Organizational Transformation Research Articles

Organizational Transformation at Desa Berdaya Foundation (Lokadesa) through a Social Entrepreneurship Approach to Foster Local Entrepreneurs within the Framework of Achieving SDGs 8.3

Abstract Purpose: This study aims to explore the organizational transformation of the Desa Berdaya Foundation through a social entrepreneurship approach to foster local entrepreneurs contributing to the achievement of Sustainable Development Goals (SDGs) 8.3. The social entrepreneurship approach is deemed relevant to enhance the sustainability and social impact of the foundation in empowering village communities Research Methodology: This study employs a qualitative method that utilizes data collection techniques such as in-depth interviews, participatory observation, and document analysis. Results: The research findings indicate that organizational transformation at the Desa Berdaya Foundation involves four main stages: reframing, restructuring, revitalization, and renewal. In the reframing stage, the foundation adjusts its vision and mission to focus on the development of the food sector as key to economic empowerment in villages. The restructuring stage involves the reorganization of the organizational structure to be more efficient and effective in achieving new goals. Revitalization focuses on enhancing team competencies through intensive training and mentoring in the agricultural field. The renewal stage involves the adoption of an integrated farming system to improve productivity and resource efficiency. This transformation has proven to be successful in creating an environment that supports the growth of local entrepreneurs. The improvement in competencies and strategic adjustments of the foundation have increased economic independence in the villages, aligning with SDGs 8.3, which focuses on promoting inclusive and sustainable economic growth, full and productive employment, and decent work for all. Recommendation: The research recommends ongoing evaluation of the implemented transformation strategies and strengthening partnerships with various stakeholders to achieve a broader social impact. This study contributes significantly to the literature on social entrepreneurship and non-profit organizational management in the context of village community empowerment.

Strategic priorities for digitalization of the mining sector of Kazakhstan

Global uncertainty has transformed the economy of Kazakhstan, which is striving to become a center of innovative development in Central Asia. According to the authors, one of the reasons for the raw material orientation of the country's economy, along with the predominance of energy-intensive types of production, is the technological backwardness of the mining sector. The article shows that the strategic goal of the Kazakhstan mining complex to integrate into the world economy involves a focus on innovative development. PEST analysis of the most important micro- and macroeconomic factors made it possible to assess the current situation of enterprises. It was revealed that one of the significant reasons for the innovative lag in the mining sector of Kazakhstan is the lack of a strategic vision of digital transformation and change management mechanisms among enterprises. The authors conclude that the continuous complication of mining and geological conditions and the growing demands of stakeholders require enterprises to build internal production processes, promote R&D, improve the organization of analytical work based on an engineering and economic approach to the selection of tools for the digital basis of production, and active interaction with external partners and startups. It is substantiated that for further progress an integrated approach to the creation of intra-production digital competencies is necessary; enterprises should focus on organizational and technological transformation, including changes in the organizational structure and transformation of the business model. The results of the study are of interest to industrial enterprises when they develop proactive innovative strategies focused on reorganizing operational activities and increasing investment to promote business.

Assessment of the regional development of the agricultural sector in the context of digital transformation

Abstract The current stage of agricultural development is characterized by its susceptibility to the latest changes caused by the introduction of digital technologies into the processes of organizing economic activity. This leads to the need for an economic assessment of the state of the industry to determine its readiness for transformation in the context of digitalization. This issue is particularly relevant for the regional economy, in which high-tech digital agriculture can become a source of growth in the ecosystem of innovative development of the agro-industrial complex of the country. Therefore, the purpose of the article is to study certain aspects of the functioning of agriculture in the Novgorod region, which act as determinants of the development of the industry in the context of digitalization. The paper identifies the factors influencing the digital transformation of agricultural organizations, as well as identifies the specifics of the functioning of the industry in the region during the transition to a digital business model.

