scholarly journals Preparing for productivity intervention initiatives

2014 ◽  
Vol 63 (7) ◽  
pp. 946-959 ◽  
Author(s):  
Benjamin Crouzet ◽  
David W. Parker ◽  
Raghhuvar Pathak
Keyword(s):  
Resistance To Change ◽  
Current Knowledge ◽  
Critical Factor ◽  
Organisational Change ◽  
Successful Outcome ◽  
Extensive Literature ◽  
Change Initiatives ◽  
Productivity Improvement ◽  
Content Type ◽  
Tools And Techniques

Purpose – The purpose of this paper is to cite resistance to change as a significant reason why productivity initiatives fail. Therefore, effectively managing and overcoming resistance to change is a critical factor for the successful outcome of any intervention. This paper explores current knowledge of resistance to change and seeks to review the literature and so understand what methods can be used to manage change initiatives. Design/methodology/approach – An extensive literature review has identified theories, frameworks and methodologies to successfully manage and overcome resistance to organisational change. Findings – Managing and overcoming opposition to change starts by assessing the types of resistance; and this classification will form the basis for the development of an implementation strategy to reduce resistance. This includes creating readiness and urgency for change, creating a vision for change, having employees participate in the change effort, training and coaching employees, effectively communicating the change, creating and planning for quick wins and refreezing the organisation. Research limitations/implications – The tools and techniques presented in this paper need to be adapted to the organisation's specificities as well as to the contextual situation. Practical implications – The work has developed materials to-date that could be used by practitioners that are engaged with productivity improvement interventions. Social implications – Resistance and its wider implications to any change intervention has organisational and social impacts. Therefore this work brings insightful information to support change in its wider application. Originality/value – Today's competitive, uncertain and fast-paced economic environment requires organisations to change in order to maintain or develop their competitive advantage. This paper combines numerous theories, frameworks and methodologies to successfully manage and overcome resistance in order gain acceptance and meet the desired needs.

Communicate belonging? Duoethnography of an organisational change study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ivana Crestani ◽  
Jill Fenton Taylor
Keyword(s):  
Change Management ◽  
Sense Of Belonging ◽  
Management Practices ◽  
Organisational Change ◽  
Change Initiatives ◽  
Content Type ◽  
Inclusive Language ◽  
Employee Resistance ◽  
Practical Implications

PurposeThis duoethnography explores feelings of belonging that emerged as being relevant to the participants of a doctoral organisational change study. It challenges the prolific change management models that inadvertently encourage anti-belonging.Design/methodology/approachA change management practitioner and her doctoral supervisor share their dialogic reflections and reflexivity on the case study to open new conversations and raise questions about how communicating belonging enhances practice. They draw on Ubuntu philosophy (Tutu, 1999) to enrich Pinar's currere (1975) for understandings of belonging, interconnectedness, humanity and transformation.FindingsThe authors show how dialogic practice in giving employees a voice, communicating honestly, using inclusive language and affirmation contribute to a stronger sense of belonging. Suppressing the need for belonging can deepen a communication shadow and create employee resistance and alienation. Sharing in each other's personal transformation, the authors assist others in better understanding the feelings of belonging in organisational change.Practical implicationsPractitioners will need to challenge change initiatives that ignore belonging. This requires thinking of people as relationships, rather than as numbers or costs, communicating dialogically, taking care with language in communicating changes and facilitating employees to be active participants where they feel supported.Originality/valueFor both practice and academy, this duoethnography highlights a need for greater humanity in change management practices. This requires increasing the awareness and understanding of an interconnectedness that lies at the essence of belonging or Ubuntu (Tutu, 1999).

scholarly journals Change recipients’ resistance and salience to organizational re-creation: the effects of participation and coercion strategies on change derailment

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yazeed Mohammad R. Alhezzani
Keyword(s):  
Design Methodology ◽  
Survey Methodology ◽  
Resistance To Change ◽  
Future Research ◽  
Potential Contribution ◽  
Stakeholder Salience ◽  
Change Initiatives ◽  
Unit Of Analysis ◽  
Content Type ◽  
Stakeholder Salience Theory

