Reflecting on perceived deinstitutionalization of gender‐biased employment practices in accountancy

2012 ◽  
Vol 9 (4) ◽  
pp. 300-336 ◽  
Author(s):  
Rosalind H. Whiting
Keyword(s):  
Organizational Change ◽  
Cultural Change ◽  
Sample Selection ◽  
Age Groups ◽  
Young Female ◽  
Human Resource Managers ◽  
Employment Practices ◽  
Content Type ◽  
Novel Approach ◽  
Chartered Accountants

PurposeThe purpose of this paper is to explore the changes in gender‐biased employment practices that it is perceived have occurred in New Zealand accountancy workplaces over the last 30 years, using Oliver's model of deinstitutionalization.Design/methodology/approachSequential interviewing was carried out with 69 experienced chartered accountants and three human resource managers, and at a later date with nine young female accountants.FindingsEvidence is presented of perceived political, functional and social pressures cumulatively contributing to deinstitutionalization of overt gender‐biased employment practices, with social and legislative changes being the most influential. Deinstitutionalization appears incomplete as some more subtle gender‐biased practices still remain in New Zealand's accountancy workplaces, relating particularly to senior‐level positions.Research limitations/implicationsThis study adds to understanding of how professions evolve. The purposeful bias in the sample selection, the small size of two of the interviewee groups, and the diversity in the interviewees' workplaces are recognized limitations.Practical implicationsIdentification of further cultural change is required to deinstitutionalize the more subtle gender‐biased practices in accountancy organizations. This could help to avoid a serious deficiency of senior chartered accountants in practice in the future.Originality/valueThis paper represents one of a limited number of empirical applications of the deinstitutionalization model to organizational change and is the first to address the issue of gender‐biased practices in a profession. The use of sequential interviewing of different age groups, in order to identify and corroborate perceptions of organizational change is a novel approach.

scholarly journals Employers' perceptions of the Labour Contract Law: regulatory responses in the small and medium-sized enterprise sector in China

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shaoheng Li ◽  
Christopher J. Rees
Keyword(s):  
Human Resource ◽  
Management Practices ◽  
Contract Law ◽  
Qualitative Approach ◽  
Western China ◽  
Human Resource Managers ◽  
High Turnover ◽  
Employment Practices ◽  
Content Type ◽  
Resource Managers

PurposeThe purpose of this paper is to explore employers' perceptions of China's Labour Contract Law (LCL) and its influence on employment relations and human resource management practices in small and medium-sized enterprises (SMEs).Design/methodology/approachThis paper adopts a qualitative approach based on 24 interviews with owners and human resource managers of 23 privately owned SMEs in eastern and western China.FindingsMixed levels of reported compliance with the provisions of the LCL legislation indicate that the regulatory adoptive behaviours of SME employers are partially explained by the coercive mechanism. Various strategies adopted by employers suggest that when under the pressure of law, SMEs are formalising their employment practices while simultaneously seeking to maintain a degree of informality in respect these practices.Research limitations/implicationsThe adopted qualitative approach may limit the findings to be explorative within broader national contexts.Practical implicationsThe move towards more formalised practices helps to address issues such as high turnover and widespread labour shortage in SMEs. The paper is likely to be of interest to policymakers seeking to gain insights into employers' perceptions as a means to develop more effective labour regulations.Originality/valueUnlike most of existing literature examining the general compliance to the LCL and workers' perspectives, this paper reports the views of SME employers; as such, it offers an original contribution to understanding of the role and behaviours of SME employers in regulatory responses in the studied context.

Procedural justice as a moderator of the relationship between organizational change intensity and commitment to organizational change

2017 ◽  
Vol 30 (4) ◽  
pp. 501-524 ◽  
Author(s):  
Kyootai Lee ◽  
Monica Sharif ◽  
Terri Scandura ◽  
Jongweon Kim
Keyword(s):  
Organizational Change ◽  
Procedural Justice ◽  
Job Demands ◽  
Job Resources ◽  
Human Resource Managers ◽  
Continuance Commitment ◽  
Content Type ◽  
Mba Students ◽  
Change Intensity ◽  
Using Data

