Leading change and Plato

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Vasileios Georgiadis ◽  
Lazaros Sarigiannidis ◽  
Georgios Theriou
Keyword(s):  
Change Leadership ◽  
Change Implementation ◽  
Tripartite Model ◽  
Leading Change ◽  
Business World ◽  
Content Type ◽  
Change Factors ◽  
Three Phase ◽  
Critical Components ◽  
Perceptual Characteristics

PurposeThis paper aims at identifying critical components of leading change through relations of relevance with platonic philosophy. During this process, well-known aspects of change leadership are detected, but interpreted differently. Based on this relevance, a seven-stage tripartite model is proposed, in order to facilitate change implementation in the business world.Design/methodology/approachContemporary trends in leading change are reviewed and enriched with platonic insights. A synthetic analysis is attempted, in which philosopher stochasticity and discernment validates modern synergetic and anthropocentric approaches to the field of change leadership, featuring key behavioral and perceptual characteristics, emerging during change process.FindingsAs the process of change is highly dependent on human behavior, Plato grants an enriched approach of its origins and causal causes. Therefore, key change factors are not only discussed in the light of his worldview, but also upgraded through the distillation of applicable ideas, summarized in the proposed three phase model.Practical implicationsThe proposed tripartite model of leading change can function as a powerful guide of designing and successfully implement organizational change.Originality/valueThe screening of specific insights from platonic works in leading change conveys an alternative, more “poetic”, yet effectively flexible attitude endorsed and incorporated into a potentially applicable model.

Engaging with stakeholders is critical when leading change

2014 ◽  
Vol 46 (2) ◽  
pp. 68-72 ◽  
Author(s):  
Patrick Mayfield
Keyword(s):  
Good Governance ◽  
Organisational Change ◽  
Business Case ◽  
Leading Change ◽  
Business World ◽  
Content Type ◽  
Computer Tools ◽  
Barriers To Change ◽  
The Right ◽  
The Way

Purpose – The purpose of this paper is to illustrate what would happen if we were to ignore relationships when leading change. Many believe that project management, change management, and related fields, are a matter of marshalling stuff: working the right processes and tasks, writing the correct documents, having good governance mechanisms in place, etc. People just distract and get in the way. Some tend to concentrate on these technicalities working their computer tools, rather than leaning towards people. The result is huge waste. Organisational change will always cut across different business functions, boundaries and across silos of working. This is where stakeholder engagement leads to successful outcomes. Design/methodology/approach – It is a surprise to many, but listening is probably the most powerful influencing strategy of all. The key is to ask the person you seek to influence, first for their thoughts, fears, and aspirations. If you can show you are genuinely interested, you begin to break down any barriers to change. This helps focus on the need for change rather than present the solution first. Yes, time is money, but often we can let this get in the way of engaging successfully. Conversations like this do take time. It feels counter-intuitive. Findings – There is growing evidence that people who make better leaders have a leaning towards action, they are never victims of “paralysis by analysis”. The self-aware, pro-active manager leading change understands that relationships are central to success and are thinking about their relationships in a real and active way. They think about their mental landscape and on that landscape they see the vital importance of stakeholders and are prepared to spend a far higher proportion of their discretionary time devoted to engaging with other people, quite apart from the structured meetings and emails that we usually describe as “communicating”. Originality/value – Most management books are written with the assumption that the business world is rational, but when it comes to change, it appears this is far from the case. We are taught to put a reasonable proposition to people, the business case, the plan, and so on, then expect people to mull it over for a while, then jump into action – reason – analyse – act. But nearly always the actual sequence is – see – feel – act. There is little doubt that people engage with their stakeholders better if there is some kind of emotional connection.

Resistance to change in the case of mergers and acquisitions: part 1

2017 ◽  
Vol 49 (2) ◽  
pp. 87-92
Author(s):  
Steven H. Appelbaum ◽  
Catherine Karelis ◽  
Anne Le Henaff ◽  
Beverly McLaughlin
Keyword(s):  
Mergers And Acquisitions ◽  
Resistance To Change ◽  
Empirical Studies ◽  
Transformation Process ◽  
Change Leadership ◽  
Business World ◽  
Content Type ◽  
Employee Resistance ◽  
Ultimate Objective ◽  
Healthy Part

