Types Of Organizational Change Research Articles

Toward a Theory of Organizational DNA: Routines, Principles, and Beliefs (RPBs) for Successful and Sustainable Organizational Change.

Organizational change is a key mechanism to ensure the sustainability of healthcare systems. However, healthcare organizations are persistently difficult to change, and literature is riddled with examples of failed change endeavors. In this chapter, we attempt to unravel the underlying causes for failed organizational change. We distinguish three types of change with different levels of depth that require different change approaches. Transformations are the deepest forms of change where beliefs and principles need to be modified to successfully influence routines. Renewals are deep forms of change where principles need to be modified to successfully influence routines. Improvements are shallow forms of change where only modifications at the level of routines are needed. Using deoxyribonucleic acid (DNA) as our metaphor, we propose a theory of "organizational DNA" to understand organizations and these three types of organizational changes. We posit that organizations are made up of a double helix consisting of a so-called "social string," which contains the "soft" interaction or communication among the organization's members, and a so-called "technical string," which contains "hard" organizational aspects such as structure and technology. Ladders of organizational nucleotides (i.e., Routines, Principles, and Beliefs) connect this double helix in various combinations. Together, the double helix and accompanying nucleotides make up the DNA of an organization. Without knowledge of the architecture of organizational DNA and whether a change addresses beliefs, principles, and/or routines, we believe that organizational change is constrained and based on luck rather than change management expertise. Following this metaphor, we show that organizational change fails when it attempts to change one part of the DNA (e.g., routines) in a way that renders it incompatible with the connecting components (e.g., principles and beliefs). We discuss how the theory can be applied in practice using an exemplar case.

Responding to change over time: A longitudinal case study on changes in coordination mechanisms in large-scale agile

ContextResponding to change and continuously improving processes, practices, and products are core to agile software development. It is no different in large-scale agile, where multiple software development teams need to respond both to changes in their external environments and to changes within the organization.ObjectiveWith this study, we aim to advance knowledge on coordination in large-scale agile by developing a model of the types of organizational changes that influence coordination mechanisms.MethodWe conducted a longitudinal case study in a growing large-scale agile organization, focusing on how external and internal changes impact coordination over time. We collected our data through 62 days of fieldwork across one and a half years. We conducted 37 interviews, observed 118 meetings at all organizational levels, collected supplementary material such as chat logs and presentations, and analyzed the data using thematic analysis.ResultsOur findings demonstrate how external events, such as onboarding new clients, and internal events, such as changes in the team organization, influence coordination mechanisms in the large-scale software development program. We find that external and internal change events lead to the introduction of new coordination mechanisms, or the adjustment of existing ones. Further, we find that continuous scaling requires continuous change and adjustment. Finally, we find that having the right mechanisms in place at the right time strengthens resilience and the ability to cope with change in coordination needs in complex large-scale environments.ConclusionsOur findings are summarized in an empirically based model that provides a practical approach to analyzing change, aimed at supporting both researchers and practitioners dealing with change in coordination mechanisms in large-scale agile development contexts.

The differential impact of organizational restructuring and downsizing on the psychosocial work environment and safety climate in the petroleum industry

This study examines trends in employee perceptions of psychosocial risk and safety climate during organizational change in the Norwegian petroleum industry between 2007 and 2019. Using data from the RNNP survey, which is distributed to personnel on offshore facilities on the Norwegian Continental Shelf and onshore installations biennially, a repeated measures analysis was conducted to identify trends in psychosocial risk and safety climate perceptions. Results indicated that while safety climate was perceived to improve significantly from 2009 to 2019, those participants who had experienced organizational downsizing, organizational restructuring, or both downsizing and restructuring reported a significantly lower safety climate on most waves included in the analysis. While those participants that had experienced downsizing reported a significantly lower quality psychosocial work environment across waves, it was organizational restructuring that was associated with the largest perceived decline in the quality of the psychosocial work environment and not downsizing. The combination of restructuring and downsizing was significantly associated with a lower quality psychosocial work environment across all waves but to a lesser extent than for safety climate. Our study highlights that different types of organizational change – restructuring and downsizing, have a differential impact on the perception of different types of risk – psychosocial risk and safety climate. It further demonstrates the long-term detrimental effect of large-scale resource cuts, particularly those that culminated in 2017 in the Norwegian Petroleum industry, demonstrated as an erosion in the perception of the quality of both safety climate and the psychosocial work environment.