Purpose For change initiatives to succeed, change managers are required to address recipients’ needs. Although strategies to deal with change recipients and their resistance are widely explored, there is a dearth of studies that consider the different salience of change recipients. This paper aims to propose a framework on the effects of participation and coercion as strategies to deal with change recipients and their impact on change derailment. Design/methodology/approach Conceptual based upon that change recipients are classified into three levels according to their salience in relation to change. Based upon the recipients’ power and legitimacy in relation to change, stakeholder salience theory constitutes a theoretical provision used in this research to categorize the salience of change recipients. Findings The framework integrates change recipients’ salience levels (i.e. definitive, expectant and latent) and the effects of participation and coercion strategies on change derailment in times of organizational re-creation. The paper develops six hypotheses, which yield insights that advance the understanding of dealing with change recipients in the context of organizational re-creation. Research limitations/implications The paper is conceptual and not yet tested empirically. To empirically test the framework, research adopting survey methodology to gather data from organizations that experience a re-creation change as defined in this paper. The unit of analysis for future research is described in this paper and it is how organizational re-creation is defined in this paper. Originality/value Stakeholder salience theory is used to develop a framework that combines three classes of change recipients’ salience, as well as the effects of two strategies to deal with them and their resistance (i.e. lack of involvement and coercion) to examine their influence on change derailment. The potential contribution will expand the current literature discussed in this paper about dealing with change recipients’ resistance to change.

Organizational outcomes of leadership style and resistance to change (Part Two)

2015 ◽  
Vol 47 (3) ◽  
pp. 135-144 ◽  
Author(s):  
Steven H. Appelbaum ◽  
Medea Cesar Degbe ◽  
Owen MacDonald ◽  
Thai-Son NGUYEN-QUANG
Keyword(s):  
Organizational Development ◽  
Leadership Style ◽  
Resistance To Change ◽  
Organizational Outcomes ◽  
The Body ◽  
Change Initiatives ◽  
Content Type ◽  
Organizational Outcome ◽  
Body Of Knowledge ◽  
Major Factors

Purpose – Organizations must react rapidly to evolving environments by engaging in change, ranging from minor adjustments to radical transformation. Many obstacles are encountered on the path towards achieving positive organizational outcomes, among which resistance to change prevents the level of mobilization critical to achieve a successful transformation. The purpose of this two-part paper is to offer a review of the body of knowledge explaining how leadership styles may address resistance to change in order to achieve desired organizational outcomes. For this purpose, multiple organizational concepts are visited and linked through a synthesized model proposing causality relationships between the various elements. Design/methodology/approach – A range of recently published empirical and practitioner research papers were reviewed to analyse the relationships in search of the variables that affect resistance during a major organizational change. In order to synthesize and bridge many concepts that are often studied separately, an overall model is proposed to help establish causal relationships between the elements of interest influencing organizational outcomes, in the context of a change. Findings – Leadership acts as an input at multiple levels, influencing organizational outcomes both directly – by continuously shaping employee attitude throughout change – and indirectly – by regulating the antecedents and moderators of their predisposition to change. These subsequently shape the extent of resistance to change, which translates from the perception of, commitment to and involvement in the change process. The interaction of the organizational environment with these factors ultimately determines the organizational outcome resulting from the change initiatives. Research limitations/implications – The model must be tested in another empirical article to measure its effectiveness. The complexity of the model may, however, hinder the ability to successfully correlate all the concepts. Practical implications – The paper suggests an overall framework that may help leaders and organizational development practitioners identify the major factors which may be considered during a change initiative or a transformation. Social implications – This paper highlights the multi-dimensional role of leadership style in successfully achieving organizational changes. Leaders’ emotional aptitude to influence their followers and employees’ natural and contextual predisposition to change transact to shape organizational outcomes. These social elements must be carefully assessed not only prior to embarking on a change implementation, but also to proactively invest in psychologically directed organizational training and development, at all hierarchical levels. Originality/value – The synthesis model is the novel contribution of the paper. It proposes an organized approach to relate multiple close yet distinct concepts that have so far been predominantly discussed separately.