Purpose Mergers and acquisitions (M&A) are inherent to firms evolving in today’s business world, whether they be corporate giants, SMEs or start-ups. While the ultimate objective of an M&A is to improve the newly constructed firm’s performance, financial and technical impacts are but some of the considerations the organization will need to face. Indeed, employee resistance appears to be a major factor in the overall success of this strategic move. The purpose of this paper, three part, is to provide a thorough overview of the forces at play in employee resistance to change, its influence on the M&A’s success, and the ways to address such resistance. Design/methodology/approach Based on existing empirical studies, industry expert findings and academic reviews, this paper sought to link together the concepts of communication at a time of change, leadership, employee involvement, feeling of adherence to the firm (the four key pillars) and their respective influences in how they may handicap or aid the firm in achieving its M&A objectives. Findings Although it may seem like a straightforward concept, resistance to change in the turbulent time that is a merger and acquisition situation is anything but simple. Classic assumptions of resistance being a negative force or participation being a requisite part of overcoming resistance are challenged. At the same time, leadership and employee feeling of adherence to their previous organization play a supporting role when compared to the significant influence of communication pre, during and after the merger. The ensuing portrait is thus multifaceted and underscores the complexity of handling an M&A at the human resources level. Research limitations/implications Whilst the paper allowed to identify and link the different factors at play, a thorough empirical study in order to compare and contrast those factors at an M&A’s different stages (pre-during-post), and thus evaluate their respective importance, would be commendable. Practical implications In providing an overview of several aspects at play in employee resistance to change, this paper allows a management practitioner to consolidate their knowledge on the process’ four key pillars. Social implications By illustrating not only its – expected – negative outcomes, but by also providing a glimpse at some potential benefits in terms of increased merger performance, this paper gives managers incentives to not always challenge but also embrace their employee’s resistance to change as a healthy part of the firm’s transformation process. Originality/value This literature review provides an overview of resistance to change and draws parallels between the concepts explored herein and the M&A situation, which would be useful to the general practitioner undergoing an M&A.

Resistance to change in the case of mergers and acquisitions: part 3

2017 ◽  
Vol 49 (3) ◽  
pp. 146-150
Author(s):  
Steven H. Appelbaum ◽  
Catherine Karelis ◽  
Anne Le Henaff ◽  
Beverly McLaughlin
Keyword(s):  
Mergers And Acquisitions ◽  
Resistance To Change ◽  
Empirical Studies ◽  
Transformation Process ◽  
Change Leadership ◽  
Business World ◽  
Content Type ◽  
Employee Resistance ◽  
Ultimate Objective ◽  
Healthy Part

Purpose Mergers and acquisitions (M&As) are inherent to firms evolving in today’s business world, whether they be corporate giants, SMEs or start-ups. While the ultimate objective of an M&A is to improve the newly constructed firm’s performance, financial and technical impacts are but some of the considerations the organization will need to face. Indeed, employee resistance appears to be a major factor in the overall success of this strategic move. Throughout this three-part paper, the purpose of this paper is to provide a thorough overview of the forces at play in employee resistance to change, its influence on the M&A’s success, and the ways to address such resistance. Design/methodology/approach Based on existing empirical studies, industry expert findings and academic reviews, this paper sought to link together the concepts of communication at a time of change, leadership, employee involvement, feeling of adherence to the firm (the four key pillars), and their respective influences in how they may handicap or aid the firm in achieving its M&A objectives. Findings Although it may seem like a straightforward concept, resistance to change in the turbulent time that is an M&A situation is anything but simple. Classic assumptions of resistance being a negative force or participation being a requisite part of overcoming resistance are challenged. At the same time, leadership and employee feeling of adherence to their previous organization play a supporting role when compared to the significant influence of communication pre, during and after the merger. The ensuing portrait is, thus, multifaceted and underscores the complexity of handling an M&A at the human resources level. Research limitations/implications Whilst the paper allowed to identify and link the different factors at play, a thorough empirical study in order to compare and contrast those factors at an M&A’s different stages (pre-during-post), and thus evaluate their respective importance, would be commendable. Practical implications In providing an overview of several aspects at play in employee resistance to change, this paper allows management practitioners to consolidate their knowledge on the process’ four key pillars. Social implications By illustrating not only its – expected – negative outcomes, but by also providing a glimpse at some potential benefits in terms of increased merger performance, this paper gives managers incentives to not always challenge but also embrace their employee’s resistance to change as a healthy part of the firm’s transformation process. Originality/value This literature review provides an overview of resistance to change and draws parallels between the concepts explored herein and the M&A situation, which would be useful to the general practitioner undergoing an M&A.