Leadership and Management of Change in Organizations

This paper theoretically evaluated leadership and management of change in organizations, realizing that change management is a continuous method used in transitioning social, organizational, and psychological change of employees. The review focused on the change management processes that address leaders' and employees' attitudes and how change management is created, as a catalyst for possible changes in an organization. The purpose of change management is ultimately to make use of initiatives and ensure that every employee in an organization is willing and ready to switch over to an anticipated new role in the organization. This current study evaluated the relationship between evaluated management of change in organizational leadership, change, and organization, management of change, the importance of change management, and principles of change management, other areas visited are types of organizational change, popular models for managing change, overcoming resistance to change, challenges of change management, how change management are created viz-à-viz ideas, thoughts, feelings, plans, habits, commitment, lifestyle, and change. The review concluded that consistently and effectively navigating change requires strong leadership because, in the end, it is the employees who will execute the new strategy in their day-to-day work lives. Leaders must be able to inspire people through a strong vision, define the strategy, communicate effectively, support their employees, and maintain the energy and commitment to change through to completion. The study recommends amongst others that organizational leaders should not undermine the power of ideas in their move toward change management, and should not underestimate thoughts, feelings, plans, and habits as an essential component of the change management process.

Energy saving and emission reduction fiscal policy and corporate green technology innovation.

With the increasing prominence of resource and environmental issues, countries around the world are paying more and more attention to the concept of sustainable development. Under this concept, China started to implement a pilot project of "National Comprehensive Demonstration City of Energy Saving and Emission Reduction Fiscal Policy" in 2011 to protect resources and environment through green and low-carbon development. This paper aims to investigate whether and how the pilot policy induces corporate green technology innovation. Based on the data on Chinese listed firms from 2008 to 2019 and the relevant theories of economics, management and organizational psychology, we find that the pilot policy can promote corporate green technology innovation. This indicates that the pilot policy, as an external force, will encourage firms to improve their adaptability through green technology innovation which is one type of organizational change, thus improving their organizational effectiveness. The heterogeneity analyses reveal that the promotion effect of the pilot policy on green innovation is stronger among firms in high-carbon industries, firms in the mature stage and firms that are not state-owned. The mechanism tests find that the credit allocation effect and innovation compensation effect generated by the pilot policy are the key channels to promote green technology innovation. In addition to enriching the research on the evaluation of the effects of the pilot policy, our paper also expands the literature on organizational psychology and organizational change from the perspective of corporate green innovation, offers practical implications for the low-carbon transition of manufacturing industries under the emission peak and carbon neutrality targets, and provides insights for other emerging economies to achieve better resource and environmental protection through the energy saving and emission reduction fiscal policy.

Not Too Much, Not Too Little: Centralization, Decentralization, and Organizational Change

AbstractThe outcomes of centralized or decentralized decision making in public organizations have been a subject of intense debate in the literature for more than a century now. This study revisits this debate by examining whether the degree of centralization influences the implementation of four types of organizational changes: reorganization, service contracting, technology adoption, and performance information use. We conceive of organizational decision making as a ladder—at one end is a very centralized approach where the chief executive primarily makes all major decisions, and at the opposite end is a highly decentralized approach where lower-level employees participate in shaping strategic decisions. Using the results from a national survey of midsized and large city governments, the ordered probit regressions, and additional robustness tests, show that moderation matters more than the polar ends. Moreover, moderate centralization and decentralization have distinct influences on the implementation of different types of organizational change. The findings challenge the conventional thinking that the choice between centralization or decentralization is binary, where one structure is always better than the other. Consistent with contingency theory, public organizations demonstrate strategic behavior in the choice of decision-making structure to adapt to environmental and organizational contingencies.