Advancing Induced Models of Management Accounting Change: A Dynamic Perspective

This research represents a progressive evolution of the induced model for man-agement accounting change (MAC), originally proposed by Innes and Mitchell (1990), later enriched by Cobb et al. (1995) and Kasurinen (2002). To this end, us-ing a longitudinal case study, this research employs Lewin's (1943) force field the-ory to present and interpret the dynamics of contextual factors underlying the change scenario. The study makes two main contributions to the literature. First, it advances Kasurinen's (2002) MAC framework by adding three elements that in-corporate a longitudinal perspective. The study acknowledges that the forces driv-ing change differ across organizations and evolve within individual organizations over time, both in terms of nature and intensity. This underscores the need for a flexible MAC model capable of tracking these forces at any given point in time. Moreover, the findings indicate that MAC can generate new factors that further influence its progression, underscoring the importance of understanding the chain reactions triggered by change. This is crucial for effectively managing both driving and restraining forces throughout MAC's evolution. Finally, this study enhances Kasurinen's model by expanding its components. Acknowledging that human agents are the primary drivers of MAC, the refined model emphasizes the roles of organizational actors in adopting new practices, assessing information, and deter-mining whether to continue, modify, or discontinue changes. These factors are es-sential for illustrating the dynamic evolution and interactions that drive organiza-tional development and transformation. The second contribution lies in validating Kurt Lewin's force field theory within the domain of MAC. Although Lewin's framework is widely used in organizational change and management studies, its application in management accounting has been largely overlooked. This study addresses that gap by demonstrating how Lewin's framework effectively reveals how changes are initiated and managed, thereby extending the applicability of his approach to the new context.

The Relationship Between Distributive Leadership andOrganizational Change Management Strategies

This study explores the relationship between distributive leadership and change management strategies in Malaysian vocational colleges. Distributive leadership is vital for implementing Malaysia's Education Development Plan 2013-2025, particularly in enhancing leadership effectiveness. Effective organizational transformation depends on leaders' styles and abilities to manage changes efficiently and continuously. This research examines the extent of distributive leadership practices among vocational college leaders in Malaysia and explores variations based on demographic characteristics. Conducted with a sample of 254 vocational college teachers across nine states, data were collected through a questionnaire distributed via Google Forms. The questionnaire comprised two sections: Perceptions of Distributive Leadership Practices and Change Management Strategies. Data were analyzed using descriptive and inferential statistics with SPSS Version 26.0. Findings indicate that respondents generally agree with the principles of distributive leadership, including bounded empowerment, leadership development, shared decision-making, and collective engagement. Additionally, a positive relationship was found between distributive leadership and change management strategies. To optimize change management, leaders should engage managers, employees, and senior leaders.

The Tiny Habits that Strengthen Organizational Relationships

This article discusses how seemingly small, everyday social habits and interactions can significantly impact workplace relationships and organizational effectiveness. It explores research on relationship-building behaviors like making eye contact, smiling, saying thank you, asking questions, providing feedback, listening without judgment, self-disclosure, and celebrating wins together. The article argues that while larger cultural factors are important, minor modifications to interpersonal manners, such as consciously engaging in these positive social behaviors, can quietly foster resilient bonds between colleagues. Case studies from various industries are presented to illustrate how strategically cultivated habits delivering appreciation, empathy and care into daily exchanges strengthen collaborative relationships. The article concludes that true organizational transformation starts from nurturing connections through mindfully modified social exchanges, as these small gestures collectively create the type of supportive work environment where people feel valued and initiatives can succeed.

From Liberating Leader to Shared Leadership: A Process of Role Distribution

A liberated company is an emerging concept, which is based on trust and autonomy and is radically opposed to hierarchical principles. The empirical literature describes liberation as a complex process of cultural and organizational transformation, wherein managerial functions are questioned or even eliminated, and blind spots are a source of numerous pitfalls. Against this backdrop, the central issue of transforming leadership, and the roles it entails, remains underexplored in liberated companies, whereas reflections are primarily focused on the liberating leader. Using a single case study and a processual, multilevel approach to liberation, this study analyzes the evolution of key leadership roles at the individual (supporting), collective (catalyst), and organizational (driving) levels. The results show that the distribution and sharing of leadership roles is an evolutionary and dynamic process rather than a tipping point and question the opportunities and limits of role distribution at different stages of the process.

