Exploring discourse-based organizational change in Japan: practicing between dominant and alternative discourses

The primary objective of this study is to respond to Grant and Marshak’s (J Appl Behav Sci 47:204–235, 2011) call for a move toward change perspectives that emphasize the generative nature of discourses, narratives, and conversations and how change practitioners discursively facilitate emergent processes. This article attempts to explore the question, “Can we specify the conditions and sources which make generative conversations emerge and may lead to a successful change effort in Japan?” The abductive inquiry into the question indicates that the generative change process convinces change sponsors that changing the dominant discourses and welcoming alternative ones can lead to the long-term development of the organization and the members. With respect to the sources of alternative discourses, psychological safety and trust in the external authority figure are generally required. The importance of survival anxiety and talent diversity may vary across the broad contexts on which organizations depend.

Radical Change

As we examine teleworking rules and best practices, we see people deal every day with the requirement to account for their time, performance, and efficiency. This can be emotionally charged due to a lack of clarity in the ways telework is managed, and that is why the authors examine radical change. Radical change involves behavioral indicators that can prove invaluable to starting or improving teleworking. The effect of emotion on radical change dynamics can be best understood by looking at the change process as separate components. There are three critical steps required to achieve radical change: receptivity, mobilization, and learning. At any fixed point in time, a person can accept the need for the proposed change if there is an interpretive, attitudinal state on the cognitive and emotional level. These steps are used to adjust to the cognitive and emotional levels of people involved in change operations.

Digital Era and New Methods for Employee Recruitment

The ever-increasing digitalization in today's business processes—and incredibly fast-growing markets—have created a more competitive business environment. And, this more competitive business environment has led companies to be more demanding regarding the employee qualifications as well as the quality of tasks carried out by these employees. Moreover, this change process has rendered the traditional human resources management methods inadequate, further digitizing the field of human resources. In this study, the authors examine the handling of recruitment functions within human resources management and the digitization process. Furthermore, they discuss both the basic dynamics of the e-recruitment processes, the tools of e-recruitment, as well as its advantages and disadvantages.

Adopting Complexity Leadership in University Research and Innovation Management

The aim of this chapter is to provide an alternative perspective to managing universities' capacities for change through the lens of complexity leadership, more specifically in the realm of research management. It does so by developing and proposing a leadership framework underpinned by three dimensions: complexity leadership principle statements applicable to the university setting; the attributes, roles, and leadership functions of university agents to best support the needs of a complex context and organization; and general guidelines on how to activate the change process towards more collaborative, responsible, and sustainable research actions. The chapter's intended contributions are two-fold: to contribute to the growing yet underexplored literature on complex leadership in managing change in the university setting and to propose an actionable framework that can boost the contributions and sustainability of higher education institutions.

The Application of Kotter's Model of Change in the Higher Education: A Case Study in Vietnam Private Universities

With the changing demands of higher quality teaching profession, especially the increasing trend of studying at private universities, many fail to produce desired effects, even when guided by organizational change models. Educational specialists, educators, academics, school administrators, and even scientists have all contributed to the development of change management as a significant concept. The purpose of this study is to apply Kotter's 8-step model of change to educational administration of private universities in Ho Chi Minh City. Change efforts focus on enhancing faculty capacity to support diverse student success. The change process is planned using Kotter's (1996) eight-step change model and is therefore a regulated, linear, sequential change process. The initial steps were reviewed, and the strategies considered workable. This approach enhances faculty acquisition and project success. Characterization of each step provides insight into ways to apply Kotter's model of change in higher education settings.

Queueing-Inventory with One Essential and m Optional Items with Environment Change Process Forming Correlated Renewal Process (MEP)

We consider a queueing inventory with one essential and m optional items for sale. The system evolves in environments that change randomly. There are n environments that appear in a random fashion governed by a Marked Markovian Environment change process. Customers demand the main item plus none, one, or more of the optional items, but were restricted to at most one unit of each optional item. Service time of the main item is phase type distributed and that of optional items have exponential distributions with parameters that depend on the type of the item, as well as the environment under consideration. If the essential item is not available, service will not be provided. The lead times of optional and main items have exponential distributions having parameters that depend on the type of the item. The condition for stability of the system is analyzed by considering a multi-dimensional continuous time Markov chain that represent the evolution of the system. Under this condition, various performance characteristics of the system are derived. In terms of these, a cost function is constructed and optimal control policies of the different types of commodities are investigated. Numerical results are provided to give a glimpse of the system performance.

Analysis of Affective Discourse in the Change Process of the Employment Relationship Model: Environment Management through Collective Bargaining

This paper covers research whose goal was to analyse affective changes in the process of change in the labour relations model that was consolidated throughout the 1990s. Based on a case study, the focus was on the emotional content expressed by the protagonists inrelation to this collective bargaining framework. In conducting the analysis, we used the wide range of procedures provided by Discourse Analysis (DA). Part of this analysis focused on the protagonists’ emotional management of the early stages of the negotiation. The results let us delve deeper into the affective nature of this process, thereby expanding the light shed by other theoretical and methodological perspectives on this change in the labour relations model.