Resistance to change in the case of mergers and acquisitions: part 2

2017 ◽  
Vol 49 (3) ◽  
pp. 139-145 ◽  
Author(s):  
Steven H. Appelbaum ◽  
Catherine Karelis ◽  
Anne Le Henaff ◽  
Beverly McLaughlin
Keyword(s):  
Mergers And Acquisitions ◽  
Resistance To Change ◽  
Empirical Studies ◽  
Transformation Process ◽  
Change Leadership ◽  
Business World ◽  
Content Type ◽  
Employee Resistance ◽  
Ultimate Objective ◽  
Healthy Part

Purpose Mergers and acquisitions (M&As) are inherent to firms evolving in today’s business world, whether they be corporate giants, SMEs or start-ups. While the ultimate objective of an M&A is to improve the newly constructed firm’s performance, financial and technical impacts are but some of the considerations the organization will need to face. Indeed, employee resistance appears to be a major factor in the overall success of this strategic move. Throughout this three-part paper, the purpose of this paper is to provide a thorough overview of the forces at play in employee resistance to change, its influence on the M&A’s success, and the ways to address such resistance. Design/methodology/approach Based on existing empirical studies, industry expert findings and academic reviews, this paper sought to link together the concepts of communication at a time of change, leadership, employee involvement, feeling of adherence to the firm (the four key pillars), and their respective influences in how they may handicap or aid the firm in achieving its M&A objectives. Findings Although it may seem like a straightforward concept, resistance to change in the turbulent time that is a merger and acquisition situation is anything but simple. Classic assumptions of resistance being a negative force or participation being a requisite part of overcoming resistance are challenged. At the same time, leadership and employee feeling of adherence to their previous organization play a supporting role when compared to the significant influence of communication pre, during, and after the merger. The ensuing portrait is thus multifaceted and underscores the complexity of handling an M&A at the human resources level. Research limitations/implications Whilst the paper allowed to identify and link the different factors at play, a thorough empirical study in order to compare and contrast those factors at an M&A’s different stages (pre-during-post), and thus evaluate their respective importance, would be commendable. Practical implications In providing an overview of several aspects at play in employee resistance to change, this paper allows a management practitioner to consolidate their knowledge on the process’ four key pillars. Social implications By illustrating not only its – expected – negative outcomes, but by also providing a glimpse at some potential benefits in terms of increased merger performance, this paper gives managers incentives to not always challenge but also embrace their employee’s resistance to change as a healthy part of the firm’s transformation process. Originality/value This literature review provides an overview of resistance to change and draws parallels between the concepts explored herein and the M&A situation, which would be useful to the general practitioner undergoing an M&A.

How Phillips saw the light

2020 ◽  
Vol 36 (8) ◽  
pp. 29-31
Keyword(s):  
Design Methodology ◽  
Reading Time ◽  
Daily Basis ◽  
Business World ◽  
Content Type ◽  
Freak Show ◽  
The World ◽  
Pertinent Information ◽  
The One ◽  
Practical Implications

Purpose Reviews the latest management developments across the globe and pinpoints practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The problem with developing a reputation of being something of an oracle in the business world is that all of a sudden, everyone expects you to pull off the trick of interpreting the future on a daily basis. Like a freak show circus act or one-hit wonder pop singer, people expect you to perform when they see you, and they expect you to perform the thing that made you famous, even if it is the one thing in the world you don’t want to do. And when you fail to deliver on these heightened expectations, you are dismissed as a one trick pony, however good that trick is in the first place. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals Formal institutions and the development of entrepreneurial activity – the contingent role of corruption in emerging economies

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Arezou Harraf ◽  
Hasan Ghura ◽  
Allam Hamdan ◽  
Xiaoqing Li
Keyword(s):  
Emerging Economies ◽  
Corporate Entrepreneurship ◽  
Informal Institutions ◽  
Entrepreneurial Activity ◽  
Future Research ◽  
Formal Institutions ◽  
Business World ◽  
Content Type ◽  
Formal And Informal Institutions ◽  
Control Of Corruption