Navigating the Challenges of Digital Transformation in Traditional Organization

Digital transformation has become a critical strategy for traditional organiza- tions to maintain competitiveness in an increasingly technology-driven market. Technologies such as fintech, blockchain, artificial intelligence (AI), and cloud computing have significantly reshaped operational efficiency and customer en- gagement within these organizations. However, traditional organizations, characterized by their legacy systems and hierarchical structures, encounter various challenges in adopting these technologies. This study primarily aims to explore the key barriers that hinder digital transformation in traditional organizations and to propose effective strategies for overcoming these challenges. Utilizing a comprehensive literature review from 2018 to 2023, this research examines key studies on digital transformation in traditional business contexts. The find- ings reveal major challenges, including organizational inertia, skills gaps, de- pendency on outdated systems, and leadership deficiencies. To address these barriers, the study proposes strategies such as leadership development, work- force retraining, and investment in modern digital infrastructure. The results suggest that successful digital transformation requires a multifaceted approach, aligning technological adoption with organizational culture and sustainability goals. This research provides valuable insights for traditional organizations nav- igating the complexities of digital transformation.

2차 미소공동위원회 당시 정치고문단의 창설과 활동

The Political Advisory Group(PAG) was organized based on the recognition that the U.S. Army Military Government in Korea(AMG) had no dedicated advisory body to consult on political issues in South Korea, despite the fact that AMG dealt with numerous political issues in South Korea in addition to its military duties. The creation of the PAG was the final destination of the ‘decentralized’ and ‘fluid’ organizational transformation of AMG’s political advisory machinery. AMG had previously utilized the military intelligence agencies, political advisors dispatched by the US State Department, Hodge’s personal political advisor, and the American delegates for U.S-U.S.S.R. Joint Commission as political advisory organizations. PAG was comprised of Korea experts and political analysts from AMG. PAG collected and analyzed political intelligence through continuous contact with South Korean political figures. Then, PAG framed and implemented AMG’s occupation policy In particular, PAG actively supported the American delegates for 2nd U.S-U.S.S.R. Joint Commission based on the political intelligence and understanding of South Korean political parties accumulated through its activities. Throughout the 2nd U.S-U.S.S.R. Joint Commission, PAG’s focus was on “creating a situation led by right-wing forces” in the list of Korean political parties and social groups that U.S-U.S.S.R. Joint Commission would consult. The existence and activities of PAG clearly show the way and perspective of AMG’s reorganization of South Korean politics at the time. In addition, the fact that the PAG was established as a permanent organization with a single function as a “political advisor” only in 1947 can be seen as evidence that the political advisory function of the AMG in the early days of the occupation was weak.

Employee Readiness for Change and Organizational Support as Keys to Successful Banking Transformation

The digital era brings a wave of change that requires banks to be able to quickly adapt and transform. New technologies, new business models and evolving customer expectations provide the foundation for banking to remain competitive and relevant now and in the future. Human resource factors are one of the keys to success in facing change, organizational effectiveness and optimization are needed to maintain and increase work engagement and employee readiness in facing change. This research aims to test and analyze the influence of employee readiness to change on organizational transformation through organizational support as a moderating variable. The population in the study were permanent employees in the Sharia Business Unit of PT. North Sumatra Bank. The research method used is quantitative descriptive. Primary data was collected through a survey of 131 permanent employees in the Sharia Business Unit of PT. Bank Sumut, uses proportional random sampling technique. The collected data was analyzed using descriptive statistical analysis and Moderated Regression Analysis (MRA). The research results show that employee readiness to change has a positive and significant influence on organizational transformation. This indicates that increasing employee readiness in making changes will have a positive impact on the effectiveness and success of the transformation process in the Sharia Business Unit. However, this research also proves that organizational support is unable to moderate the relationship between employee readiness and organizational transformation. These findings indicate that organizational support felt by employees is not strong enough to strengthen the influence of employee readiness on organizational transformation.

