scholarly journals Exploring Enterprise Social Systems & Organisational Change: Implementation in a Digital Age

2016 ◽  
Vol 31 (2) ◽  
pp. 97-100 ◽  
Author(s):  
Vikas Kumar ◽  
John Loonam ◽  
J P Allen ◽  
Steve Sawyer
Keyword(s):  
Social Systems ◽  
Organisational Change ◽  
Digital Age ◽  
Change Implementation

scholarly journals Exploring a model for finding meaning in the changing world of work (Part 3: Meaning as framing context)

2013 ◽  
Vol 39 (2) ◽  
Author(s):  
Daniel H. Burger ◽  
Freddie Crous ◽  
Gert Roodt
Keyword(s):  
Resistance To Change ◽  
Organisational Change ◽  
Change Implementation ◽  
Change Initiatives ◽  
Theoretical Perspectives ◽  
Meaning Change ◽  
Managerial Implications ◽  
Theoretical Paper ◽  
Value Add ◽  
The Relationship

Orientation: This article, the final in a series of three papers, locates organisational change, specifically within the context of individuals’ experience of ‘meaning’, as conceptualised in Viktor Frankl’s logotherapy.Research purpose: The purpose of this theoretical paper is to investigate the context of meaning in organisational change by exploring the relationship between meaning and change.Motivation for the study: Although literature on change management is available in abundance, very little research has been focussed on the micro-level issues pertaining to organisational change, and virtually no research relating to the ‘existential meaning’ context of such change could be found.Research design, approach and method: The study was conducted by means of a review of literature, guided by the theoretical perspectives of logotherapy.Main findings: Whilst systems to which individuals traditionally turned for meaning decline, organisations become increasingly important for employees’ experience of meaning. As organisational change threatens such meaning, resistance to change may occur, which inhibits organisations’ ability to change. Logotherapy provides a useful framework for understanding this meaning context, which could be utilised to inform frameworks to guide change implementation more successfully.Practical and managerial implications: An understanding of the role that meaning can play in causing − and hence reducing − resistance to change may be of great value to organisations attempting to implement change initiatives.Contribution: The value-add of the article is grounded on its exploration of the relatively uncharted territory of how the experience of meaning by employees may impact organisational change. This article therefore provides a novel perspective for conceptualising change. In addition, it suggests specific recommendations for utilising an understanding of the meaning change relationship with the objective of optimising change initiatives.

Perceived values-congruence and employees' change beliefs

2020 ◽  
pp. 1-19
Author(s):  
Oliver G. Rahn ◽  
Geoffrey N. Soutar ◽  
Julie A. Lee
Keyword(s):  
Strong Support ◽  
Organisational Change ◽  
Change Implementation ◽  
Values Congruence ◽  
Perceived Values ◽  
Change Beliefs ◽  
Felt Trust

Abstract This study investigates the effects of employees' perceived values-congruence within an organisation affect employees' beliefs about organisational change. Specifically, we investigated the effects employees' perceived values-congruence with their organisation, supervisor and colleagues had on beliefs about an organisational change implementation and tested whether these relationships were mediated by employees' felt trust and perceptions of the quality of their organisations' communication, as suggested by the literature. Data from 251 respondents who had undergone an organisational change within the last 6 months were analysed. Support was found for the influence all three types of perceived values-congruence (i.e. congruence with their organisation, supervisor and colleagues) had on change-related beliefs and strong support was found for the mediation role played by trust and the quality of communication.

scholarly journals The strengths and weaknesses of the transformational change management process in the South African department of correctional services: A critical analysis

2014 ◽  
Vol 3 (4) ◽  
pp. 223-234
Author(s):  
Mbongeni Mdletye ◽  
Jos Coetzee ◽  
Wilfred Ukpere
Keyword(s):  
Change Management ◽  
Organisational Change ◽  
Transformational Change ◽  
Change Implementation ◽  
Offender Rehabilitation ◽  
Extensive Literature ◽  
Management Process ◽  
Literature Study ◽  
Correctional Services ◽  
Weak Points

