Creating the conditions for change: an NHS perspective

2019 ◽  
Vol 34 (3) ◽  
pp. 345-361
Author(s):  
Karen Fitzgerald ◽  
Louise Biddle
Keyword(s):  
Transformational Change ◽  
Structured Interviews ◽  
Change Initiatives ◽  
Linear Processes ◽  
Constant Attention ◽  
Content Type ◽  
Sustaining Change ◽  
Early Diagnosis Of Cancer ◽  
System Leaders ◽  
Change Framework

Purpose Improving early diagnosis of cancer through system change initiatives is endemic in England’s NHS cancer services. These initiatives, however, often fail to gain traction due to the complexities of health system structures. The purpose of this paper is to explore whether using a change framework grounded in systems thinking could be of help to system leaders. Design/methodology/approach A portfolio of geographically independent projects, all implementing cancer service changes as part of the Accelerate, Coordinate, Evaluate Programme, was used for the study. Eight projects were purposively selected to give a varied case-mix. Two semi-structured interviews were conducted with each project. Analysis of interviews was carried out using the Framework Method. Findings Processes working for (growth processes) and against (limiting processes) change were evident in and common across all eight projects. Projects commonly encountered challenges of relevance, time and bounded thinking. Having a network of committed people was vital for both initiating and sustaining change. Furthermore, understanding stakeholders’ emotional responses to change helped mitigate emergent challenges. Practical implications Leaders should pay constant attention to the dynamics of change, taking time to anticipate and diffuse challenges whilst simultaneously working to create the conditions that help change flourish. A change framework rooted in complex systems theory can help leaders understand the contradictory and non-linear processes inherent in transformational change. Originality/value Few studies seek to understand change dynamics by comparing the experiences of separate change initiatives implemented contemporaneously. The findings offer leaders practical insights on how to implement transformation.

Changes in commitment to change among leaders in home help services

2015 ◽  
Vol 28 (3) ◽  
pp. 216-227 ◽  
Author(s):  
Kristina Westerberg ◽  
Susanne Tafvelin
Keyword(s):  
Organizational Change ◽  
Structured Interviews ◽  
Change Initiatives ◽  
Commitment To Change ◽  
Content Type ◽  
Team Meetings ◽  
Home Help ◽  
Home Help Services ◽  
One Year ◽  
Over Time

Purpose – The purpose of the this study was to explore the development of commitment to change among leaders in the home help services during organizational change and to study this development in relation to workload and stress. During organizational change initiatives, commitment to change among leaders is important to ensure the implementation of the change. However, little is known of development of commitment of change over time. Design/methodology/approach – The study used a qualitative design with semi-structured interviews with ten leaders by the time an organizational change initiative was launched and follow-up one year later. Thematic content analysis was used to analyze the interviews. Findings – Commitment to change is not static, but seems to develop over time and during organizational change. At the first interview, leaders had a varied pattern reflecting different dimensions of commitment to change. One year later, the differences between leaders’ commitment to change was less obvious. Differences in commitment to change had no apparent relationship with workload or stress. Research limitations/implications – The data were collected from one organization, and the number of participants were small which could affect the results on workload and stress in relation to commitment to change. Practical implications – It is important to support leaders during organizational change initiatives to maintain their commitment. One way to accomplish this is to use management team meetings to monitor how leaders perceive their situation. Originality/value – Qualitative, longitudinal and leader studies on commitment to change are all unusual, and taken together, this study shows new aspects of commitment.

scholarly journals The future trip: a story of transformational change

2019 ◽  
Vol 32 (7) ◽  
pp. 669-686 ◽  
Author(s):  
Eva Norrman Brandt ◽  
Ann-Christine Andersson ◽  
Sofia Kjellstrom
Keyword(s):  
Organizational Design ◽  
Transformational Change ◽  
External Pressure ◽  
Cultural Transformation ◽  
Structured Interviews ◽  
Content Type ◽  
Organizational Competencies ◽  
Change Leaders ◽  
Systemic Understanding ◽  
Key Events