The emergence of counterfeit trade: a literature review

2009 ◽  
Vol 43 (3/4) ◽  
pp. 320-349 ◽  
Author(s):  
Thorsten Staake ◽  
Frédéric Thiesse ◽  
Elgar Fleisch
Keyword(s):  
Literature Review ◽  
Current Knowledge ◽  
Influence Factors ◽  
Future Research ◽  
Extensive Literature ◽  
Negative Consequences ◽  
Content Type ◽  
Counterfeit Goods ◽  
Future Research Agenda ◽  
Starting Point

PurposeTrade in counterfeit goods is perceived as a substantial threat to various industries. No longer is the emergence of imitation products confined to branded luxury goods and final markets. Counterfeit articles are increasingly finding their way into other sectors, including the fast‐moving consumer goods, pharmaceutical, and automotive industries – with, in part, severe negative consequences for consumers, licit manufacturers, and brand owners alike. This paper seeks to shed light on the economic principles of counterfeit trade and the underlying illicit supply chains.Design/methodology/approachAn extensive literature review was conducted that comprised contributions from different strands of management research.FindingsThough governments as well as management have clearly identified the problem, very little is known – both in practice and theory – about the mechanisms and structure of the illicit market, the tactics of counterfeit producers, consumer behavior with respect to imitation products and the financial impact on individual companies. The diversity of the counterfeit phenomenon underlines the need for further research in this area and the development of company‐specific measures for fighting product piracy.Research limitations/implicationsThe clandestine nature of the counterfeit market limits direct accessibility to the phenomenon. Consequently, the existing body of literature does not necessarily cover all aspects of counterfeit activities. The review helps to highlight existing research gaps but may not be able to identify additional aspects of the phenomenon that, thus far, have not been deemed relevant.Originality/valueThe paper critically reviews the current state of research across different management‐related disciplines. From an academic perspective it may serve as a starting point for a future research agenda that addresses the current knowledge gaps. From a practitioner's perspective it is helpful for understanding the relevant influence factors and for developing appropriate, state‐of‐the‐art counterstrategies.

Benchmarking supply chains by analyzing technology transfer critical barriers using AHP approach

2015 ◽  
Vol 22 (4) ◽  
pp. 538-558 ◽  
Author(s):  
Sanjay Kumar ◽  
Sunil Luthra ◽  
Abid Haleem
Keyword(s):  
Supply Chain ◽  
Technology Transfer ◽  
Literature Review ◽  
Supply Chains ◽  
Resistance To Change ◽  
New Technology ◽  
Developed Countries ◽  
Extensive Literature ◽  
Content Type ◽  
Hierarchy Process

Purpose – Technology transfer becoming an important area especially in developing and less developed countries. The purpose of this paper is to address issue of supply chains’ benchmarking based upon their capability to mange technology transfer critical barriers mitigation efforts toward making technology transfer process implementation successful. Design/methodology/approach – The present paper is based on two research stages. Initially, extensive literature review has been made to identify critical barriers. In total, 20 technology transfer critical barriers have been identified from literature review and categorized in to six criteria. In second stage, analytics hierarchy process has been utilized to rank the critical barriers of technology transfer in supply chain and provide a benchmarking framework. Findings – Political barriers (PB) have been analyzed most significant criteria of critical barriers to technology transfer followed by socio-cultural barriers (SO) and economic barriers (EB). “Political instability,” “Difficulty in transfer and diffusion,” “Too expensive,” “Inappropriate/incompetent technology and resource wastage in technologies imported,” “Inactive role of SC members and resistance to change” and “Management attitude” have been found most hindering barrier in their respective category/criterion of technology transfer barriers. Research limitations/implications – Scope of the present study has been limited to propose framework to benchmark supply chains by analyzing 20 critical barriers of technology transfer grouped in to six dimensions using analytical hierarchy approach based on “ratings provided by experts,” which may be biased. Practical implications – Benchmarking process has been proposed to calculate value of total of overall weights to a particular supply chain named as “Technology Transfer Barriers Mitigation Index (TTBMI)” useful to present capability of supply chains to manage technology transfer barriers by a single numeric value. From “provider” developed county’s view point, present benchmarking framework may be further applied to compare developing countries’ ability to absorb and diffuse new technology. Originality/value – Benchmarking procedure has been dealt with using well-established methodology- analytical hierarchy process toward providing single numeric value index (TTBMI) indicating ability of supply chains to manage/mitigate technology transfer barriers.

The tools and techniques of effective change management

2015 ◽  
Vol 23 (1) ◽  
pp. 35-37 ◽  
Author(s):  
M.S. Rao
Keyword(s):  
Resistance To Change ◽  
Business Environment ◽  
Change Leadership ◽  
Global Business ◽  
Effect Change ◽  
Content Type ◽  
Modern Business ◽  
Tool Set ◽  
Mind Set ◽  
Tools And Techniques

Purpose – Equips leaders with tools and techniques to lead change effectively. Design/methodology/approach – Explains various aspects of change leadership, including the characteristics of change leaders, and outlines a blueprint to effect change successfully. Findings – Argues that change requires a new mind-set, tool-set and skill-set. Lists some of the reasons for resistance to change. Practical implications – Highlights the differences between change and growth and considers the implications of these. Social implications – Seeks to justify the need to change in the current global business environment. Originality/value – Concludes that change is imperative for an organization to succeed in the modern business environment.