Purpose The purpose of this paper is to investigate how and why different forms of organizational change have different levels of organizational intensity, which in turn differentiate its impact on commitment to organizational change (COC). Its purpose is to also identify how procedural justice can reduce change-related stress and buffer the strain inducing effects of job demands. Design/methodology/approach The authors tested the hypotheses using data collected from two sources in Korea. First, the authors conducted a survey in several organizations to identify employees’ attitudes and stress during organizational change. Second, the author surveyed MBA students to evaluate the degree of organizational change intensity (severity) across the types of change. Findings There is a hierarchy of the severity of organizational change and the most severe forms of change are the ones that impact employees’ job security and organizational identity. The influence of job demands (represented as organizational change intensity-severity) on COC can depend on the nature of COC. Procedural justice not only facilitates employees to accept values and goals pertaining to organizational change but also adapt themselves to pressures of external change. Buffering effects of job resources (represented as job resources) had significant impacts only on normative commitment to organizational change (NCOC). Research limitations/implications This study contributes to the job demands-resources model by considering organizational change intensity as job demands and procedural justice as job resources and showing the relationships among them. Future studies can further extend the model by identifying other variables related to job demands and resources during organizational change and extending the nomological networks of NCOC and continuance commitment to organizational change. Practical implications The results of this study provide important insights for human resource managers who plan and implement organizational changes. Procedural justice and organizational change intensity-severity should be considered to increase commitment to change. Originality/value This study is one of the few studies to identify the different types of organizational change and quantify them to measure organizational change intensity-severity. A new finding is that the buffering role of job resources (procedural justice in this study) can be marginal when the influence of job demands on employees’ attitudes is strong.

Changing the nature of organizational change

2019 ◽  
Vol 18 (4) ◽  
pp. 155-160
Author(s):  
Deborah Kirby
Keyword(s):  
Organizational Change ◽  
Organization Theory ◽  
Transformational Change ◽  
Organizational Leaders ◽  
Human Resource Managers ◽  
Sustainable Change ◽  
Content Type ◽  
Resource Managers ◽  
New Perspective ◽  
Sincere Effort

Purpose Although organizational change management has become a permanent practice, failure thrives at a rate of 50 per cent to 75 per cent and has done so for nearly 40 years. Executives and consultants continue to plow the same path of “change,” sowing the same seeds, yet somehow expecting a different crop to grow; it is not for a lack of good intention or sincere effort to improve the organization. This paper is meant to challenge and inspire researchers, consultants and particularly organizational leaders and members toward liberating themselves from fixed ways of thinking to reimagine change as natural and ongoing rather than episodic – essential in an era of constant flux. Design/methodology/approach A critical analysis of wide-ranging literature related to the genesis of the organization, organization theory, culture, metaphor and change revealed four unfavorable conditions, making attempts at sustainable change nearly impossible. Findings An organization’s unconscious and habitual thought-action patterns considerably contribute to creating four unfavorable conditions for change. Understanding this context is essential before initiating change efforts. Reorienting change from an analytical to a relational paradigm and disrupting linear, prescriptive thinking makes way for emergent, cooperative and inclusive efforts to induce sustainable, transformational change. Originality/value This research sheds a different light on what makes sustainable organizational change elusive and offers strategic human resource managers a new perspective on the nature of change.

Facilitating cultural change in social enterprises

2018 ◽  
Vol 31 (3) ◽  
pp. 619-636 ◽  
Author(s):  
Buriata Eti-Tofinga ◽  
Gurmeet Singh ◽  
Heather Douglas
Keyword(s):  
Organizational Change ◽  
Cultural Change ◽  
Cultural Transformation ◽  
Social Enterprises ◽  
Dynamic Interactions ◽  
Content Type ◽  
Social Mission ◽  
Adaptive Capabilities ◽  
Trading Activities ◽  
Pacific Island Nations

