Igniting the Spark: Overcoming Organizational Change Resistance to Advance Innovation Adoption – The Case of Data-Driven Services

2020 ◽  
pp. 217-230
Author(s):  
Tobias Enders ◽  
Dominik Martin ◽  
Garish Gagan Sehgal ◽  
Ronny Schüritz
Keyword(s):  
Organizational Change ◽  
Innovation Adoption ◽  
Change Resistance ◽  
Data Driven

Investigating the Role of Data-Driven Decision-Making Within School Improvement Processes

2021 ◽  
pp. 1707-1725
Author(s):  
Venesser Fernandes
Keyword(s):  
Decision Making ◽  
Organizational Change ◽  
School Improvement ◽  
Critical Role ◽  
Data Driven ◽  
Evidence Based ◽  
Data Driven Decision Making ◽  
Continuous School Improvement ◽  
Decision Making Processes

This chapter provides a detailed literature review exploring the importance of data-driven decision-making processes in current Australian school improvement processes within a context of evidence-based organizational change and development. An investigation into the concept of decision-making and its effect on organizational culture is conducted as change and development are considered to be the new constants in the current discourse around continuous school improvement in schools. In a close examination of literature, this chapter investigates how key factors such as collaboration, communication, and organizational trust are achieved through data-driven decision-making within continuous school improvement processes. The critical role of leadership in sustaining data cultures is also examined for its direct impact on continuous school improvement processes based on evidence-based organizational change and development practices. Future implications of data-driven decision-making to sustain continuous school improvement and accountability processes in Australian schools are discussed.

scholarly journals National policies as drivers of organizational change in universities: A string of reinforcing reforms

2020 ◽  
pp. 1-23
Author(s):  
Andreas Kjær Stage ◽  
Kaare Aagaard
Keyword(s):  
Organizational Change ◽  
National Policy ◽  
Change Resistance ◽  
Turn Of The Millennium ◽  
Policy Reforms ◽  
Global Trends ◽  
Path Dependencies ◽  
Staff Composition ◽  
Local Path ◽  
The Impact

Since the turn of the millennium, the Danish university sector has been one of the most intensely reformed in Europe. In parallel, the staff composition of Danish Universities has also changed more than the corresponding compositions in other Western countries. But how direct is the link between the policy reforms and the staff changes? While we expect national policy reforms to have influence on organizational change in universities, we also know that the content and impact of policies are often shaped and modified by global trends as well as local path dependencies. To shed light on this question, this article examines the impact of four major reforms on the staff composition of Danish universities by interpreting long-term staff data at multiple levels. Contrary to the notions of change resistance and path dependency, the empirical analysis suggests that a consistent string of policy reforms has had a profound impact on the Danish universities. However, the analysis also shows that the links between national reforms and actual changes are seldom immediate and straightforward and that the local, national, and global levels interact. In doing so they often appear to reinforce the influence of each other.

scholarly journals Towards data-driven culture in a Spanish automobile manufacturer: A case study

2020 ◽  
Vol 13 (2) ◽  
pp. 228
Author(s):  
Maria Esteller-Cucala ◽  
Vicenc Fernandez ◽  
Diego Villuendas
Keyword(s):  
Decision Making ◽  
Organizational Change ◽  
Organizational Transformation ◽  
Single Case ◽  
Data Driven ◽  
Website Design ◽  
Design Decision ◽  
Case Study Method ◽  
A Company

Purpose: Data-driven decision-making is a growing trend that lots of companies are nowadays willing to adopt. However, the organizational transformation needed is not always as simple and logical as it could seem and the comfort of the old habits can dim the change effort. The purpose of this study is to identify the potential problems that may arise in a real company’s transformation from a traditional intuition-driven decision-making model to a data-driven model. Design/methodology/approach: In order to reach this goal, a single case study method was used. Initially a literature review was conducted to analyze both the importance of the change to a data-driven culture and the process of organizational change. Thus, a case study method was adopted in a company of the automotive sector that included experimentation in the website design decision-making process. Findings: As a result of the case study, it was found that all the most cited risks for the organizational change process commented in the literature appeared in the project. However, even being warned of potential dangers the specific actions to prevent the damages were not trivial.Originality/value: The study presents in detail, the application of an organizational change model in a company. Important insights can be extracted from the specific case of a digitalization performed inside traditional industrial company.