Organizational outcomes of leadership style and resistance to change (Part One)

2015 ◽  
Vol 47 (2) ◽  
pp. 73-80 ◽  
Author(s):  
Steven H. Appelbaum ◽  
Medea Cesar Degbe ◽  
Owen MacDonald ◽  
Thai-Son NGUYEN-QUANG
Keyword(s):  
Organizational Development ◽  
Leadership Style ◽  
Resistance To Change ◽  
Organizational Outcomes ◽  
The Body ◽  
Change Initiatives ◽  
Content Type ◽  
Organizational Outcome ◽  
Body Of Knowledge ◽  
Major Factors

Purpose – Organizations must react rapidly to evolving environments by engaging in change, ranging from minor adjustments to radical transformation. Many obstacles are encountered on the path towards achieving positive organizational outcomes, among which resistance to change (RTC) prevents the level of mobilization critical to achieve a successful transformation. The purpose of this two-part paper is to offer a review of the body of knowledge explaining how leadership styles may address RTC in order to achieve desired organizational outcomes. For this purpose, multiple organizational concepts are visited and linked through a synthesized model proposing causality relationships between the various elements. Design/methodology/approach – A range of recently published empirical and practitioner research articles were reviewed to analyse the relationships in search of the variables that affect resistance during a major organizational change. In order to synthesize and bridge many concepts that are often studied separately, an overall model is proposed to help establish causal relationships between the elements of interest influencing organizational outcomes, in the context of a change. Findings – Leadership acts as an input at multiple levels, influencing organizational outcomes both directly – by continuously shaping employee attitude throughout change – and indirectly – by regulating the antecedents and moderators of their predisposition to change. These subsequently shape the extent of RTC, which translates from the perception of, commitment to and involvement in the change process. The interaction of the organizational environment with these factors ultimately determines the organizational outcome resulting from the change initiatives. Research limitations/implications – The model must be tested in another empirical article to measure its effectiveness. The complexity of the model may, however, hinder the ability to successfully correlate all the concepts. Practical implications – The paper suggests an overall framework that may help leaders and organizational development practitioners identify the major factors which may be considered during a change initiative or a transformation. Social implications – This paper highlights the multi-dimensional role of leadership style in successfully achieving organizational changes. Leaders’ emotional aptitude to influence their followers and employees’ natural and contextual predisposition to change transact to shape organizational outcomes. These social elements must be carefully assessed not only prior to embarking on a change implementation, but also to proactively invest in psychologically directed organizational training and development, at all hierarchical levels. Originality/value – The synthesis model is the novel contribution of the paper. It proposes an organized approach to relate multiple close yet distinct concepts that have so far been predominantly discussed separately.

Actionable strategy framework for digital transformation in AECO industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sanjay Bhattacharya ◽  
K.S. Momaya
Keyword(s):  
Value Chain ◽  
Dynamic Capabilities ◽  
New Technologies ◽  
Resistance To Change ◽  
Digital Transformation ◽  
Organization Culture ◽  
Theory And Practice ◽  
Extensive Literature ◽  
Content Type ◽  
The Third

PurposeThe Fourth Industrial Revolution (4IR) holds the potential to improve capabilities- and technology-based innovation, which will enable breakout for architectural, engineering, construction and operation and maintenance (AECO) companies, for international competitiveness. Though the top management of such companies is convinced on the utility of the applications, they are unsure on the strategy of implementing the same. The objective of this research is to suggest a strategy framework for digital transformation of the AECO value chain.Design/methodology/approachThe nascent level of research on 4IR in construction necessitated the adoption of the integrative review methodology for the study. Extensive literature review of research on strategy and 4IR has been utilized to establish the validity of the first two pillars, namely “a strategy of simple rules in a complex environment; and deployment of dynamic capabilities.” The validation of a construct for the third pillar of “confluence of change and continuity forces” has been achieved via hypothesis testing of data obtained through a questionnaire survey.FindingsThe present study has integrated three diverse ideas of strategy, named as the pillars, to facilitate sustainable digital transformation. Within the third pillar, top three continuity forces which offer resistance to change are organization culture, existing delivery processes and networks, and existing standard operating procedures. On the other hand, the leading drivers of change are needs of competitiveness; global industry trends and the advent of new technologies/innovations.Research limitations/implicationsThis provides a practical approach to operationalize digital transformation of the AECO at an organization level. The validation relied on opinion and perspectives of a sample frame in the Indian context, which was its limitation.Originality/valueThis paper suggests a strategy framework of three pillars to help address specific strategy dilemmas during implementation of digital transformation of particular organizations in AECO. The study contributes to both theory and practice by helping leaders of AECO companies, associations, policymakers and the academia to strategize transformations successfully.