Bridging the Gap: Integrating Organizational Change Management with IT Project Delivery

In today's rapidly evolving technological landscape, the successful implementation of IT projects is increasingly contingent upon effective organizational change management (OCM). This research paper explores the intersection of OCM and IT project delivery, proposing a comprehensive framework that integrates these two critical domains. Through a review of existing literature and analysis of case studies, we identify key challenges and best practices for synchronizing OCM strategies with IT project management processes. Our findings reveal that the alignment of OCM with IT project delivery not only enhances project success rates but also promotes sustainable organizational transformation. This integrated approach ensures that technological advancements are supported by a well-prepared workforce, thereby minimizing resistance and maximizing adoption. The paper concludes with practical recommendations for practitioners aiming to bridge the gap between OCM and IT project delivery, ultimately fostering a more agile and resilient organizational environment.

Digitalization and non-profits: Competency requirements in non-profit sector of Saudi Arabia

Digitalization is emerging as a broader socio-technical transformation affecting businesses of all types. The paradigm shifts in digital technology have mandated new mindsets and approaches to managerial, leadership, and entrepreneurial competitiveness in organizations. Human capital with the ability to convey digital knowledge and strategies is regarded as a crucial resource for digital transformations (DT) in organizations. In fact, the development of relevant technological and digital competencies (DCs) is regarded as the biggest obstacle to DT in non-profit organizations (NPOs) as well. However, the growth of literature in this direction has been fragmented by the lack of any formal integration of DCs. The current study is formulated with the primary goal of exploring the digital competency requirements of NPOs. A systematic literature review protocol adhering to PRISMA guidelines was undertaken to synthesize the initial draft of DCs. Subsequently, a modified two-round Delphi survey with a panel of 25 experts was used to rate the competencies quantitatively. The analysis followed the prescribed Delphi principles to determine the results' validity and reliability. As a result, a comprehensive set of eighteen competencies was generated and categorized into three areas (‘digital leadership’, ‘personnel and organizational’, and ‘technical’ competencies). While filling an important void in the literature, the study's findings lay the groundwork for a digital transformation education, learning, and development agenda in non-profits.

Digital Transformation in Non-Profit Organizations: Strategies, Challenges, and Successes

The ownership of technology in people’s lives has largely increased over the recent past, which has caused major revolutions in all spheres of life including non-profit organizations. This paper reflects on the contribution of digital transformation to the improvement of the operations, access and effectiveness of nonprofits. While these organizations attempt to establish themselves and improve in a society that is going technological, they are faced with different issues and feasibility that other not for profit organizations do not face. The study presents approaches indicating how such a process can be most effectively managed and includes specification of strategic planning, leadership, and capacity development, as well as touching upon issues of technology choice and change implementation. However, beyond a general discussion on issues regarding digital transformation, this paper focuses on the problems non-profits face while executing this process which include; Financial risks, Cultural issues, Constraints on technical expertise. These challenges keep limiting the speed and impact of implementing digital strategies, and may only be solved through specific strategies. The paper includes synthesis of the best and worst practices of non-profit digital transformation, supported by the description and analysis of successful and unsuccessful cases. The main conclusion discusses that the research points to the fact that researchers should not recommend general technological solutions for non-profits, but only those that have to do with their goals and activities. Finally, this paper gives a guide on how non-profit organizations can use technology to improve its functionality in meeting the society’s needs in the ever more digital society.