Purpose The study of successful transformational change processes in organizations has been limited. The purpose of this paper is to understand a change process and the type of change that occurred in a pharmaceutical company in Sweden 2005–2014. Design/methodology/approach An interactive research design was used, and semi-structured interviews were conducted with 19 individuals, asking about their views on the change journey. Meetings and dialogue with leaders from the organization also took place. Observations from feedback meetings with leaders were included in the analysis. The results were analysed using a time-ordered display identifying key events, interpreted by a theoretical lens determining the type of change over a period of 10 years. Findings This was a transformational change caused by external pressure, supported by visionary and transparent leadership, collaborative methods aiming at broad involvement and systemic understanding. The results indicated a 40 per cent increase in productivity and altered organizational design and culture. Sense-making activities, persistent adoption of quality improvement tools, dispersed power and sequential change activities underpinned the success. Practical implications The results provide insight into the processes of transformational change. Change leaders were provided with knowledge, inspiration and insight when facing transformations. Social implications Increased prevalence of transformational change calls for new organizational competencies and altered roles for leaders and employees. There is a need for new ways of developing competence and new recruitment policies for leaders. Originality/value This case presents unique empirical evidence of a successful cultural transformation led by a leader using post-conventional principles.

A relationship between corporate sustainability and organizational change (part three)

2016 ◽  
Vol 48 (3) ◽  
pp. 133-141 ◽  
Author(s):  
Steven H. Appelbaum ◽  
Regina Calcagno ◽  
Sean Michael Magarelli ◽  
Milad Saliba
Keyword(s):  
Organizational Change ◽  
Value Creation ◽  
Organizational Transformation ◽  
Corporate Sustainability ◽  
Transformational Change ◽  
Business Culture ◽  
Change Initiative ◽  
Change Initiatives ◽  
Content Type ◽  
Evolution Of Ideas

Purpose – In the present kaleidoscopic business landscape the concepts of corporate sustainability are increasingly affecting corporations’ relationships with society and shaping how business leaders interpret changes to their organizations. The path to sustainability is best viewed as an organizational change initiative for which the “how” and “why” must be considered. Broadly, change initiatives have a notably poor success rate, which is likely related to discord between an initiative and the people undertaking it. Corporate sustainability is a transformational change that impacts business culture and a firm’s relationship with its community. The purpose of this paper is to better understand implications of undertaking sustainability change initiatives in today’s global environment the corporate-societal relationship needs to be examined in this three part paper in terms of value creation, for whom, and how sustainability is becoming an increasingly significant portion of this equation. First, a basis for corporate sustainability and the concepts surrounding who the stakeholders need to be examined, after which the reasons for attempting sustainability, in terms of value creation, and considerations for the implementation (culture, identity, attachment) of said change initiative will be explored. Design/methodology/approach – Empirical and practitioner research papers were reviewed to illustrate the meaning and approaches to corporate sustainability and analyze how organizational change initiatives can best be used to facilitate organizational transformation. Findings – There is no consensus on the meaning of corporate sustainability, rather there continues to be an evolution of ideas and theories shaping the evolution of corporate sustainability. To implement any form of corporate sustainability requires that managers understand their objective and the cultural and psychological barriers of organizational change. Better engagement with those undertaking organizational change and clear articulation of the change’s purpose can better lend themselves to an initiative’s success. However, there is no panacea and managers must recognize that approaches may need to be altered. Research limitations/implications – Research tends to occupy one of two spheres, either corporate sustainability or change initiatives. More linkage between these two concepts and empirical research of the effectiveness of organizational change practices for corporate sustainability is needed. Practical implications – A better understanding of organizational change theories, practices, and procedures may benefit managers and organizations that endeavor to realize corporate sustainability. Social implications – Given the implications of recent corporate collapses and their perceived malice, there is now greater thought about the role these organizations have in society. Concepts regarding shared value and mutual benefit to society and corporations can be expected to remain at the forefront of the public decorum. Originality/value – This paper sought to draw stronger ties between corporate sustainability and organizational change, highlighting that the two are codependent.

A relationship between corporate sustainability and organizational change (Part One)

2016 ◽  
Vol 48 (1) ◽  
pp. 16-23 ◽  
Author(s):  
Steven H. Appelbaum ◽  
Regina Calcagno ◽  
Sean Michael Magarelli ◽  
Milad Saliba
Keyword(s):  
Organizational Change ◽  
Value Creation ◽  
Organizational Transformation ◽  
Corporate Sustainability ◽  
Transformational Change ◽  
Business Culture ◽  
Change Initiative ◽  
Change Initiatives ◽  
Content Type ◽  
Evolution Of Ideas