scholarly journals An Organizational Change With Quarantined Members

SAGE Open ◽  
2021 ◽  
Vol 11 (1) ◽  
pp. 215824402098885
Author(s):  
Dorine Maurice Mattar
Keyword(s):  
Social Media ◽  
Organizational Change ◽  
Knowledge Sharing ◽  
Social Relations ◽  
Qualitative Data ◽  
Innovation Adoption ◽  
Readiness For Change ◽  
Innovation Implementation ◽  
Structured Interviews ◽  
Contextual Dimension

This study tackles the extent to which employees’ attributions and acknowledgments of the innovation implementation’s urgency play a role in their acceptance and readiness behavior during a crisis. Moreover, it highlights the importance of support and knowledge sharing among organization members on social media, given that an organizational change is taking place during a crisis while everyone is being quarantined. Qualitative data are collected from semi-structured interviews as well as from the chats on the WhatsApp group created for this quick innovation implementation decision. Findings reveal that during a crisis, employees’ sensemaking of the organization’s innovation adoption is triggered by attribution to constructive intentionality. The urgency imposed boosts the contextual dimension of the readiness for change, which enhances organization members’ commitment to implement the change. Moreover, when everyone is quarantined, social media is found to be the only means for maintaining social relations, ensuring colleagues’ support and sharing knowledge; and consequently boosting members’ readiness. The value of this research lies in the topic addressed, and in the unusual context in which the innovation implementation took place.

Must We Change? the Dark Side of Change and Change Resistance

2021 ◽  
pp. 765-790
Author(s):  
Theodore E. Zorn ◽  
Jennifer Scott
Keyword(s):  
Organizational Change ◽  
Behavioral Response ◽  
Resistance To Change ◽  
Change Resistance ◽  
Dark Side ◽  
Change Initiative ◽  
Change Initiatives

Organizational change and innovation are generally treated as unquestioned goods, but some have argued that there exists a darker side to these phenomena. Change is often resisted or only grudgingly accepted by those involved and, given the assumed virtues of change and innovation, resistance has traditionally been considered an obstacle to overcome. This chapter will first consider the dark sides of change—that is, negative aspects, in particular change initiatives that are undertaken for ethically questionable reasons, using ethically questionable means, or resulting in deleterious consequences. Second, it reviews resistance to change—that is, an aversive cognitive, emotional, or behavioral response to a change initiative. Using a framework to consider the substance, processes, and outcomes of change initiatives, practical and theoretical implications are provided for a more nuanced approach to acknowledge the connections between perceptions of a change initiative as potential dark side judgments and resultant resistance behaviors.

Change-efficacy: the glue that connects organizational change with employees’ actions

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sunil Budhiraja
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Design Methodology ◽  
Readiness To Change ◽  
Readiness For Change ◽  
Change Resistance ◽  
Line Managers ◽  
Content Type ◽  
Extant Literature ◽  
Practical Guide

Purpose The article presents and discusses the concept of employee change-efficacy as an outcome of a series of interactions between employees and their respective line managers. Design/methodology/approach The article draws from the extant literature on change-efficacy and builds a procedural framework for achieving change-efficacy based upon the author’s independent viewpoint. Findings Most organizations are struggling with change resistance and they are investing in employee readiness to change without following a practical topology. The article prescribes a sequence of steps and a practical guide which integrates the efforts of line managers with employees to strengthen employees’ change-efficacy. Research implications The article contributes to the scarce literature on change-efficacy and indicates a framework which can be tested empirically by researchers. Originality/value The author introduces change-efficacy as the most important investment for employee readiness for change and suggests how organizations should channelize their change management efforts to successfully implement change.

Investigating the Role of Data-Driven Decision-Making Within School Improvement Processes

2019 ◽  
pp. 201-219 ◽  
Author(s):  
Venesser Fernandes
Keyword(s):  
Decision Making ◽  
Organizational Change ◽  
School Improvement ◽  
Critical Role ◽  
Data Driven ◽  
Evidence Based ◽  
Data Driven Decision Making ◽  
Continuous School Improvement ◽  
Decision Making Processes

This chapter provides a detailed literature review exploring the importance of data-driven decision-making processes in current Australian school improvement processes within a context of evidence-based organizational change and development. An investigation into the concept of decision-making and its effect on organizational culture is conducted as change and development are considered to be the new constants in the current discourse around continuous school improvement in schools. In a close examination of literature, this chapter investigates how key factors such as collaboration, communication, and organizational trust are achieved through data-driven decision-making within continuous school improvement processes. The critical role of leadership in sustaining data cultures is also examined for its direct impact on continuous school improvement processes based on evidence-based organizational change and development practices. Future implications of data-driven decision-making to sustain continuous school improvement and accountability processes in Australian schools are discussed.

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