Organizational culture perceptions and change frequency: the moderating effect of members' hierarchical level in the organization

PurposeDespite considerable conceptual interest in the relationship between organizational culture and various types of organizational change, empirical evidence regarding this relationship at different levels and types of change is surprisingly absent. This study examines whether organizational culture perceptions differ in frequently versus infrequently changing organizations, and whether this relationship is moderated by members' hierarchical level in the organization (i.e. staff, manager, executive).Design/methodology/approachStudy includes culture survey data for 904 staff, managers and executives from one frequently changing and two infrequently changing organizations in the education sector.FindingsResults show multiple non-monotonic organization-by-organizational level interaction effects on cultural style scores. In the frequently changing organization, executives report lower constructive cultural style scores and higher defensive cultural style scores than do managers and staff. In the infrequently changing organizations, executives, managers and staff report similar constructive and defensive style scores.Practical implicationsIn frequently changing organizations, leaders are more likely to be discontent with the status quo and continuously encourage change efforts, while lower level members' have considerable experience with change and are empowered to continuously create change. The result is systematic differences in culture perceptions across levels, but also an agile organization capable of pursuing opportunities to improve organizational performance.Originality/valueThe authors’ findings show that systematic differences in perceptions of cultural styles across organizational levels relate to organizational change frequency. This contrasts with existing literature emphasizing the importance of culture perceptions being pervasive throughout the organization.

Оrganizational Change as “Push Factor” of Employees’ Turnover Intention: Statistical Analysis of the Employees in the Republic of North Macedonia

The process of globalization and intensive technological development imposes the need to constantly introduce different types of organizational changes. Human resource managers in organizations are becoming increasingly aware that hiring and retaining talents are the most important determinants of success in the complex global world and that they must work more intensively on modernizing the process of change management to help employees, not only for acceptance, but also for their involvement in the change implementation process. This paper analyzes the impact of four different types of organizational change on employee turnover intention, according to the Cummings and Worley (2014) organizational change classification. The statistical method of simple linear regression was applied to predict and evaluate the turnover intention of the employees in the Republic of North Macedonia (as a dependent variable “Y”) based on the value of each of the types of organizational changes (as independent variables “X”). A multiple regression method was also applied in order to analyze the associations between the independent variables and the dependent variable and identify the type of organizational changes that most significantly affects the employee turnover intention. The analysis was conducted based on the findings obtained from the respondents who completely answered the survey questionnaire (282 employees in the Republic of North Macedonia, different according to their demographic characteristics). The correlation analysis shows there are positive correlation as well as causal relationship between all four types of organizational changes and the employee turnover intention, where techno-structural interventions have the most significant impact.

Psychological contract dynamics in the context of organizational change

Dynamics of psychological contracts have rarely been explored. This study investigates trajectories of employee psychological contracts in the context of organizational change in a sample of 546 employees in five firms across three waves. Drawing on event system theory and social exchange theory, organizational change events are expected to moderate the relationship between employer and employee perceptions of psychological contracts. The results show that downsizing, more than reorganization, affects psychological contract dynamics. Employees re-interpret the employer perception of the psychological contract in the context of organizational change and adapt their contributions and perceived employer obligations. The results demonstrate the benefit of distinguishing different types of organizational change and different dimensions of psychological contract content when investigating psychological contract dynamics.

Policing the COVID-19 Pandemic: Exploratory Study of the Types of Organizational Changes and Police Activities Across the Globe

The COVID-19 pandemic upended major facets of global society, including policing. This study describes three types of changes that police agencies in counties worldwide made. First, how have various domains of policing changed and how much did they change? Second, were these changes regulated by the official policy? Third, what are the potential consequences of the changes made during the pandemic? Taking a mixed-methods approach, our quantitative survey data from 27 countries, buttressed by qualitative responses, enable us to examine changes in these three areas. Our results suggest there is a great deal of heterogeneity in the degree of change, the use of policy to make the changes, and the perceived effects of the changes. Some changes (i.e., the use of personal protective equipment) are relatively ubiquitous and common sense based on the pandemic. Other organizational changes show a great deal more variation, especially when considering the valence of the change. Finally, the police executives from these countries express a highly optimistic—and potentially overly rosy—view of the potential longer term consequences of the pandemic or the operational changes made because of it. Overall, the results paint a more complicated picture of the responses to the pandemic made by the police organizations included in our sample. We conclude by discussing the implications of these findings for future research, police practice, and the development of policy.

Policing the COVID-19 Pandemic: Exploratory Study of the Types of Organizational Changes and Police Activities Across the Globe

The COVID-19 pandemic upended major facets of global society, including policing. This study describes three types of changes that police agencies in counties worldwide made. First, how have variou...