Purpose – In the present kaleidoscopic business landscape the concepts of corporate sustainability are increasingly affecting corporations’ relationships with society and shaping how business leaders interpret changes to their organizations. The path to sustainability is best viewed as an organizational change initiative for which the “how” and “why” must be considered. Broadly, change initiatives have a notably poor success rate, which is likely related to discord between an initiative and the people undertaking it. Corporate sustainability is a transformational change that impacts business culture and a firm’s relationship with its community. The purpose of this paper is to examine the corporate-societal relationship to better understand implications of undertaking sustainability change initiatives in today’s global environment in this three-part paper in terms of value creation, for whom, and how sustainability is becoming an increasingly significant portion of this equation. First, a basis for corporate sustainability and the concepts surrounding who the stakeholders need to be examined, after which the reasons for attempting sustainability, in terms of value creation, and considerations for the implementation (culture, identity, attachment) of said change initiative will be explored. Design/methodology/approach – Empirical and practitioner research papers were reviewed to: illustrate the meaning and approaches to corporate sustainability; and analyze how organizational change initiatives can best be used to facilitate organizational transformation. Findings – There is no consensus on the meaning of corporate sustainability, rather there continues to be an evolution of ideas and theories shaping the evolution of corporate sustainability. To implement any form of corporate sustainability requires that managers understand their objective and the cultural and psychological barriers of organizational change. Better engagement with those undertaking organizational change and clear articulation of the change’s purpose can better lend themselves to an initiative’s success. However, there is no panacea and managers must recognize that approaches may need to be altered. Research limitations/implications – Research tends to occupy one of two spheres, either corporate sustainability or change initiatives. More linkage between these two concepts and empirical research of the effectiveness of organizational change practices for corporate sustainability is needed. Practical implications – A better understanding of organizational change theories, practices, and procedures may benefit managers and organizations that endeavor to realize corporate sustainability. Social implications – Given the implications of recent corporate collapses and their perceived malice, there is now greater thought about the role these organizations have in society. Concepts regarding shared value and mutual benefit to society and corporations can be expected to remain at the forefront of the public decorum. Originality/value – This paper sought to draw stronger ties between corporate sustainability and organizational change, highlighting that the two are codependent.

A relationship between corporate sustainability and organizational change (part two)

2016 ◽  
Vol 48 (2) ◽  
pp. 89-96 ◽  
Author(s):  
Steven H. Appelbaum ◽  
Regina Calcagno ◽  
Sean Michael Magarelli ◽  
Milad Saliba
Keyword(s):  
Organizational Change ◽  
Value Creation ◽  
Organizational Transformation ◽  
Corporate Sustainability ◽  
Transformational Change ◽  
Business Culture ◽  
Change Initiative ◽  
Change Initiatives ◽  
Content Type ◽  
Evolution Of Ideas

Purpose – In the present kaleidoscopic business landscape the concepts of corporate sustainability are increasingly affecting corporations’ relationships with society and shaping how business leaders interpret changes to their organizations. The path to sustainability is best viewed as an organizational change initiative for which the “how” and “why” must be considered. Broadly, change initiatives have a notably poor success rate, which is likely related to discord between an initiative and the people undertaking it. Corporate sustainability is a transformational change that impacts business culture and a firm’s relationship with its community. To better understand implications of undertaking sustainability change initiatives in today’s global environment the corporate-societal relationship needs to be examined in this three-part paper in terms of value creation, for whom, and how sustainability is becoming an increasingly significant portion of this equation. First, a basis for corporate sustainability and the concepts surrounding who the stakeholders need to be examined, after which the reasons for attempting sustainability, in terms of value creation, and considerations for the implementation (culture, identity, attachment) of said change initiative will be explored. The paper aims to discuss these issues. Design/methodology/approach – Empirical and practitioner research papers were reviewed to illustrate the meaning and approaches to corporate sustainability and analyze how organizational change initiatives can best be used to facilitate organizational transformation. Findings – There is no consensus on the meaning of corporate sustainability, rather there continues to be an evolution of ideas and theories shaping the evolution of corporate sustainability. To implement any form of corporate sustainability requires that managers understand their objective and the cultural and psychological barriers of organizational change. Better engagement with those undertaking organizational change and clear articulation of the change’s purpose can better lend themselves to an initiative’s success. However, there is no panacea and managers must recognize that approaches may need to be altered. Research limitations/implications – Research tends to occupy one of two spheres, either corporate sustainability or change initiatives. More linkage between these two concepts and empirical research of the effectiveness of organizational change practices for corporate sustainability is needed. Practical implications – A better understanding of organizational change theories, practices, and procedures may benefit managers and organizations that endeavor to realize corporate sustainability. Social implications – Given the implications of recent corporate collapses and their perceived malice, there is now greater thought about the role these organizations have in society. Concepts regarding shared value and mutual benefit to society and corporations can be expected to remain at the forefront of the public decorum. Originality/value – This paper sought to draw stronger ties between corporate sustainability and organizational change, highlighting that the two are codependent.