PurposeThe paper aims to analyse the interplay between formal and informal institutions' and their impact on entrepreneurship rates in emerging economies.Design/methodology/approachThis study expands previous research in examining the moderating effect of control of corruption on the relationship between formal institutions and the development of the entrepreneurial activity. The study utilizes longitudinal analyses of a dataset from 41 emerging economies over 11 years (2006–2016).FindingsFindings provided robust support for the study's hypotheses. The results suggested lower levels of corruption positively moderate the effects of a country's number of procedures and education and training on the rates of entrepreneurial activity, while negatively moderating the effects of firm-level technology absorption on the rates of entrepreneurial activity.Research limitations/implicationsThe study has considered only one particular aspect of high-growth entrepreneurship, which is newly registered firms with limited liability. Although newly registered firms are recognized as one of the critical drivers of entrepreneurial activity. Future research should seek to examine other aspects of growth-oriented entrepreneurship such as activities involving a high level of innovation, corporate entrepreneurship or technology developments.Practical implicationsThis study advanced the existing theories in the field of entrepreneurship and institutional economics as it merged the two theories as a driving framework in the design of the study in the context of emerging economies.Social implicationsThe study tested a theoretical model by expanding the number of emerging economies in the study and found comparable findings that explain factors that may influence the likelihood of individuals entering entrepreneurship.Originality/valueThis article adds to the current literature as it highlights the importance of the interplay of formal and informal institutions in determining their impact on entrepreneurship rates in emerging economies. This is of particular importance to policy-makers, and the business world as the empirical results of this study show the benefits of control of corruption in boosting entrepreneurial rates in these economies, which strive for economic diversification in their developmental endeavours.

Electromagnetic analysis of an AC electric arc furnace including the modeling of an AC arc

2010 ◽  
Vol 29 (3) ◽  
pp. 667-685 ◽  
Author(s):  
Arash Kiyoumarsi ◽  
Abolfazl Nazari ◽  
Mohammad Ataei ◽  
Hamid Khademhosseini Beheshti ◽  
Rahmat‐Allah Hooshmand
Keyword(s):  
Electromagnetic Field ◽  
Electric Arc ◽  
Electromagnetic Analysis ◽  
Arc Furnace ◽  
Molten Bath ◽  
3D Fem ◽  
Content Type ◽  
Three Phase ◽  
Ac Arc ◽  
Different Parts

PurposeThe purpose of this paper is to present a 3D finite element model of the electromagnetic fields in an AC three‐phase electric arc furnace (EAF). The model includes the electrodes, arcs, and molten bath.Design/methodology/approachThe electromagnetic field in terms of time in AC arc is also modeled, utilizing a 3D finite element method (3D FEM). The arc is supposed to be an electro‐thermal unit with electrical power as input and thermal power as output. The average Joule power, calculated during the transient electromagnetic analysis of the AC arc furnace, can be used as a thermal source for the thermal analysis of the inner part of furnace. Then, by attention to different mechanisms of heat transfer in the furnace (convection and radiation from arc to bath, radiation from arc to the inner part of furnace and radiation from the bath to the sidewall and roof panel of the furnace), the temperature distribution in different parts of the furnace is calculated. The thermal model consists of the roof and sidewall panels, electrodes, bath, refractory, and arc. The thermal problem is solved in the steady state for the furnace without slag and with different depths of slag.FindingsCurrent density, voltage and magnetic field intensity in the arcs, molten bath and electrodes are predicted as a result of applying the three‐phase AC voltages to the EAF. The temperature distribution in different parts of the furnace is also evaluated as a result of the electromagnetic field analysis.Research limitations/implicationsThis paper considers an ideal condition for the AC arc. Non‐linearity of the arc during the melting, which leads to power quality disturbances, is not considered. In most prior researches on the electrical arc furnace, a non‐linear circuit model is usually used for calculation of power quality phenomena distributions. In this paper, the FEM is used instead of non‐linear circuits, and calculated voltage and current densities in the linear arc model. The FEM results directly depend on the physical properties considered for the arc.Originality/valueSteady‐state arc shapes, based on the Bowman model, are used to calculate and evaluate the geometry of the arc in a real and practical three‐phase AC arc furnace. A new approach to modeling AC arcs is developed, assuming that the instantaneous geometry of the AC arc at any time is constant and is similar to the geometry of a DC arc with the root mean square value of the current waveform of the AC arc. A time‐stepping 3D FEM is utilized to calculate the electromagnetic field in the AC arc as a function of time.

Taking part in school life: views of children

2013 ◽  
Vol 114 (1) ◽  
pp. 20-42 ◽  
Author(s):  
Yetunde Olufisayo John-Akinola ◽  
Aoife Gavin ◽  
Siobhán Elizabeth O’Higgins ◽  
Saoirse Nic Gabhainn
Keyword(s):  
Interpersonal Relationships ◽  
Classroom Environment ◽  
Research Process ◽  
School Life ◽  
Content Type ◽  
School Activities ◽  
Three Phase ◽  
Health Promoting School ◽  
Primary School Pupils ◽  
Key Indicators