Investigating Organizational Transformations on the Path to Sustainable Supply Chain 4.0 Implementation

Investigating Organizational Transformations on the Path to Sustainable Supply Chain 4.0 Implementation

Digital Transformation of Organizations and Their Organizational Cultures: A Case Study in a National Defense Industry

Digital transformation is essential for organizations to gain a competitive edge in today’s fast-changing environment. It involves a radical shift in products, services, people, and processes to enhance performance, posing a significant challenge. This paper explores digital transformation within a national defense company, which already upholds high-quality standards and a strong culture—key factors in facilitating digital transformation. The literature on organizational digital transformation and its benefits is reviewed, and the digitalization process is analyzed to outline the steps needed for transformation. A crucial prerequisite is cultivating an adaptive, high-performance culture, which requires assessing the current organizational state and implementing necessary actions. This paper presents an assessment of the company and proposes actions for cultural and digital transformation. The inextricable link between digital transformation and organizational culture change is highlighted, along with the benefits, barriers, and strategic proposals for digital strategy, vision, and mission.

Digital capabilities driving industry 4.0 and 5.0 transformation: Insights from an interview study in the maintenance domain

This study examines the role of digital capabilities in facilitating organizational transformation within the maintenance domain, focusing on the need for transitioning from Industry 4.0 to Industry 5.0. The evolving concept of Industry 5.0 complements Industry 4.0 by shifting the focus from automation to human-machine collaboration. Industry 5.0 aims to create a more cooperative relationship between humans and machines to maximize productivity and innovation. To facilitate digital transformation, companies need to develop suitable digital capabilities. Through interviews with maintenance specialists and practitioners, we identified key challenges and facilitators to implementing emerging technologies. Key findings highlight the importance of providing high-quality education, aligning digital tools with work tasks, and offering user-friendly digital solutions. Furthermore, the findings emphasize the need for robust information sharing, cooperation, and the formalization of responsibilities between maintenance and production functions. Lastly, establishing a clear digital strategy, commitment to investments, and testing new technologies are crucial for facilitating digital transformation and promoting a culture of innovation.

Navigating the Digital Transformation of Education: Insights from Collaborative Learning in an Erasmus+ Project

Collaborative Opportunities for Professional Inquiry Leading to Organisational Transformation (COPILOT) represents an Erasmus+ initiative involving four transnational partners from three EU countries including IES Cristobal de Monroy secondary school [Spain], Laois Offaly Education Training Board (LOETB) [Ireland], University College Dublin (UCD) School of Education [Ireland], and Akadimos, a teacher continuing professional development provider [Greece]. The project encompassed three primary objectives, aligned with the Erasmus+ programmes’s emphasis on supporting teachers and school leaders to address digital transformation. These included the following: the identification of participatory approaches and digital methodologies employed by schools to facilitate digital transformation among educators; exploring and establishing dynamic professional environments in schools by identifying synergies with organisations operating in diverse fields or socio-economic contexts and enhancing the capacity and professionalism of partners to engage in EU/international collaboration. To investigate the outcomes of the project objectives, a small-scale qualitative study was conducted, which involved analysing participants’ reports on the project’s collaborative activities. Additionally, a focus group was held at the conclusion of the project to gain insights into the digital readiness, capacity, and resilience of teachers and school leaders within their respective organisations. Thematic analysis was employed to analyse the collected data. The findings of the study offer encouraging indications regarding the crucial symbiotic role played by school leaders and “early adopter” teachers in promoting digital transformation. Moreover, participating teachers displayed a general willingness to adapt their teaching methods to incorporate more technology, provided they receive both formal and informal support. Furthermore, there exists a willingness among transnational partners to digitise and share resources both at present and in the future.

