Ideological tensions amidst rapid and continuous organizational change in healthcare

2020 ◽  
Vol 33 (6) ◽  
pp. 1029-1039
Author(s):  
Kim McMillan ◽  
Amélie Perron
Keyword(s):  
Organizational Change ◽  
Moral Distress ◽  
Cost Savings ◽  
Qualitative Inquiry ◽  
Change Initiatives ◽  
Content Type ◽  
Culture Of Care ◽  
The Many ◽  
Ideological Tensions ◽  
Safe Care

PurposeThe aim of this study was to explore the nature of frontline nurses' experiences of living with rapid and continuous organizational change.Design/methodology/approachA critical hermeneutic approach was utilized. This was a qualitative inquiry theoretically guided by critical management studies.FindingsParticipants recognized that many change initiatives reflected an ideological shift in healthcare that supported a culture of service, whilst sacrificing a culture of care. A culture of service prioritized cost-savings and efficiency, which saw nurses lose the time and resources required to provide quality, safe care.Practical implicationsNurses felt morally responsible to uphold a culture of care, which proved challenging and at times unobtainable. The inability to provide quality, safe care in light of organizational changes resulted in a multitude of negative emotional repercussions, which fostered moral distress.Originality/valueThe findings from this study bring to light ideological tensions that negatively impact nurses. This study supports the conclusion that the planning, implementation and evaluation of organizational change initiatives must reflect a culture of care in order to alleviate the many negative experiences of organizational change noted in this study.

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 A performance measurement system for change initiatives

2019 ◽  
Vol 25 (7) ◽  
pp. 1647-1672
Author(s):  
Dag Naslund ◽  
Andreas Norrman
Keyword(s):  
Organizational Change ◽  
Performance Measurement ◽  
Measurement System ◽  
Major Change ◽  
Process Efficiency ◽  
Performance Measurement System ◽  
Change Initiative ◽  
Change Initiatives ◽  
Content Type ◽  
Practical Reality

Purpose The purpose of this paper is to develop, implement, test and further enhance a framework for measuring organizational change initiatives. Design/methodology/approach The conceptual part of the framework is based on the structured analysis of existing literature. The framework was further developed during an action research (AR) study where the authors developed, implemented, evaluated and improved the measurement system for organizational change initiatives. Findings The academic literature is rich in conceptual articles providing required characteristics of a “good” measurement system and frameworks for how organizations should measure performance. However, academia provides less empirical evidence of how these performance measurement systems can be implemented, evaluated and improved. In this paper, the authors present a study where the developed measurement system has been implemented, evaluated and improved. The results in terms of how the actual framework worked as well as the response from the case organizations are equally positive. Research limitations/implications The framework has been implemented in two different, major change initiatives in one case organization. While the results are truly encouraging, the framework needs to be further tested and refined in more organizations. Practical implications There is a gap between academic perception and practical reality regarding how organizations should measure performance in general as well as measuring organizational change initiatives. The presented, and empirically tested, framework measures both the results of the change initiative (effectiveness) the actual change process (efficiency) as well as the perception of the change initiative and process from different key stakeholders. Originality/value This is the first developed, implemented and further improved measurement system for organizational change which measures both the efficiency and effectiveness of the change initiative (process).

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.

Evidence and leading indicators of change success

2015 ◽  
Vol 31 (10) ◽  
pp. 1-5 ◽  
Author(s):  
Paul Arnold
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Business Leaders ◽  
Change Strategies ◽  
Change Initiatives ◽  
Content Type ◽  
Corporate Change ◽  
Technological Discontinuities ◽  
The Impact

Purpose – This paper discusses the important issues relating to the management of corporate change and includes an appropriate case study. It will benefit all business leaders, particularly those involved with the development of change strategies and the implementation of those strategies. Paul Arnold’s experience will improve their understanding of change management by providing the tools that will enable them to effectively understand and assess the progress of change initiatives in their organization. Findings – Every organization is subject to change, and virtually, everyone within the organization will be affected by change. Such is the impact of a rapidly evolving marketplace that organizational change management has become a permanent feature of the business landscape. To be effective, organizational change must be able to genuinely transform the business. Yet in the relentless search for new techniques to revolutionize the way things are done, and in the haste to manage technological discontinuities, many organizations fail to adequately develop, communicate and execute their vision for the change. Originality/value – The recently developed Change Index discussed in this paper provides a concrete and clear measurement system that enables management to effectively understand and assess progress of change initiatives in their organization. The paper benefits all business leaders, particularly those involved with the development of change strategies and the implementation of those strategies.

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.

scholarly journals Perception is reality: change leadership and work engagement

2017 ◽  
Vol 38 (7) ◽  
pp. 927-945 ◽  
Author(s):  
Jay L. Caulfield ◽  
Anthony Senger
Keyword(s):  
Organizational Change ◽  
Work Engagement ◽  
Quantitative Data ◽  
Qualitative Data ◽  
Cost Savings ◽  
Change Leadership ◽  
Employee Perceptions ◽  
Human Welfare ◽  
Content Type ◽  
Perceptions Of Leadership

Purpose The purpose of this paper is to investigate how employee perceptions of change and leadership might impact work engagement following major organizational change. Design/methodology/approach Social media invited US workers recently experiencing major organizational change to anonymously complete a web-based survey requesting qualitative and quantitative responses. Values-based coding and thematic analysis were used to explore qualitative data. Hierarchical and linear regression, and bootstrapped mediation were used to analyze quantitative data. Findings Analysis of qualitative data identified employees’ perceptions of ideal change and ideal leadership were well supported in the change leadership literature. Analysis of quantitative data indicated that employee perceptions of leadership fully mediated the relationship between employee perceptions of change and work engagement. Practical implications Study findings imply that how employees perceive change is explained by how they perceive leadership during change, and that these perceptions impact work engagement. Although these findings appear commonsensical, the less than stellar statistics on major organizational change may encourage leaders to become more follower-focused throughout the change process. Originality/value The study makes a contribution to an understudied area of organizational research, specifically applied information processing theory. This is the first study that identifies employee perceptions of leadership as a mediator for perceptions of change and work engagement. From a value perspective, leaders as successful change agents recognize significant cost savings in dollars and human welfare by maintaining healthy workplaces with highly engaged workers.