Purpose The purpose of this paper is to examine the relationships and influences of change enablers for social enterprises in organizations undergoing cultural change. Design/methodology/approach Data were collected through a survey of social enterprises in two Pacific Island nations, and analyzed with Pearson and regression analyses. Findings The study finds that social enterprises are better equipped to implement cultural change when they exploit a robust entrepreneurial capability while optimizing strategic, financial and adaptive capabilities. These capabilities should be aligned with the enterprise’s culture and processes associated with transitioning the organizational culture to access resources and achieve its mission. Based on these results, a Cultural Change Enabling (CCE) Framework is proposed to help social enterprises leverage the dynamic interactions between the enterprise, its capabilities and environment, and organizational change processes. Practical implications Using the CCE Framework will benefit leaders of public benefit organizations, including social enterprises, to identify their capabilities, and develop an enabling culture to advance their trading activities and social mission so that social enterprises might operate sustainably. Originality/value As one of the first studies to examine the readiness for organizational change in social enterprises, this study provides new insights on the capabilities for organizational change, and the dynamics of organizations undergoing cultural transformation.

A conceptual model of Lean culture adoption in healthcare

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marc Dorval ◽  
Marie-Hélène Jobin
Keyword(s):  
Organizational Change ◽  
Cultural Change ◽  
Operations Management ◽  
Healthcare Organization ◽  
Change Strategies ◽  
Healthcare Organizations ◽  
Content Type ◽  
Implementation Challenges ◽  
Lean Transformation ◽  
Quantitative Validation

PurposeThis work seeks to offer a greater understanding of Lean healthcare implementation challenges conceptually taking a situated cultural organizational change perspective.Design/methodology/approachA descriptive model of healthcare organizations’ Lean adoption trajectories is built using ripple and bridging modelization strategies from elements of three classic organizational change theories and knowledge from Lean, organizational culture, healthcare and operations management literature.FindingsThe “contingent Lean culture adoption” (CLCA) model suggests five theoretical trajectories the healthcare organizations may experience when conducting a Lean transformation. These trajectories evolve from a new concept of Lean cultural friction (LCF) which represents cultural friction that a healthcare organization encounters toward an ultimate Lean culture proficiency state through time. From high to low initial LCF, a healthcare organization may in its Lean proficiency course end up in three states: lower, similar or higher LCF situation.Research limitations/implicationsThe CLCA model demonstrates the potential to be developed into a framework and possibly a Lean cultural friction theory pending further qualitative and quantitative validation.Practical implicationsThe CLCA model may help healthcare managers to use more appropriate cultural change strategies during their organization’s Lean journey.Originality/valueThis work enriches the concept of Lean cultural change which may apply not only to healthcare organizations but also to other ones. It suggests the existence of a healthcare organization Lean culture proficiency archetype and introduces the notion of Lean cultural friction.

A cell-based smoothed point interpolation method (CS-PIM) for 2D thermoelastic problems

2017 ◽  
Vol 27 (6) ◽  
pp. 1249-1265 ◽  
Author(s):  
Yijun Liu ◽  
Guiyong Zhang ◽  
Huan Lu ◽  
Zhi Zong
Keyword(s):  
Thermal Stresses ◽  
Interpolation Method ◽  
Content Type ◽  
Novel Approach ◽  
Convergence Results ◽  
Point Interpolation Method ◽  
Point Interpolation ◽  
Thermoelastic Problems ◽  
Gradient Smoothing ◽  
Practical Implications

Purpose Due to the strong reliance on element quality, there exist some inherent shortcomings of the traditional finite element method (FEM). The model of FEM behaves overly stiff, and the solutions of automated generated linear elements are generally of poor accuracy about especially gradient results. The proposed cell-based smoothed point interpolation method (CS-PIM) aims to improve the results accuracy of the thermoelastic problems via properly softening the overly-stiff stiffness. Design/methodology/approach This novel approach is based on the newly developed G space and weakened weak (w2) formulation, and of which shape functions are created using the point interpolation method and the cell-based gradient smoothing operation is conducted based on the linear triangular background cells. Findings Owing to the property of softened stiffness, the present method can generally achieve better accuracy and higher convergence results (especially for the temperature gradient and thermal stress solutions) than the FEM does by using the simplest linear triangular background cells, which has been examined by extensive numerical studies. Practical implications The CS-PIM is capable of producing more accurate results of temperature gradients as well as thermal stresses with the automated generated and unstructured background cells, which make it a better candidate for solving practical thermoelastic problems. Originality/value It is the first time that the novel CS-PIM was further developed for solving thermoelastic problems, which shows its tremendous potential for practical implications.

scholarly journals The discovery of biological subphenotypes in ARDS: a novel approach to targeted medicine?