Purpose – Child participation is increasingly a global phenomenon as stated by Article 12 of the United Nations Convention on Children's Rights. This supports the first principle, Democracy, of the Health Promoting School movement. The purpose of this paper is to facilitate a three-phase participatory research process (PRP) to document the views of children about participation in school. Design/methodology/approach – A total of 248 primary school pupils aged nine to 13 years participated: the first group of pupils answered two questions on individual coloured paper; the second group categorised these data separately, by question, assigning labels for each of the categories; and the third group used the categories to develop schema. The analysis was inductive. Findings – The most common categories for what made pupils feel a part of their school were school uniforms, sports, friends, teachers and their school/classroom environment. Increase in the number of school activities, encouraging friendship and equal participation were key indicators of how pupils would ensure that everybody felt a part of the school. The findings indicate that interpersonal relationships and belonging are in the opinion of children important for taking part in school life. Originality/value – The paper illustrates children's understanding of what taking part in school means to them. The PRP encouraged pupils to have control of the three-phase research process, and demonstrated the ability of children to work together in groups while having fun at the same time.

How to turn managers into data-driven decision makers

2019 ◽  
Vol 25 (3) ◽  
pp. 553-578 ◽  
Author(s):  
Kevin Daniel André Carillo ◽  
Nadine Galy ◽  
Cameron Guthrie ◽  
Anne Vanhems
Keyword(s):  
Measurement Instrument ◽  
Data Driven ◽  
Business Analytics ◽  
Business World ◽  
Content Type ◽  
Multi Stage ◽  
Attitudes Toward Statistics ◽  
Attitude Toward Business ◽  
Professional Contexts ◽  
The Way

Purpose The purpose of this paper is to emphasize the need to engender a positive attitude toward business analytics in order for firms to more effectively transform into data-driven businesses, and for business schools to better prepare future managers. Design/methodology/approach This paper develops and validates a measurement instrument that captures the attitude toward business statistics, the foundation of business analytics. A multi-stage approach is implemented and the validation is conducted with a sample of 311 students from a business school. Findings The instrument has strong psychometric properties. It is designed so that it can be easily extrapolated to professional contexts and extended to the entire domain of business analytics. Research limitations/implications As the advent of a data-driven business world will impact the way organizations function and the way individuals think, work, communicate and interact, it is crucial to engage a transdisciplinary dialogue among domains that have the expertise to help train and transform current and future professionals. Practical implications The contribution provides educators and organizations with a means to measure and monitor attitudes toward statistics, the most anxiogenic component of business analytics. This is a first step in monitoring and developing an analytics mindset in both managers and students. Originality/value By demonstrating how the advent of the data-driven business era is transforming the DNA and functioning of organizations, this paper highlights the key importance of changing managers’ and all employees’ (to a lesser extent) mindset and way of thinking.

Mergers in Indian public sector banks: can human resource practices ensure effective implementation of change?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Richa Singh ◽  
Geetika Goel ◽  
Piyali Ghosh ◽  
Saitab Sinha
Keyword(s):  
Public Sector ◽  
Human Resource ◽  
Resistance To Change ◽  
Change Implementation ◽  
Empirical Examination ◽  
Content Type ◽  
Public Sector Banks ◽  
Hr Practices ◽  
Effective Change

PurposeThis study examines the link of effective change implementation (CIE) with select human resource (HR) practices and employees' resistance to change (RTC) amidst ongoing mergers in Indian public sector banks (PSBs). It also intends to highlight the role of RTC as a mediator in this mechanism.Design/methodology/approachThe authors used a structured questionnaire administered through a survey of employees of select PSBs that have undergone mergers. The hypothesized relationships were tested on 220 responses with structural equation modelling.FindingsTraining and communication of change as HR practices were found to have significant effects in implementing change. RTC fully mediated the relationship of training and CIE, and partially mediated the association of communication and CIE. Communication had a stronger influence on RTC than training. This finding upholds the importance of communication but also implies that training can reinforce effective communication of change and may not affect the implementation if not directed towards handling resistance.Practical implicationsThe significance of communication as a finding supports the theory of planned behaviour. The authors’ results also align with the social exchange theory and can be extended to the job demands-resources model. PSBs may plan for phase-wise training initiatives starting from the announcement till the end of a merger. PSBs also need to effectively communicate all relevant HR issues to employees, thus being transparent and fair. Both online and offline modes of communication can be explored. Overall, the senior management has to imbibe the handholding of employees in the short term and a sense of empathy in the longer term.Originality/valueResearch on HR in Indian banking mergers seems to take a back seat vis-à-vis strategic issues and financial performance. There also is a limited empirical examination of the role of HR practices in effective change implementation. This paper addresses both these issues by proposing a conceptual model and empirically validating it amidst the merger of PSBs. The authors also highlight how training and communication are effective in handling resistance to change.

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