scholarly journals Determinants of Organizational Change Implementation Success: The Case of Ethiopian Commodity Exchange Authority

2021 ◽  
Keyword(s):  
Organizational Change ◽  
Change Implementation ◽  
Implementation Success ◽  
Commodity Exchange

scholarly journals Enabling Sustainable Organizational Change: A Case of Cognitive Diversity in the Automotive Industry

2021 ◽  
Vol 20 (1) ◽  
Author(s):  
Tonja Blom ◽  
Yvonne du Plessis ◽  
Hamid H Kazeroony
Keyword(s):  
Organizational Change ◽  
Single Case ◽  
Research Question ◽  
Diversity Management ◽  
Change Implementation ◽  
Cognitive Diversity ◽  
Single Case Study ◽  
Niche Theory ◽  
Implementing Change

In diverse societies such as South Africa, organizations continue to face inclusion challenges when implementing change. This study proposes a different method and new dimension of diversity management within the cognitive diversity construct, namely human niche theory, to tackle the diversity dilemma of exclusivity. The research question asked whether human niche theory, as a defined concept within cognitive diversity, could be utilized by managers to enable inclusion and promote sustainable organizational change implementation. Conceptually, this paper relates human niche theory to seven themes in the change process, namely, communication, training, motivation, resources, control, monitoring, and feedback. An exploratory single case study in a multicultural South African automotive organization that implemented a company-wide technology change project was used as a unit of analysis. The single case study revealed a new understanding of change implementation processes using the human niche theoretical framework related to radical technological change implementation. Data collection included in-depth interviews, focus group sessions, solicited company data, field notes, and observations. Content and comparative data analysis were used to present findings. This research showed that managers’ awareness of human niche theory in terms of cognitive diversity could assist in managing diversity, enabling inclusion, and change effectiveness in the organization, while minimizing emotional exclusion.

Using social networking applications to facilitate change implementation processes: insights from organizational change stakeholders

2020 ◽  
Vol 26 (7) ◽  
pp. 1979-1998 ◽  
Author(s):  
Muhammad Naeem
Keyword(s):  
Social Media ◽  
Organizational Change ◽  
Social Networking ◽  
Knowledge Sharing ◽  
Change Process ◽  
Implementation Process ◽  
Change Implementation ◽  
Content Type ◽  
Implementation Processes ◽  
Insurance Sector

PurposeThe failure rate of change is high amongst countries and cultures where collectivism, destructive politics and resistance are high. Therefore, change leaders are more focused on exploring how they can create networking and socialization amongst major organizational stakeholders that can minimize detrimental cynicism and lobbying during change implementation. This study is an attempt to shed light on how Social Networking Applications (henceforth SNAs) can facilitate change implementation processes in the insurance sector.Design/methodology/approachThe individual reaction and interaction realities during the change process cannot be discovered once and for all as there are varied perspectives on the same subjects. Therefore, a social constructionist position was used to understand the different realties of change managers and change recipients using the context of insurance sector.FindingsThe study documented how SNAs can play an active role in addressing the concerns of employees as well as managing and protecting knowledge sharing to facilitate the change implementation process. The collaborative and interactive nature of SNAs can enhance richness in knowledge sharing and can facilitate the participation of employees. Therefore, management should monitor these platforms as a means to improve the change process and to address the concerns of employees. These networking channels which include WhatsApp and Facebook can enhance social interactions, support and acceptance at individual and organizational levels.Research limitations/implicationsSocial media has become a familiar tool for employees to use to discuss internal changes and policies within their organizations. Social media enhances the richness, reach, knowledge exchange and effective internal communication potential amongst organizational change stakeholders. Using social media, change recipients are now more empowered and connected with their leadership that ever before. It is now easier to facilitate decision making during the change formulation and implementation process.Practical implicationsSocial media applications have become necessary to ensure incremental and radical changes to the survival of dynamic businesses. The findings of this study are beneficial for change leaders and recipients of change to implement successful organizational change using social media tools. The effective and efficient use of social media applications helps organizations to foster knowledge amongst employees and they can address various critical issues, that is resistance to change, lower levels of knowledge sharing and support for change acceptance and lack of employee participation in decision making.Originality/valueThere is an inadequate understanding regarding how SNAs play a role in facilitating the change process in both public and private sector organizations. This study offers a social mchange facilitation model with the help of social learning, social networking and social behaviourism theories.

scholarly journals Overview of Change Patterns and Its Implementation

2020 ◽  
Vol 05 (12) ◽  
Author(s):  
Dr. Munir Theeb ◽  
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Management Practice ◽  
Change Implementation ◽  
Organizational Response ◽  
Research Issue ◽  
Different Types ◽  
Comprehensive Development ◽  
Traditional Patterns ◽  
Types Of Change

The different change patterns are all based on the principles of underlying of various models of change, used to assess the existing trends in institutions and determine those that need to change, and also their organizational response to organizational pressures,. The organizations find it difficult to contribute to comprehensive development, or to face the challenges of the future through its models and traditional patterns, where many of the features that stress the inappropriateness of these current patterns and receiving non-compliance with the requirements of the change implementation. The purpose of this paper is to provide an overview of the theoretical backgrounds of the research issue relating to patterns of change. This paper explores the contradictions and differences across the organizations in terms of managing their organizational change, and also explores some of the implications of different types of change for change management practice.

ORGANIZATIONAL READINESS FOR CHANGE: TOWARD UNDERSTANDING ITS NATURE AND DIMENSIONS

2019 ◽  
Vol 20 (2) ◽  
pp. 227-238
Author(s):  
Wioleta Piotrowska-Bożek
Keyword(s):  
Organizational Change ◽  
Strategic Management ◽  
Readiness For Change ◽  
Organizational Readiness ◽  
Change Implementation ◽  
Measurement Scale ◽  
Key Factors ◽  
Organizational Readiness For Change ◽  
Key Factor ◽  
Successful Change

Strategic management researchers claimed that organizational readiness for change is one of the key factor to successful change implementation. This article embrace review of key factors of successful organizational change, review of conceptual definitions and available scale to measure organizational readiness for change.Finally, the proposed measurement scale need to be adressed to generate knowledge useful for practice, identified and discussed

scholarly journals Method of Building Mobile Organizations in Poland

2009 ◽  
Vol 1 (1) ◽  
pp. 7-18
Author(s):  
Ewa Masłyk-Musiał
Keyword(s):  
Organizational Change ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Management Practice ◽  
Change Implementation ◽  
Main Question ◽  
Managing Change ◽  
Effective Change ◽  
Strategy Change ◽  
Personal Approach

Method of Building Mobile Organizations in PolandWe analyse concept of mobile organization which are characterized by personal approach to employees, strategies activating intellectual capital, open and interactive attitude focusing on values like teamwork and trust. Thanks to this, organizations in motion are effective in uncertainty, are better protected against losing and in case of difficulties can faster move on to the winning cycle again. In our project the main question to answer was - if there are any relationships between possessing features of a "young mobile and organization" and its competitive advantage. Based on the theory of managing change [4] it is shown that relationships between strategy, change and managerial competences are crucial for effective change implementation. From the viewpoint of management practice, the indexes developed and presented in this paper can be used to measure youth potential as well can be applied to analyse organizational change and improve the understanding of change among managers. They can be used in organizational audits. Using the indexes, organizations can be divided into Mobile Organizations, open to the environment, that can serve as models to others, and organizations that are more closed, immobile, with low youth potential. The latter require organizational revival projects to be prepared and implemented.

Sign in / Sign up

Export Citation Format

Share Document