2021 ◽  
Vol 9 (1) ◽  
Author(s):  
Karin Wildi ◽  
Samantha Livingstone ◽  
Chiara Palmieri ◽  
Gianluigi LiBassi ◽  
Jacky Suen ◽  
...  
Keyword(s):  
Age Groups ◽  
Geographical Location ◽  
High Morbidity ◽  
Shock State ◽  
Pharmacological Agents ◽  
New Approach ◽  
Novel Approach ◽  
Active Research ◽  
Targeted Medicine ◽  
Core Features

AbstractThe acute respiratory distress syndrome (ARDS) is a severe lung disorder with a high morbidity and mortality which affects all age groups. Despite active research with intense, ongoing attempts in developing pharmacological agents to treat ARDS, its mortality rate remains unaltered high and treatment is still only supportive. Over the years, there have been many attempts to identify meaningful subgroups likely to react differently to treatment among the heterogenous ARDS population, most of them unsuccessful. Only recently, analysis of large ARDS cohorts from randomized controlled trials have identified the presence of distinct biological subphenotypes among ARDS patients: a hypoinflammatory (or uninflamed; named P1) and a hyperinflammatory (or reactive; named P2) subphenotype have been proposed and corroborated with existing retrospective data. The hyperinflammatory subphenotyope was clearly associated with shock state, metabolic acidosis, and worse clinical outcomes. Core features of the respective subphenotypes were identified consistently in all assessed cohorts, independently of the studied population, the geographical location, the study design, or the analysis method. Additionally and clinically even more relevant treatment efficacies, as assessed retrospectively, appeared to be highly dependent on the respective subphenotype. This discovery launches a promising new approach to targeted medicine in ARDS. Even though it is now widely accepted that each ARDS subphenotype has distinct functional, biological, and mechanistic differences, there are crucial gaps in our knowledge, hindering the translation to bedside application. First of all, the underlying driving biological factors are still largely unknown, and secondly, there is currently no option for fast and easy identification of ARDS subphenotypes. This narrative review aims to summarize the evidence in biological subphenotyping in ARDS and tries to point out the current issues that will need addressing before translation of biological subohenotypes into clinical practice will be possible.

Experience and expression of social isolation by inner-city high-rise residents

2014 ◽  
Vol 17 (3) ◽  
pp. 151-166 ◽  
Author(s):  
Love M. Chile ◽  
Xavier M. Black ◽  
Carol Neill
Keyword(s):  
Older Adults ◽  
Inner City ◽  
Social Isolation ◽  
Age Groups ◽  
Evidence Base ◽  
Structured Interviews ◽  
Content Type ◽  
High Rise ◽  
Starting Point ◽  
Health And Social Care

Purpose – The purpose of this paper is to examine the significance of social isolation and the factors that create social isolation for residents of inner-city high-rise apartment communities. We critically examine how the physical environment and perceptions of safety in apartment buildings and the inner-city implicate the quality of interactions between residents and with their neighbourhood community. Design/methodology/approach – The authors used mixed-methods consisting of survey questionnaires supplemented by semi-structured interviews and focus group discussions using stratified random sampling to access predetermined key strata of inner-city high-rise resident population. Using coefficient of correlation we examine the significance of the association between social isolation, age and ethnicity amongst Auckland's inner-city high-rise residents. Findings – The authors found the experience and expression of social isolation consistent across all age groups, with highest correlation between functional social isolation and “being student”, and older adults (60+ years), length of tenure in current apartment and length of time residents have lived in the inner-city. Research limitations/implications – As a case study, we did not seek in this research to compare the experience and expressions of social isolation in different inner-city contexts, nor of inner-city high-rise residents in New Zealand and other countries, although these will be useful areas to explore in future studies. Practical implications – This study is a useful starting point to build evidence base for professionals working in health and social care services to develop interventions that will help reduce functional social isolation amongst young adults and older adults in inner-city high-rise apartments. This is particularly important as the inner-city population of older adults grow due to international migration, and sub-national shifts from suburbs to the inner-cities in response to governmental policies of urban consolidation. Originality/value – By identifying two forms of social isolation, namely functional and structural social isolation, we have extended previous analysis of social isolation and found that “living alone” or structural social isolation did not necessarily lead to functional social isolation. It also touched on the links between functional social isolation and self-efficacy of older adults, particularly those from immigrant backgrounds.