Analysis of Different Change Types in the Management Process of an Organisation

It is recognized that Change Management is a necessity in the current environment characterized by competitiveness and the desire for continuous innovation [3]. In order to answer these questions, the work begins with a secondary research of the different types of organizational change: change as development, change as transition, change as transformation, and then, by analyzing their particular characteristics, the risks associated with the process of change are identified the possible causes of possible implementation difficulties. Research results show that changing as a transition rarely involves adapting processes, existing tools, but rather replacing them with completely new ones (mergers, assignments, IT & C revolutions, etc.). One of the conclusions of this paper is that the success of a changing company depends not only on the way in which it is carried out, but also on the way it is maintained at the operational level during the change, so a complex management structure is needed. ensure the functionality of the company and supervise the change process.

Post-entry ongoing organizational changes of foreign subsidiaries and survival: does self-selection matter?

This study examines the relationship between the strategy choice of organisational change and the subsequent organisational survival by accounting for the self-selection. This study employed the outward 2525 firm-year foreign direct investments by Korean textile firms from 1986 to 1995, during which labour-intensive Korean firms in the textile industry largely depend on outward foreign direct investment to explore foreign opportunities in developing countries while avoiding increasing labour costs in the domestic market. This study applied a self-selection model introduced by Heckman (1979) to test the strategy choice problem. The results without accounting for self-selection show that organisational change in product areas and investment amount have a significant and negative relationship with the mortality rate of a foreign subsidiary, while organisational change in ownership rate does not. When accounting for self-selection, however, the former effects disappear, whereas the latter effect becomes positively significant, suggesting that the effect of strategy choice of organisational change depends on whether unobserved firm attributes and environmental conditions, as well as the type of organisational change, are accounted for in the analytic model.

An Analysis of a Resource-Focused Framework of Performance Feedback and Organizational Changes

Most of the performance feedback literature has treated different types of organizational change as interchangeable, often assuming that performance below aspiration levels triggers problemistic se...

Strategic decision-making process (SDMP) in times of crisis: Evidence from Greek banks

This paper investigates the strategic decision-making process (SDMP) of Greek banks’ top management in the context of profound organisational changes introduced in 2012 as a result of the 2008 global financial crisis. It focuses on the impact of three key dimensions of the SDMP, namely, rationality, intuition and political behaviour, relating to four changes introduced, namely, acquisitions, branch network rationalisation, integration of information technology (IT) and downsizing of operations and personnel. A questionnaire-based survey was conducted, targeting Greek banks’ top management. Out of 140 questionnaires, 78 were returned, a 55.71% response rate. Data was analysed using structural equation modelling. Research findings identify rationality as a key dimension of SDMP for all organisational changes, as there was high focus on identifying and analysing all required information, use of external financial advisors, and reliance on multiple methods of information gathering. Decision-makers used their intuition in the form of past experience when making acquisition decisions, whilst their personal judgment and “inner voice” were neglected. Finally, political behaviour was not displayed during this process, as decision-makers were open with each other about their interests and preferences, and there was no bargaining, negotiation or use of power amongst them. One limitation was that of not considering all the factors that might help measure SDMP characteristics. Also, this study was conducted in a period of political and financial uncertainty for Greek banks, as well as for the Greek economy in general, so findings may not be generalizable to other industries and countries. Conducting interviews could have offered deeper insight as well. This study’s value lies in the fact that the organisational changes were determined by Greece’s leaders, and thus the Greek banks had to operate under a dynamic, inflexible and non-autonomous environment. Also, this study extends prior SDMP research by examining the impact of the three key SDMP dimensions on four types of organisational change.

Two Stage Analysis of Successful Change Implementation of Knowledge Management Strategies in Energy Companies from Romania

The purpose of this paper is to emphasize the effects of knowledge management strategies toward organizational change in Romanian companies from the energy sector. This study explored a new vision to implement these types of organizational changes successfully in companies from the Romanian sector of energy and obtain their early benefits by using knowledge management strategies and also reveal the mediating effect of organizational learning and readiness for change. The results highlighted how energy companies can implement an Enterprise Resource Planning (ERP)-based change effectively through KM strategies. The results are equally valuable for all Romanian organizations that are currently changing their working environment.