Change management research has become a critical focus area for change scholars because of the low success rate in change implementation. This exposition of how the transformational change process has been managed at the Department of Correctional Service was meant to show managers, particularly in the said department, that unless managers pay serious attention to certain critical aspects which must form part of the change management process, no real change would be attained. This becomes critical if one considers that there is still a long way to go in the process of transformation to the philosophy of rehbilitation, namely transforming correctional centres to effective institutions of offender rehabilitation. There is currently limited literature on organisational change approaches that are people-oriented. The available literature seems to focus more on the technical aspects (hard issues such as structures, systems and practices) in terms of change management at the expense of people issues (soft issues such as the human factors). It has been argued that the neglect of people issues in the management of organisational change processes is responsible for the high failure rate in change implementation. For purposes of contextualising transformational change management within the setting of the Department of Correctional Services, an extensive literature study was undertaken. This was followed by an empirical analysis of data collected through survey questionnaires from correctional officials and offenders respectively. The research established that there were strong and weak points in the DCS transformational change management process from the perspective of both research participants.

scholarly journals Tracking change in Northern Ireland policing: temporal phases and key themes

2015 ◽  
Vol 38 (1) ◽  
pp. 117-131 ◽  
Author(s):  
Joanne Murphy
Keyword(s):  
Northern Ireland ◽  
Change Process ◽  
Organisational Change ◽  
Adaptive Leadership ◽  
Change Implementation ◽  
Research Approach ◽  
Content Type ◽  
External Agents ◽  
The Impact

Purpose – The purpose of this paper is to explore and explain the change process in Northern Ireland policing through an analysis of temporally bracketed change phases and key change delivery themes ranging from 1996 to 2012. Design/methodology/approach – The research approach adopted is process based, longitudinal and multi-method, utilising “temporal bracketing” to determine phases of change and conjunctural reasoning to unravel the systematic factors interacting over time, within the case. Findings – The paper identifies and temporally brackets four phases of change: “Tipping point”; “Implementation, Symbolic Modification and Resistance”; “Power Assisted Steering”; and “A Return to Turbulence”, identifies four themes that emerge from RUC-PSNI experience: the role of adaptive leadership; pace and sequencing of change implementation; sufficient resourcing; and the impact of external agents acting as boundary spanners, and comments on the prominence of these themes through the phases. The paper goes on to reflect upon how these phases and themes inform our understanding of organisational change within policing organisations generally and within politically pressurised transition processes. Originality/value – The contribution of the paper lies in the documentation of an almost unique organisational case in an environmentally forced change process. In this it contains lessons for other organisations facing similar, if less extreme challenges and presents an example of intense change analysed longitudinally.

Business: Conceptualizations of Organizational Change Viewed Through the Lens of Power: A Tutorial for the Speech-Language Pathologist/Audiologist Administrator

2011 ◽  
Vol 21 (1) ◽  
pp. 9-17
Author(s):  
Patrick R. Walden
Keyword(s):  
Organizational Change ◽  
Health Care Organizations ◽  
Social Power ◽  
Social Systems ◽  
Front Line ◽  
Organization Level ◽  
Speech Language Pathologist ◽  
Constant State ◽  
Theories Of Change ◽  
Or Organization

Both educational and health care organizations are in a constant state of change, whether triggered by national, regional, local, or organization-level policy. The speech-language pathologist/audiologist-administrator who aids in the planning and implementation of these changes, however, may not be familiar with the expansive literature on change in organizations. Further, how organizational change is planned and implemented is likely affected by leaders' and administrators' personal conceptualizations of social power, which may affect how front line clinicians experience organizational change processes. The purpose of this article, therefore, is to introduce the speech-language pathologist/audiologist-administrator to a research-based classification system for theories of change and to review the concept of power in social systems. Two prominent approaches to change in organizations are reviewed and then discussed as they relate to one another as well as to social conceptualizations of power.

Sign in / Sign up

Export Citation Format

Share Document