Change-supportive employee behavior: a career identity explanation

2015 ◽  
Vol 20 (1) ◽  
pp. 38-62 ◽  
Author(s):  
Evgenia I. Lysova ◽  
Julia Richardson ◽  
Svetlana N. Khapova ◽  
Paul G. W. Jansen
Keyword(s):  
Organizational Change ◽  
Work Values ◽  
Individual Characteristics ◽  
Future Research ◽  
Change Initiative ◽  
Change Initiatives ◽  
Content Type ◽  
Career Identity ◽  
The Individual ◽  
Willingness To Engage

Purpose – The purpose of this paper is to explore how career identity informs employees’ willingness to engage in organizational change initiatives. Design/methodology/approach – The paper draws on the findings of a qualitative case study exploring the experiences of 29 employees involved in a planned “bottom-up” organizational change initiative. At the time of the study, all interviewees were employed in a Dutch non-profit organization. Findings – Drawing on protean career theory and the literature on other-oriented work values, we show that career identity informs both how employees make sense of the respective organizational change and their willingness to engage in it. The authors found that proactive career behavior and a focus on other-oriented work values inform higher levels of employees’ engagement in the change, while passive career behavior and self-centered work values inform employees’ lower levels of involvement in the change initiative. Based on the findings, the authors conclude this paper with a conceptual model which captures the cyclical relationship between career identity and employees’ willingness to engage in organizational change initiatives. Research limitations/implications – Future research should consider both the individual characteristics of employees involved in change initiatives and content or contextual factors when exploring willingness to engage with change. Practical implications – Organizational change consultants and managers need to be aware of the influence of career identity on employees’ willingness to engage in organizational change and use this information during the implementation of change initiatives. Originality/value – The paper explores employees’ willingness to engage with organizational change initiatives through the lens of career identity.

The missing link in systems thinking

2016 ◽  
Vol 8 (2) ◽  
pp. 197-208 ◽  
Author(s):  
Jostein Langstrand
Keyword(s):  
Organizational Change ◽  
Organizational Behavior ◽  
Systems Thinking ◽  
Longitudinal Case Study ◽  
Change Initiatives ◽  
Philosophical Approach ◽  
Content Type ◽  
Organizational Infrastructure ◽  
And Behavior

Purpose Systems thinking is well established as an important perspective within the management field. However, the perspective is not always as all-encompassing as sometimes argued. This paper addresses the importance of including structural elements as a part of systems thinking in relation to organizational change. The purpose of the paper is to analyze how organizational infrastructure may influence processes and outcomes of organizational change initiatives. Design/methodology/approach The paper is based on a longitudinal case study of the introduction of lean in a large Swedish manufacturing company. The case study comprises three embedded cases, and the empirical material is based on interviews, observations and document studies. The material has been analyzed with a systems perspective, focusing on the interplay between ideas, infrastructure and behavior in the organization. Findings This paper suggests that organizational infrastructure may have a profound impact on organizational behavior. Consequently, an ambition to change organizational routines will be influenced by not only people’s sense-making and behavior but also the technology and infrastructure with which people interact. Research limitations/implications Thus, alignment between all these entities will facilitate the change process and increase the likelihood of successful organizational change. Thus, systems thinking requires stronger attention to organizational infrastructure to better understand organizational change processes, and a philosophical approach needs to be balanced against behavioral and technical aspects of change. Originality/value This paper challenges much of the received knowledge and assumptions about systems and suggests an expansion of systems thinking.

Permanent tensions in organization

2015 ◽  
Vol 29 (6) ◽  
pp. 654-669 ◽  
Author(s):  
Noora Jansson
Keyword(s):  
Organizational Change ◽  
Planned Change ◽  
University Hospital ◽  
Alternative View ◽  
Change Initiatives ◽  
Content Type ◽  
Paradox Theory ◽  
The Relationship ◽  
Organizational Reality

Purpose – The purpose of this paper is to investigate the relationship between permanent tensions and organizational change. Design/methodology/approach – This study used paradox theory and a case study. The case organization is a public university hospital in Finland involving several stakeholders. Findings – The analysis suggests that the relationship between permanent tensions and organizational change is a paradox that is part of organizational reality. As an organization learns to live with its permanent tensions, the renewal paradox settles into equilibrium. When tensions are provoked, the paradox is disturbed until it finds a new balance. This flexible nature of the paradox is the force that keeps the different stakeholders simultaneously empowered to maintain their unique missions and cohesive in order to benefit from the larger synergy. Practical implications – This research suggests that identification and evaluation of each permanent tension within an organization is important when executing organizational change. The fact that certain tensions are permanent and cannot be solved may have an influence on how planned change initiatives are executed. The results show that permanent tensions may be harnessed for the benefit of an organizational change. Originality/value – This research demonstrates originality by offering an alternative view of tensions, a view which emphasizes not only their permanent and plural nature but their importance for enabling the organization to change at its own, non-disruptive pace. The research also proposes a new concept, the “renewal paradox”, to enhance understanding of the relationship between permanent tensions and organizational change.

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