Implicit change leadership schemas, perceived effective change management, and teachers’ commitment to change in secondary schools in the Philippines

There has been little empirical analysis on the complex relationship between leadership, change readiness and commitment to change in the context of Asian countries. In this paper, we propose a research model to analyze the interrelationship between leadership, change readiness and commitment to change using the partial least square technique. Results of the study suggest that leadership positively and significantly affect change readiness but not commitment to change. Consequently, change readiness is found to significantly affect commitment to change. In other words, change readiness is found to mediate the relationship between transformational leadership and commitment to change. This may suggest that the influence of leadership is a sequential process affecting change readiness, and in turn, the commitment to change as opposed to the conventional belief that it affects both change readiness and commitment to change simultaneously. The implication of the study is further discussed.

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Competency Requirements For First-Line Managers

SA Journal of Human Resource Management ◽

10.4102/sajhrm.v1i1.3 ◽

2003 ◽

Vol 1 (2) ◽

Cited By ~ 1

Author(s):

CN Lombard ◽

A Crafford

Keyword(s):

Functional Analysis ◽

Change Management ◽

Resistance To Change ◽

Literature Study ◽

First Line ◽

Line Managers ◽

Effective Change

Continuous changes in the needs of markets require effective change management at all levels in organisations. First-line managers are directly responsible for meeting the demands of clients and resistance to change at this level could result in sub-standard outputs. The effectiveness of change interventions will be largely determined by the competence of first-line managers to facilitate the desired change taking into account resistance to change. The purpose of this article is to identify competencies required by first-line managers to deal with resistance to change. The findings are based on a literature study and functional analysis. OpsommingKontinue verandering in die behoeftes van markte vereis effektiewe bestuur van verandering in alle vlakke van organisasies. Eerstelyn bestuurders is direk verantwoordelik daarvoor om aan verwagtinge van kliënte te voldoen, want weerstand teen verandering op hierdie vlak kan tot sub-standaard uitsette aanleiding gee. Die effektiwiteit van veranderingsintervensies in organisasies sal grootliks afhang van die bevoegdheid van eerstelyn bestuurders om die verwagte verandering te weeg te bring met in agneming van weerstand teen verandering. Die doel van hierdie artikel is om bevoegdhede te identifiseer wat eerstelyn bestuurders sal benodig om weerstand te kan hanteer. Die bevindinge is gebaseer op ‘n literatuur studie en funksionele analise.

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Intellectual landscape of research on change management: a bibliometric analysis

Management Research Review ◽

10.1108/mrr-04-2021-0256 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Visal Moosa ◽

Abdul Hafeez Khalid ◽

Ahmed Mohamed

Keyword(s):

Change Management ◽

Knowledge Base ◽

Change Leadership ◽

Intellectual Structure ◽

Science Mapping ◽

Content Type ◽

Critical Areas ◽

Human Aspects ◽

Information And Communication ◽

Ict Industry

Purpose This study aims to illustrate an overarching picture of the knowledge base on change management, including contributing authors, institutions and countries. The study also aims to elicit the intellectual structure of the knowledge base using science mapping. Design/methodology/approach The authors engaged 1,457 published documents, generated from a SCOPUS search, to analyse research conducted in the area of change management. Bibliometric indicators such as authors, institutions and countries were used in the analysis. Additionally, science mapping analyses such as keyword co-occurrence and co-citation were also performed using VOSviewer. Findings The findings indicated that scholarly work in the field of change management is on the rise. Furthermore, while the contribution from different regions of the world was observed, the most impactful scholarly works came from the West and Asia. Finally, it was found that research on change management could be classified into four schools of thought; engineering and information and communication technology (ICT) industry, organisational aspects of change, leadership aspects of change and human aspects of change. Originality/value This study contributes to the knowledge base on change management by creating an intellectual landscape of the existing research. The results demonstrated that the existing literature on the topic forms four broad clusters of knowledge and that the ICT industry is the current epicentre of research in this area. These findings could benefit researchers, as well as practitioners in streamlining their actions towards the most relevant and critical areas on the topic of change management.

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Contemporary Change Management and Leadership in Local and International Businesses

Advances in Logistics, Operations, and Management Science - Handbook of Research on Contemporary Approaches in Management and Organizational Strategy ◽

10.4018/978-1-5225-6301-3.ch020 ◽

2019 ◽

pp. 405-430

Author(s):

Aytaç Gökmen

Keyword(s):

Organizational Change ◽

Change Management ◽

Labor Force ◽

Change Process ◽

Status Quo ◽

Technological Changes ◽

Current Position ◽

Openness To Change ◽

Effective Change ◽

Future State

Organizational change is to transfer the organization from its current position to the desired future state. This process involves the differentiation of the activities, processes, structure, and targets of the organization. It is significant for an organization to decide where it is supposed to be in the future and to comprehend how to get to that new status-quo. Increasing globalization, fast technological changes, necessity of a well-trained labor force, changing social and demographic structures have intensified the competition and organizational change has become inevitable. The elements of an effective change process are openness to change, willingness of the personnel, flexibility, adjustment capacity of the business, optimism, and effective planning of change. The change process affects the organizations at structural, managerial, and individual basis as a result of the success of the change process.

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The SLHRM Change Management Process and the Barriers to Effective Change

Christian Scripture and Human Resource Management ◽

10.1057/9781137440679_4 ◽

2015 ◽

pp. 79-92

Author(s):

Gary E. Roberts

Keyword(s):

Change Management ◽

Management Process ◽

Effective Change

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Improving Small Firm Performance Through Collaborative Change Management and Outside Learning

International Journal of Asian Business and Information Management ◽

10.4018/jabim.2011010101 ◽

2011 ◽

Vol 2 (1) ◽

pp. 1-24 ◽

Cited By ~ 1

Author(s):

Thomas Menkhoff ◽

Chay Yue Wah

Keyword(s):

Change Management ◽

Small Firm ◽

Small Firms ◽

Resistance To Change ◽

Change Leadership ◽

Change Implementation ◽

Strategic Learning ◽

Ethnic Chinese ◽

Management Approaches ◽

Firm Owners

This empirical-exploratory article sheds light on the change management approaches used by Chinese owner-managers of small firms in Singapore and their openness toward strategic learning. The paper examines widespread common-sense assumptions that ethnic Chinese adopt mostly directive-coercive (autocratic) change management approaches, which may stifle innovation. Great diversity exists amongst small firm owners in Asia with regard to their change leadership practices, and respective change implementation approaches are contingent on both demographic variables and situational forces like the urgency of change, the degree of resistance to change, and/or the dynamics of the environment in which the firms operate. Data from a SME survey in Singapore (n = 101) serves to substantiate several propositions about change management of Chinese owner-managers of SMEs in Singapore. Three hypotheses about the openness of SME owner-managers to outside sources of learning are presented to ascertain the prediction that such knowledge can give SMEs a performance headstart by helping them to work smarter.

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