scholarly journals Exploring a model for finding meaning in the changing world of work (Part 3: Meaning as framing context)

2013 ◽  
Vol 39 (2) ◽  
Author(s):  
Daniel H. Burger ◽  
Freddie Crous ◽  
Gert Roodt
Keyword(s):  
Resistance To Change ◽  
Organisational Change ◽  
Change Implementation ◽  
Change Initiatives ◽  
Theoretical Perspectives ◽  
Meaning Change ◽  
Managerial Implications ◽  
Theoretical Paper ◽  
Value Add ◽  
The Relationship

Orientation: This article, the final in a series of three papers, locates organisational change, specifically within the context of individuals’ experience of ‘meaning’, as conceptualised in Viktor Frankl’s logotherapy.Research purpose: The purpose of this theoretical paper is to investigate the context of meaning in organisational change by exploring the relationship between meaning and change.Motivation for the study: Although literature on change management is available in abundance, very little research has been focussed on the micro-level issues pertaining to organisational change, and virtually no research relating to the ‘existential meaning’ context of such change could be found.Research design, approach and method: The study was conducted by means of a review of literature, guided by the theoretical perspectives of logotherapy.Main findings: Whilst systems to which individuals traditionally turned for meaning decline, organisations become increasingly important for employees’ experience of meaning. As organisational change threatens such meaning, resistance to change may occur, which inhibits organisations’ ability to change. Logotherapy provides a useful framework for understanding this meaning context, which could be utilised to inform frameworks to guide change implementation more successfully.Practical and managerial implications: An understanding of the role that meaning can play in causing − and hence reducing − resistance to change may be of great value to organisations attempting to implement change initiatives.Contribution: The value-add of the article is grounded on its exploration of the relatively uncharted territory of how the experience of meaning by employees may impact organisational change. This article therefore provides a novel perspective for conceptualising change. In addition, it suggests specific recommendations for utilising an understanding of the meaning change relationship with the objective of optimising change initiatives.

A systems model of organizational change

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Literature Review ◽  
Linear Models ◽  
Organisational Change ◽  
Extensive Literature ◽  
Content Type ◽  
Meta Model ◽  
Systems Model ◽  
The Social ◽  
Change Transformation ◽  
Social Sciences Citation Index

Purpose The purpose of this study is to develop a meta-model for organisational change based on a literature review across organisational theories, specific theories about organisational change and systems theories related to theories of organisational change. Design/methodology/approach The research is based on an extensive literature review for the period 1972–2012 which covers organisational theories, systems theories relating to organisational change theories, and specific theories of organisational change. It used the Social Sciences Citation Index using as search items change, transformation, organization[al] model, theory, systems, and combinations of these terms. The research is based on an extensive literature review for the period 1972–2012 which covers organisational theories, systems theories relating to organisational change theories, and specific theories of organisational change. It used the Social Sciences Citation Index using as search items change, transformation, organization[al] model, theory, systems, and combinations of these terms. Findings The meta-model is constructed as a complex systems model including the four discourses and their process elements. As each discourse provides specific and different insights into how organisational change occurs, we can widen our field of view on change by switching between different discourses. This also allows a holistic rather than the reductionist methods of other approaches. Practical implications The meta-model makes it possible to look at organisational change from a variety of angles. Structural, cultural, behavioral and strategic change can be looked at from four different dimensions. It allows for insights from the different discourses to be drawn upon, as each of which have their merits but also their own limitations. By going beyond the normative discourse, it provides for a model of organisational change that better reflects the complexity of change in real life settings and captures the complexity of the research literature. Originality/value The paper seeks to demonstrate that a systems model of change is better able to capture the complex nature of change than are linear models. Synthesizing this literature has been undertaken previously but this has usually been done with linear models of change which have produced limited results.

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