Moving towards e‐government: a case study of organisational change processes

2003 ◽  
Vol 16 (1) ◽  
pp. 25-35 ◽  
Author(s):  
Janice Burn ◽  
Greg Robins
Keyword(s):  
Organisational Change ◽  
Lessons Learned ◽  
Change Processes ◽  
Research Model ◽  
Australian Government ◽  
Process Change ◽  
Future Directions ◽  
Online Strategy ◽  
Western Australian

Looks at an online strategy project at Legal Aid in Western Australia. Begins with an overview of e‐government and the Western Australian Government context, and then discusses the research model and methodology. Gives a background to the case and analyses the change management process against a comprehensive model of business process change. Concludes with some lessons learned and future directions for research in this area.

scholarly journals 2018: A Streaming Video Odyssey

2020 ◽  
Vol 4 (1) ◽  
Author(s):  
Anali Perry ◽  
Karen Grondin
Keyword(s):  
Best Practices ◽  
Lessons Learned ◽  
Streaming Video ◽  
Library Services ◽  
Implementation Plan ◽  
Future Directions ◽  
Environmental Scan ◽  
Training Materials ◽  
Navigation Strategies

In this case study, we reflect on our journey through a major revision of our streaming video reserve guidelines, informed by an environmental scan of comparable library services and current copyright best practices. Once the guidelines were revised, we developed an implementation plan for communicating changes and developing training materials to both instructors and internal library staff. We share our navigation strategies, obstacles faced, lessons learned, and ongoing challenges. Finally, we map out some of our future directions for improving and streamlining our services.  

Organisational Change Stories and Management Research: Facts or Fiction

2003 ◽  
Vol 9 (3) ◽  
pp. 37-49 ◽  
Author(s):  
Patrick Dawson
Keyword(s):  
Political Process ◽  
Organisational Change ◽  
Change Processes ◽  
Management Research ◽  
Critical Issues ◽  
Research Findings ◽  
Post Hoc ◽  
Be The Change ◽  
Theoretical Developments

ABSTRACTOrganisational change stories are often constructed around a linear series of ‘successful’ events that serve to show the company in a positive light to any interested external party. These stories of company success sanitize complex change processes and offer data for change experts to formulate neat linear prescriptions on how to best manage change. This article criticizes this position and argues that change is a far more dynamic political process consisting of competing histories and ongoing multiple change narratives which may vie for dominance in seeking to be the change story. A central aim is to identify and unpack narratives of change in order to highlight a number of theoretical and methodological implications for management research. It is argued that post-hoc rationalized stories should not be used as a knowledge base for prescriptive lessons or theoretical developments, nor should research data simply be presented as a single authentic story of change. The need to study change overtime and to accommodate multiple stories that may be reshaped, replaced and modified raise critical issues of data collection and data analysis, as well as important questions on the place of the conventional case study as a conveyor of research findings. As such, the article calls for the more widespread use of the concept of ‘competing histories’ and ‘multiple change narratives’ in longitudinal studies that seek to explain processes of organisational change.

scholarly journals ‘…These Workshops are like Sunday´s Church Visit – but then, it’s Monday Again…’—using Understanding to Bridge Ambitious Talk and Action

2021 ◽  
Author(s):  
Thomas Schumacher ◽  
Marc Krautzberger
Keyword(s):  
Action Research ◽  
Single Case ◽  
Organisational Change ◽  
Change Processes ◽  
Single Case Study ◽  
Change Initiatives ◽  
Missing Link ◽  
Organisational Communication ◽  
Successful Communication

AbstractOrganisational renewal and change often include the experience of a dichotomy between talk and action, leading to increasing skepticism about organisational change initiatives. Our action research is based on a single case study and explores how the divide between talk and action can be overcome to manage change. The study reveals an often-neglected aspect of organisational communication; in addition to utterance and information, successful communication requires understanding to find the missing link between talk and action, as well as creating impact in change processes. The article shows how an intervention can be built on communicative understanding, putting the Luhmannian approach into practice: introducing regular organisation-wide feedback on a change initiative through reflection workshops helped foster understanding of change initiatives and supported bridging the gap between talk and action.

Design and Development of Sentient Collective Urban Spaces

2017 ◽  
pp. 167-183
Author(s):  
Burak Pak
Keyword(s):  
Conceptual Design ◽  
Lessons Learned ◽  
Urban Spaces ◽  
Self Organization ◽  
Comparative Case Study ◽  
User Needs ◽  
Continuous Representation ◽  
Future Directions ◽  
Interactive Spaces

This chapter aims to envision design approaches for creating ubiquitous interactive spaces which can empower the users to shape and reshape their living environments. It starts with the discussion of the affordances of networked sentient technologies to facilitate cycles of reflexivity through a comparative case study. Based on this analysis, the author distils key principles for future practices including: incomplete, dynamic architectural program, continuous representation of the user needs, incorporation of user variety and differences, embracing open-endedness, self-organization and spontaneity in use. Following these principles, the author reveals a conceptual design for a sentient space in Ghent as a means to demonstrate action possibilities latent in ubiquitous spaces. In conclusion, the author shares lessons learned and elaborates on future directions.