Implementing B-BBEE: Leader Experiences in the South African Banking Industry

Orientation: Large banking institutions in South Africa remain complex organisations facing a myriad of challenges as they navigate the Fifth Industrial Revolution (5IR) and strive to remain relevant. A significant challenge relates to how these organisations can utilise Broad-Based Black Economic Empowerment (B-BBEE) to create diverse and inclusive teams for organisational success and sustainability.Research purpose: To explore the experiences and sense-making processes of senior leaders tasked with the implementation of affirmative action as part of a B-BBEE strategy as they navigate this responsibility within a South African bank.Motivation for the study: To shine on the complex experiences of senior leaders tasked with implementing affirmative action within a B-BBEE strategy in a large financial institution.Research approach/design and method: A qualitative interpretivist case study was applied to explore senior leaders’ negotiation of their perceptions and experiences of leading the implementation of B-BBEE in a large bank. Ten semi-structured interviews were utilised as the main data generation tool.Main findings: Study reveals how senior leaders hold strong convictions about the value of diversity and inclusion in the workplace. This included the continued necessity for legislation such as B-BBEE given South Africa’s racial history and existing personal biases that impact workplace diversity and inclusion. The study further reveals that senior leaders believe that B-BBEE is poorly implemented and attribute this to the tension leaders experience between diversity and performance, a lack of organisational policies and practices required to hold leaders accountable for B-BBEE implementation and leaders who lack the skills and expertise required to successfully create diverse and inclusive work environments.Practical/managerial implications: Positive contributions to diversity and inclusion policies and practices, leadership development and transformation of the banking organisations in South Africa and the industry at large.Contribution/value-add: Banking institutions as large market players can play a significant role in leading workplace transformation through improved implementation of diversity and inclusion legislation and principles within B-BBEE.

Institutional change of the Colombian army 2012–2021

ABSTRACT Military transformations occur reactively in response to changes in environmental conditions and conflicts. Likewise, military transformations show a tendency to copy the best practices of the most powerful forces and of organizations like North Atlantic Treaty Organization (NATO). However, little is known about the effect of a proactive planning strategy on the transformation process. This article raises the theoretical debate on the institutional change of the Colombian Army, presenting evidence that allows us to define whether it has been carried out in a reactive, evolutionary way or with a design-based approach which would lead to the development of institutional work through the modification of the factors of military capabilities. The main result shows the presence of institutional work to generate disruptions in the Army. Particularly when altering the doctrine, changes in education and training are triggered, which allows the organizational structure to be redesigned to adopt new practices. However, limitations in the acquisition and deployment of new technologies and infrastructure inhibit institutional change and organizational transformation.

The Evolution of Mediation in International Conflicts from 1940s to 2020s

The article analyzes the evolution of international mediation from the middle of the 20th century to the present day. How do changes in international environment influence mediation and research on it? The paper’s hypothesis is that the transformation of international order and political organization of the world, the dynamics of (de)globalization and changes in the nature of international conflict determine the specifics of international mediation and shape the relevant research. Over the last 80 years international mediation evolved through three stages. During the first stage, shaped by the cold war, conflicts were mostly of interstate nature and were settled by states and international organizations. Meanwhile, the growing activity of non-state actors led to the emergence of mediation via “track II diplomacy”. At this stage, the study of international mediation becomes an established research area. The second stage, since the end of 1980s to the beginning of the 21st century, witnessed a rapid progress in the settlement of many protracted regional conflicts, aided by the mediation efforts of the USSR and the United States. In Russia, research on international mediation, previously fragmentary and legalistic, developed into a separate subfield of international studies. During the third stage, in the 21st century, the political organization of the world has been undergoing a turbulent transformation at all the three levels: Westphalian system, the system of interstate relations, and political systems of individual states. The all-encompassing nature of this change increases conflict potential and changes the nature of international conflicts, which become multidimensional and involve a variety of actors. Responding to the demand for managing complex conflicts, new trends in mediation emerge, such as the growth in mediation attempts by developing nations, engagement of peacekeeping missions in mediation, the use of digital technologies for mediation purposes. At the same time, the erosion of the old political organization of the world triggers the rise in identity-based conflicts that involve disagreement over values. As parties to such conflicts are less likely to seek interestbased compromises, the likelihood of successful mediation decreases.