Examining the planning and management of principal succession

2012 ◽  
Vol 50 (2) ◽  
pp. 136-158 ◽  
Author(s):  
Sally J. Zepeda ◽  
Ed Bengtson ◽  
Oksana Parylo
Keyword(s):  
School Leadership ◽  
Succession Planning ◽  
School Systems ◽  
Collaborative Partnerships ◽  
Structured Interviews ◽  
Principal Succession ◽  
Content Type ◽  
Planning And Management ◽  
Leader Succession ◽  
System Leaders

PurposeThe purpose of this study is to examine principal succession planning and management by analyzing current practices of handling school leader succession in four Georgia school systems.Design/methodology/approachLooking through the lens of organizational leadership succession theory, the practices of school systems as they experienced changes in school leadership were examined. Participants included superintendents, assistant superintendents, other central office leaders, and principals. A multiple‐case approach was selected with semi‐structured interviews providing the major source of data.FindingsFindings suggest the following: there is a difference in the sense of urgency for the planning and management of the succession of principals; the development of aspiring leaders was identified as a critical component of planning and management of succession; mentoring was an essential practice through the succession process; and reliance on collaborative partnerships with outside organizations was highly valued.Practical implicationsThe implications of the study include a call for further research to determine the differences in leader succession planning and management needs related to the varying contexts. In addition, the study implies that building collaborative partnerships with university preparation programs and other external professional development organizations may assist systems in the planning and management of principal succession.Originality/valueThe originality of this study stems from the lack of literature that directly examines the experiences and practices of principal succession. The findings can inform school system leaders of succession planning and management issues and practices that exist in the four systems studied. As leadership becomes more recognized for its impact on student achievement and school performance, it is imperative that succession is managed and planned to ensure sustainability and effectiveness.

scholarly journals From needs to deeds

2019 ◽  
Vol 22 (1) ◽  
pp. 1-20
Author(s):  
Niclas Sandström ◽  
Anne Nevgi
Keyword(s):  
Change Process ◽  
Research Literature ◽  
Facilities Management ◽  
University Campus ◽  
Snowball Sampling ◽  
Structured Interviews ◽  
Change Initiatives ◽  
Content Type ◽  
Key Stakeholders ◽  
User Groups

Purpose This paper aims to study a change process on a university campus from a pedagogical perspective. The aim of the process, as expressed by facilities management and faculty leadership, was to create campus learning landscapes that promote social encounters and learning between students and researchers, as well as other embedded groups. The paper addresses how pedagogical needs are or should be integrated in the design process. Design/methodology/approach The data of this case study regarding change on campus consist of semi-structured interviews of information-rich key stakeholders identified using snowball sampling method. The interviews were analysed to find common themes and reference to pedagogical needs and expectations. Findings Campus usability and reliability are improved when pedagogy informs the design, and needs such as sense of belonging (human) and connectivity (digital) are fulfilled. User-centred design should be followed through during the whole campus change process, and there should be sufficient communications between user groups. Research limitations/implications The discussion is based on one case. However, the recommendations are solid and also reflected in other related research literature regarding campus change initiatives. Practical implications The paper states recommendations for including pedagogical needs in campus learning landscape change and underlines the role of real user-centred processes in reaching this goal. Originality/value The study introduces the concept of campus reliability and highlights a missing link from many campus change cases – pedagogy – which is suggested to be essential in informing campus designs that produce usable and reliable future-ready outcomes.

scholarly journals Transformational change by a post-conventional leader

2019 ◽  
Vol 40 (4) ◽  
pp. 457-471 ◽  
Author(s):  
Eva Norrman Brandt ◽  
Sofia Kjellström ◽  
Ann-Christine Andersson
Keyword(s):  
Change Process ◽  
Design Methodology ◽  
Organizational Transformation ◽  
Transformational Change ◽  
Change Processes ◽  
Structured Interviews ◽  
Content Type ◽  
Roles And Responsibilities ◽  
Holistic Understanding ◽  
Practical Implications