Organisational Change Stories and Management Research: Facts or Fiction

2003 ◽  
Vol 9 (3) ◽  
pp. 37-49 ◽  
Author(s):  
Patrick Dawson
Keyword(s):  
Political Process ◽  
Organisational Change ◽  
Change Processes ◽  
Management Research ◽  
Critical Issues ◽  
Research Findings ◽  
Post Hoc ◽  
Be The Change ◽  
Theoretical Developments

ABSTRACTOrganisational change stories are often constructed around a linear series of ‘successful’ events that serve to show the company in a positive light to any interested external party. These stories of company success sanitize complex change processes and offer data for change experts to formulate neat linear prescriptions on how to best manage change. This article criticizes this position and argues that change is a far more dynamic political process consisting of competing histories and ongoing multiple change narratives which may vie for dominance in seeking to be the change story. A central aim is to identify and unpack narratives of change in order to highlight a number of theoretical and methodological implications for management research. It is argued that post-hoc rationalized stories should not be used as a knowledge base for prescriptive lessons or theoretical developments, nor should research data simply be presented as a single authentic story of change. The need to study change overtime and to accommodate multiple stories that may be reshaped, replaced and modified raise critical issues of data collection and data analysis, as well as important questions on the place of the conventional case study as a conveyor of research findings. As such, the article calls for the more widespread use of the concept of ‘competing histories’ and ‘multiple change narratives’ in longitudinal studies that seek to explain processes of organisational change.

De-scripting office design: exploring design intentions in use

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Elisabeth Søiland
Keyword(s):  
Design Process ◽  
Single Case ◽  
Organisational Change ◽  
User Participation ◽  
Change Processes ◽  
Content Type ◽  
Office Design ◽  
Public Organisation ◽  
Practical Implications

Purpose This paper aims to explore how users respond to office design through their use of space. Intentions for how office spaces should be used can be not only understood as sociomaterial scripts that are inscribed into the architecture by designers but also communicated through organisational change processes. The paper elaborates on how users de-script office spaces, that is, how they respond to these scripts through use. Design/methodology/approach The paper draws on a case study of an office design intervention in a public organisation. Taking a sociomaterial approach, the paper uses the concepts of scripting and de-scripting to analyse the data. Findings The findings show that users subscribe to, repair, resist or re-script design scripts. This suggests that users can enact agency in use through creative acts of appropriation. Further, both materiality and user participation play equivocal roles in user responses. Research limitations/implications The paper is based on a single case study where the design process was studied retrospectively. The case is regarded as typical of contemporary office design processes, but more studies that follow projects from design into use are needed. Practical implications This suggests that design solutions should be better adapted to the work practices instead of applying generic concepts to specific situations and that design and use should be understood as overlapping processes. Originality/value The originality of this study lies in linking aspects of the design process with user responses and in taking a sociomaterial approach to examine design and use.

3 lessons for successful transformational change

2014 ◽  
Vol 46 (7) ◽  
pp. 364-370 ◽  
Author(s):  
Melanie Franklin
Keyword(s):  
Organisational Change ◽  
Transformational Change ◽  
Lessons Learned ◽  
Full Time ◽  
Senior Managers ◽  
Content Type ◽  
Business Units ◽  
Central Support ◽  
Business As Usual

Purpose – The purpose of this paper is to demonstrate that defining how a change is to be planned and implemented is as important for its success as defining what the change is expected to achieve. Design/methodology/approach – All information is drawn from the questions asked and the challenges raised by the senior managers responsible for the transformation of their organisation. For this reason, their names and the name of their organisation have been withheld and the description of what the organisation does contains insufficient information to enable it to be easily identified. Findings – Lack of central support for the change activities had led to duplication of effort, implementing the change via a “silo” based mentality has led to a lack of cooperation across business units, poor recognition of the time and effort needed to implement change has led to competition between change activities and business as usual activities. Research limitations/implications – The information contained in this paper is from the perspective of an executive coach not working full time in the organisation, so who may be unaware of other initiatives in the organisation that may have contributed to the change effort. Practical implications – The conclusions drawn from this case study can be applied to any type of organisational change, in any industry and any size of organisation. Originality/value – The practical activities and lessons learned shared in this paper are based on author's experiences with an ongoing transformational change initiative.

Faculty Development: A Stage Model Matched to Blended Learning Maturation

2011 ◽  
Vol 15 (1) ◽  
Author(s):  
Michael L. Fetters ◽  
Tova Garcia Duby
Keyword(s):  
Faculty Development ◽  
Blended Learning ◽  
Lessons Learned ◽  
Technology Enhanced Learning ◽  
Stage Model ◽  
Years Of Experience ◽  
Development Programs ◽  
Curriculum Innovation ◽  
Enhanced Learning

Faculty development programs are critical to the implementation and support of curriculum innovation. In this case study, the authors present lessons learned from ten years of experience in faculty development programs created to support innovation in technology enhanced learning. Stages of curriculum innovation are matched to stages of faculty development, and important lessons for success as well as current challenges are delineated and discussed.

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