Contesting the dominant narrative: expanding the multistory cultural change approach

2020 ◽  
Vol 33 (2) ◽  
pp. 217-228
Author(s):  
Martijn van Ooijen ◽  
Antonie van Nistelrooij ◽  
Marcel Veenswijk
Keyword(s):  
Organizational Culture ◽  
Cultural Change ◽  
Change Process ◽  
Design Methodology ◽  
Construction Safety ◽  
Change Processes ◽  
Research Approach ◽  
Organizational Field ◽  
Content Type

PurposeThe purpose of this paper is to expand the theory on multistory cultural change by showing how a dominant narrative on construction safety dynamically interrelates and is contested on multiple intertextual levels in an organizational field of organizations contributing to the recovery of houses in an earthquake region.Design/methodology/approachAn ethnoventionist research approach was adopted in which interpretation of data to find narratives and designing interventions went hand-in-hand.FindingsWe found four distinctive composite narratives besides the dominant narrative to which five actors refer in their accounts, thereby contributing to three types of story patterns. These narratives disclose the taken-for-granted ideas and beliefs that characterize the challenge of changing organizational culture. One intervention, which intended multiple stories to touch the surface, was highlighted as a multistory intervention.Research limitations/implicationsFurther research could extend the knowledge on other change interventions that contribute to multistory cultural change processes.Originality/valueAdopting an ethnoventionist approach to provide deep insights on an unfolding cultural change process for both scholars and practitioners.

Encouraging millennials to collaborate and learn on the job

2015 ◽  
Vol 14 (4) ◽  
pp. 118-123 ◽  
Author(s):  
Lauren Trees
Keyword(s):  
Knowledge Management ◽  
Best Practices ◽  
Social Networking ◽  
Age Groups ◽  
Lessons Learned ◽  
Retention Rates ◽  
Direct Access ◽  
Content Type ◽  
Business Outcomes ◽  
Wide Range

Purpose – The purpose of this paper is to present enterprise social networking and gamification as two potential tools to help organizations engage Millennial employees in collaboration and learning. Design/methodology/approach – The research provides general descriptions of enterprise social networking and gamification approaches, shares data on adoption of these approaches from APQC’s “2015 Knowledge Management Priorities Data Report” (based on a January 2015 survey of 524 knowledge management professionals) and includes four company examples adapted from APQC’s Connecting People to Content and Transferring and Applying Critical Knowledge best practices studies. The methodology for APQC’s best practices studies involves screening 50 or more organizations with potential best practices in a given research scope area and identifying five or six with proven best practices. APQC then conducts detailed site visits with the selected organizations and publishes case studies based on those site visits. Findings – Enterprise social networking platforms are in place at 50 per cent of organizations, with another 25 per cent planning to implement them by the end of 2015. By providing near-immediate access to information and answers, enterprise social networking helps Millennials learn the ropes at their new workplaces, gives them direct access to more knowledgeable colleagues who can assist and mentor them, and helps them improve their business outcomes by reusing knowledge and lessons learned across projects. Younger workers can also harness the power of social networking to create a sense of belonging and build their reputations in large, dispersed firms, where it is particularly difficult for them to gain visibility. A recent APQC survey indicates that 54 per cent of organizations either currently employ gamification to encourage collaboration or expect to implement it within the next three years. The rush to gamify the enterprise is, at least in part, a reflection of employers’ desire to satisfy Millennials and make them feel connected to a community of co-workers. Although games appeal to a wide range of age groups, Millennials grew up with digital interaction and tend to prefer environments that emphasize teamwork, social learning and frequent feedback – all of which can be delivered through gamification. Originality/value – The value of this paper is to introduce the value of and relationship between enterprise social networking and gamification platforms to human resource (HR) professionals looking to increase engagement and retention rates for Millennial employees.

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