Management research contributions to the COVID-19: a bibliometric literature review and analysis of the contributions from the Journal of Management & Organization

The COVID-19 health crisis triggered changes in the workplace. This paper explores the insights from scholarly work published in the Journal of Management and Organization (JMO) and systematizes this body of knowledge to build a scientific overview that looks at how the COVID-19 health crisis and its repercussions may be managed by organizations. We conducted a bibliometric investigation of JMO's most influential papers published from 1995 to June 2020 that offers insights into the management of the COVID-19 crisis. Our bibliometric investigation reveals six clusters: (1) conservation of resources theory, entrepreneurs, gender and work–family conflict; (2) corporate governance, corporate social responsibility and stakeholder salience; (3) family firms, innovation and research methods; (4) creativity, leadership and organizational change; (5) job satisfaction and psychological empowerment; and (6) team performance. We discuss the theoretical and practical implications of our findings.

A Stepped-Wedge Randomized trial Investigating the Effect of the Leadership and Organizational Change for Implementation (LOCI) Intervention on Implementation and Transformational Leadership, and Implementation Climate

Background: This study evaluates the Leadership and Organizational Change for Implementation (LOCI) strategy and its effect on implementation leadership, transformational leadership, and implementation climate. Methods: A stepped wedge cluster randomized trial enrolled 47 first-level leaders from child- and adult-specialized mental health clinics within Norwegian health trusts across three cohorts. All therapists (n = 804) received training in screening of trauma exposure and posttraumatic stress, and a subgroup (n = 249) of therapists received training in evidence-based treatment methods for posttraumatic stress disorder (PTSD). First-level leaders and therapists were asked to complete surveys at baseline, 4, 8, 12, 16, and 20 months assessing leadership and implementation climate. General linear mixed effects models were used to investigate whether engagement in the LOCI strategy would lead to greater therapist-rated scores on implementation leadership, transformational leadership, and implementation climate.Results: There was a significant increase in therapist-rated implementation and transformational leadership as well as implementation climate after the leaders were introduced to the LOCI strategy. This increase was sustained at all measurement time point compared to non-LOCI conditions which demonstrated a steady decrease in scores before LOCI was introduced. Conclusions: The LOCI strategy can develop better transformational and implementation leadership skills as well as contribute to a more positive implementation climate to enhance successful evidence-based practice implementation. Thus, LOCI can help leaders create an organizational context conducive for effective EBP implementation. Trial registration: NSD 60036/3/LH, NSD 60059/3/OOS The full trial protocol can be accessed from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6417075/

Transformational Leadership and Organizational Change Examining the Mediational Approach of Knowledge Sharing

This study examines the transformational leadership behavior for organizational change by creating the environment of sharing knowledge in organizational and individual level of the organization for a sample of 300 employees and their managers. The data analysis using confirmatory factor analysis and structural equation modeling explores the results of knowledge sharing for organizational change. Rather, this study explains the two dimensions from transformational leadership to knowledge sharing and organizational change, and their relationship has been identified. The results show that transformational leadership has a strong and significant relationship with knowledge sharing, knowledge sharing has strong and significant relationship with organizational change, and at last, the transformational leadership has positive and significant relationship with organizational change. This study also explores the theoretical, managerial, and practical implications.

Transformational Leadership and Organizational Change: In The Context of Today’s Leader

Today’s leader deals with many challenges in enacting roles as agents of change. Extremely uncertain and rapidly changing in a dynamic environment become a crucial problem for a leader in mobilizing organizational change. It is imperative for a leader to adopt a strategic approach to drive organizational change effectively for establishing organizational improvement and sustainability. This article reviews transformational leadership as an effective model to drive organizational change in the context of today’s organization leader. Although, there is still controversy about the significant leadership style for establishing changes, the results of previous studies have proven that transformational leadership is a specific approach to achieve the success of organizational change in today's environment.

Reciprocal Leadership Influence on Organizational Change

The devastating effect of the crisis of 2011 on Syrian tourism industry was enormous; this led the industry's hoteliers to shift their attention to different strategies and organizational change to regain the business lost from such crisis. This research introduces the concept of reciprocal leadership as an effective tool in implementing organizational change in Dama Rose Hotel post-Syrian crisis of 2011. We presented the research problem in the following question: Do the dimensions of reciprocal leadership have any role in the success of managing the process of organizational change? The research used a qualitative approach; the primary data was composed of a questionnaire distributed to 65employeesworking at Dama Rose Hotel located in Damascus, Syria. The secondary data was composed of scientific journals, website, and textbooks. The outcome showed a positive relationship between reciprocal leadership dimensions on the process of managing the organizational change in the hotel, and there was a positive relationship between reciprocal leadership and organizational change.

Teacher leadership for organizational change

The aim of this article is to test the teacher leadership initiated by teacher professional development abroad, as a factor of organisational change in a structural equation model. Structural equation modelling was employed to analyse survey data collected from 218 teachers who participated in professional development activities abroad under Erasmus+ KA1 in 32 Lithuanian schools. The model expresses the relationship between teacher leadership and organizational change, where teacher professional development abroad is treated as an initial (self-development) dimension of teacher leadership. Results revealed the positive and significant relationship between teacher leadership and organizational change, where leadership is conceptualized as an ongoing relational process of selfdevelopment, dispersing ideas, involving others and gaining commitment. Findings of the study also depicted a positive and significant relationship of didactic competence (the dimension of self-development phase of leadership) with one of the dimensions of organizational change - learning in the classroom.