Purpose The purpose of this paper is to examine people’s experience of a change process and if and how post-conventional leadership principles are expressed in the change process. Design/methodology/approach The study used a retrospective exploratory qualitative design. In total, 19 semi-structured interviews and 4 workshops were conducted and analyzed in accordance with a thematic qualitative analysis. Findings The post-conventional leadership appears to have facilitated an organizational transformation where explorative work methods aimed at innovation and improvement as well as holistic understanding was used. Dispersed power and mandate to employees, within set frames and with clear goals, created new ways of organizing and working. The leader showed personal consideration, acknowledged the importance of the emotionally demanding aspects of change and admitted the leader’s own vulnerability. Balance between challenge and support created courage to take on new roles and responsibilities. Most employees thrived and grew with the possibilities given, but some felt lack of support and clear directions. Practical implications Inspiration from this case on work methods and involvement of employees can be used on other change efforts. Social implications This study provides knowledge on leadership capabilities needed for facilitation of transformational change. Originality/value Few transformational change processes by post-conventional leaders are thoroughly described, and this study provides in-depth descriptions of post-conventional leadership in transformational change.

Budgeting reconsidered: exploring change initiative in a bank

2019 ◽  
Vol 15 (1) ◽  
pp. 100-126
Author(s):  
Danielius Valuckas
Keyword(s):  
Global Financial Crisis ◽  
Resistance To Change ◽  
Change Initiative ◽  
Structured Interviews ◽  
Content Type ◽  
Financial Market Stability ◽  
Initial Resistance ◽  
Change Framework ◽  
The Global Financial Crisis ◽  
Training And Support

Purpose This study aims to explore and understand a beyond budgeting-inspired initiative to abandon budgeting in a multinational bank. Design/methodology/approach Analysing data from semi-structured interviews with actors involved in and affected by the change initiative, this paper draws on Kasurinen’s accounting change framework as well as concepts from institutional theory to investigate the rationale for and the challenges of budget abandonment. Findings Although the improving financial market stability and the increasing accountability of banks after the global financial crisis motivated the initial organisational changes, the appointment of a head of finance with experience of beyond budgeting was a major catalyst of change. This change-promoting leader was of utmost importance in providing relevant training and support, facilitating the change initiative and overcoming the initial resistance to change. However, the remnants of former budgeting practice did not regress as intended, and the change initiative stalled. Originality/value This research contributes to beyond budgeting and accounting change studies by illustrating a stalled change initiative in the context susceptible to beyond budgeting ideas and highlighting the importance of aligning discourse and meaning with practice and routines.

Understanding the role of social media in organizational change implementation

2020 ◽  
Vol 43 (9) ◽  
pp. 1097-1116
Author(s):  
Muhammad Naeem
Keyword(s):  
Social Media ◽  
Organizational Change ◽  
Resistance To Change ◽  
Change Implementation ◽  
Structured Interviews ◽  
Change Initiatives ◽  
Content Type ◽  
Change Acceptance ◽  
Media Applications

Purpose The purpose of this study is to identify the role of social media in implementing effective organizational change. The study illuminates how social media applications support the antecedents of organizational change in the workplace. Design/methodology/approach The study followed an interpretive approach based on qualitative design and grounded theory using 41 non-directive and semi-structured interviews with change leaders and change recipients. These respondents were chosen using purposive sampling and thematic analysis was then performed using NVivo 11-Plus software. Findings This research highlights how social media applications can be used to overcome the challenges of organizational change implementation. The findings of the study illuminate various emerging themes such as social media applications are beneficial for fostering knowledge sharing about change processes and enhancing effective communication during change formulation and implementation. It can increase the level of trust and participation in decision-making and decrease the level of resistance to change. Also, it can enhance the level of support for change acceptance in the workplace. Practical implications Social media application (SMAs) are helpful to foster informal, constructive and relevant discussion with respect to routines organizational tasks, employee concerns about new changes, information about job security and financial and non-financial benefits after change implementation. The effective and efficient use of SMAs helps organizations to foster knowledge amongst employees and they can address various critical issues i.e. employee uncertainties about change initiatives, social consensus on the solution of problems and interactive communication among social actors within a network. Originality/value The study represents an effort to explore seldom-researched aspects such as the role of social media in the context of change formulation and implementation at the workplace. Social media applications have become popular across the world and the speed of their usage is rising day by day, but their real contribution toward organizational change has not yet been fully understood.

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