Procedural justice as a moderator of the relationship between organizational change intensity and commitment to organizational change

PurposeThe purpose of this paper is to investigate how and why different forms of organizational change have different levels of organizational intensity, which in turn differentiate its impact on commitment to organizational change (COC). Its purpose is to also identify how procedural justice can reduce change-related stress and buffer the strain inducing effects of job demands.Design/methodology/approachThe authors tested the hypotheses using data collected from two sources in Korea. First, the authors conducted a survey in several organizations to identify employees’ attitudes and stress during organizational change. Second, the author surveyed MBA students to evaluate the degree of organizational change intensity (severity) across the types of change.FindingsThere is a hierarchy of the severity of organizational change and the most severe forms of change are the ones that impact employees’ job security and organizational identity. The influence of job demands (represented as organizational change intensity-severity) on COC can depend on the nature of COC. Procedural justice not only facilitates employees to accept values and goals pertaining to organizational change but also adapt themselves to pressures of external change. Buffering effects of job resources (represented as job resources) had significant impacts only on normative commitment to organizational change (NCOC).Research limitations/implicationsThis study contributes to the job demands-resources model by considering organizational change intensity as job demands and procedural justice as job resources and showing the relationships among them. Future studies can further extend the model by identifying other variables related to job demands and resources during organizational change and extending the nomological networks of NCOC and continuance commitment to organizational change.Practical implicationsThe results of this study provide important insights for human resource managers who plan and implement organizational changes. Procedural justice and organizational change intensity-severity should be considered to increase commitment to change.Originality/valueThis study is one of the few studies to identify the different types of organizational change and quantify them to measure organizational change intensity-severity. A new finding is that the buffering role of job resources (procedural justice in this study) can be marginal when the influence of job demands on employees’ attitudes is strong.

The longitudinal effects of organizational change on experienced and enacted bullying behaviour

ABSTRACTThis paper investigates the relation between organizational change and enacted or experienced workplace bullying. We find that there is a longitudinal relation between organizational change and bullying behaviour and that this effect varies depending on the type of preceding organizational change (task-related or relational change). Task-related change predicts experienced bullying behaviours and relational change predicts enacted bullying behaviours. Within a relationistic process precipitation framework, we find that among moderators at the organizational level (leadership quality) and individual level (affectivity), only positive affectivity slightly moderates the relation between relational change and enacted bullying behaviours. The findings are relevant for the development of evidence-based strategies for the prevention of workplace bullying during different types of organizational change.

Driven by aspirations, but in what direction? Performance shortfalls, slack resources, and resource-consuming vs. resource-freeing organizational change

Research summary: Prior literature drawing on the behavioral theory of the firm has not considered how resource constraints impact the direction of organizational change in response to performance shortfalls relative to aspirations. We argue that decreasing financial resources resulting from substantial performance shortfalls and the absence or availability of slack resources together affect the emphasis on different types of organizational change in response to performance shortfalls. Using data on the acquisition and divestment behavior of 530 companies in the information and communications technology sector from 1992 to 2014, we find that the frequency of resource-consuming acquisitions and of resource-freeing divestments are affected differently by performance below aspirations and that these relationships are moderated by the level of financial slack. Managerial summary: This paper examines whether firms respond to performance shortfalls with acquisitions or divestments. We argue and show that the closer the firm is to the aspired level of performance, the more likely it is to respond with resource-consuming acquisitions to close the performance gap, whereas the further it is from aspired performance, the more likely the firm is to respond with divestments to free resources. Financial slack weakens these relationships between performance relative to aspirations and acquisitions or divestments such that it increases the likelihood of a response through acquisitions while it reduces the likelihood of a response through divestments. Copyright © 2016 John Wiley & Sons, Ltd.

ZMIANA ORGANIZACYJNA – PRZEGLĄD TEORII I KONCEPCJI

The organisational change is a phenomenon which has gained attention from theoretists and practioners alike. The paper analyzes the notion of change, oragnizational change and types of change. The paper is of theoretical nature. Several authors have perceived organisational change as a “response” to an organisation’s internal and/or external environment. The paper investigates different perspectives of emergent change basing on Kanter et al., (1992) Kotter (1996) and Luecke (2003). The author highlights that these three models have some common features: a development of vision and leadership. On the other hand Strobel (2015) refutes the argument that there is “one best way” that can be applied in all situations and organisations, when managing change, and promotes the idea of “one best way” for each situation and organisation individually. Moreover the drivers and types of organizational change are presented. Several forces driving organisational change have been identified and they basically involve factors with regards to both the internal and external environment of an organisation.