the role of affective change readiness

AbstractThis paper identifies, critiques, and offers suggestions for successful fisheries change initiatives to reduce bycatch. Through analysis of interviews and a workshop with fisheries change agents, we identified six themes. The first theme is that definitions of success varied between change initiatives. The other five themes relate to perceptions of best practices for change initiatives. They are the importance of (1) engaging diverse, motivated stakeholders in the initiative, in addition to fishers, (2) identifying and articulating clear benefits to fishers, (3) communicating with fishers early and throughout the initiative, particularly through face-to-face interactions and videos, (4) demonstrating positive change agent qualities, and (5) executing an appropriate and well-timed project. These best practices are widely recognized but have not consistently yielded widespread change. We hypothesize this is partly due to fisheries change agents being financially constrained, not measuring outcomes, and not having the proper training, such as knowledge of change management and human behaviour theories. We highlight one especially promising theory, change readiness, which includes cognitive and affective change readiness. We discuss the need to develop affective change readiness among fishers, given that change management research shows that emotions play an important role in the uptake of new ideas and changes.