Partisanship and organisational change in Mauritius

2018 ◽  
Vol 31 (3) ◽  
pp. 656-675
Author(s):  
Sanjiv Gungadeen ◽  
Megan Paull ◽  
David Holloway
Keyword(s):  
Change Process ◽  
Management Practices ◽  
Resistance To Change ◽  
Evolutionary Process ◽  
Organisational Change ◽  
Small Island ◽  
Theory Approach ◽  
Content Type ◽  
Extant Literature ◽  
Key Dimensions

Purpose The purpose of this paper is to report on a study of change management practices in private sector organisations in the small island economy of Mauritius. Design/methodology/approach Interviews were conducted with key decision makers and individuals who had experienced the organisational change process in three private organisations from different sectors in Mauritius: a bank, a hotel and a privatised state-owned enterprise. A grounded theory approach was employed to establish the key dimensions of organisational change in this setting. Findings Organisational change is a multi-dimensional, multi-directional and evolutionary process strongly influenced by the contextual and historical aspects of the country. The emerging key elements of change identified in the data confirmed a range of dimensions evident in the extant literature, but also identified a largely unacknowledged factor, considered to be central to the change process in Mauritian organisations. This emerging factor was identified as partisanship. Originality/value This study served to confirm six dimensions evident in the extant literature on organisational change: organisational structure, organisational culture, leadership processes, individuals, knowledge management and resistance to change. A seventh dimension, and heretofore largely unacknowledged factor, considered to be central to the change process in Mauritian organisations was also identified: partisanship. The study identified this emerging key dimension as having a pervasive influence. History, culture and context have served to embed this dimension in Mauritian organisations. Evidence is presented to illustrate how the process of organisational change is undertaken in Mauritius, and identify the role of partisanship. This has the potential to be applied to other small island economies with similar historical, cultural or contextual features.

An exploratory study of online review management in hospitality services

2018 ◽  
Vol 28 (1) ◽  
pp. 79-98 ◽  
Author(s):  
Run Hong Niu ◽  
Ying Fan
Keyword(s):  
Management System ◽  
Management Practices ◽  
Measurement Model ◽  
Online Reviews ◽  
Online Review ◽  
Theory Approach ◽  
Content Type ◽  
Integrative Framework ◽  
Review Management ◽  
Key Dimensions

Purpose More and more customers refer to online reviews before making any purchasing decisions thanks to the increasing popularity of social media and online shopping. This phenomenon has caught the attention of business managers who are increasingly aware that online reviews provide great opportunities to connect with current and potential customers. However, both practices and research on online review management from the businesses’ perspective are fragmented. The purpose of this paper is to develop an integrative framework that includes the key dimensions of an online review management system. Design/methodology/approach Based on the Grounded Theory approach, the authors conducted a multiple case study by analyzing the interviews with 11 hospitality services. Findings The authors found that an online review management system should go beyond the current norm of response management to incorporate key dimensions of formality, centralization, specialization, response customization, integration and review analytics. Practical implications The study provides a systematic guideline for online review management practices. The framework can be used as a tool for a business to evaluate existing online review management practices and develop/refine its online review management system. Originality/value The study contributes to online review management literature by developing a comprehensive framework to understand the structure and processes of online review management. The key dimensions of an online review management system identified in this study provide an initial measurement model for the online review management construct. Furthermore, the study provides a springboard for future empirical validation and refinement of the key factors for effective online review management.

Changing the quality mindset at Ashok Leyland (Parts A and B)

2020 ◽  
Vol 16 (5) ◽  
pp. 519-550
Author(s):  
Anuradha M.V. ◽  
Rajan C.R. ◽  
Uma Rao Ganduri
Keyword(s):  
Organizational Culture ◽  
Culture Change ◽  
Change Process ◽  
Management Practices ◽  
Effective Leadership ◽  
Resistance To Change ◽  
Action Plan ◽  
Primary Data ◽  
Content Type

Theoretical basis Change in culture brought about by effective leadership is at the core of this case. Therefore, two broad topics can be discussed using this case: organizational culture change and Change Leadership OR Role of leaders in organzational change. Research methodology The case was prepared using primary data collected through a series of interviews conducted with participants of the change process. The participants included R. Sivanesan, Senior Vice President (Quality, Sourcing and Supply Chain) of Ashok Leyland, many members of the quality team, production department, HR executives and members of the marketing team. Secondary data in the form of an interview of Mr Vinod Dasari published in a popular magazine Autocar Professionals and organizational documents/presentations used during the change process were also used to build the case. Case overview/synopsis In 2011, when Vinod Dasari took over as the Managing Director and CEO of Ashok Leyland (AL), he hired R. Sivanesan. The quality standards of the vehicles produced in the AL plants in 2011 was far from satisfactory. He decided to change this. Part A of the case discusses the challenges faced by Sivanesan and Vinod Dasari in bringing about a change in the quality management practices at AL. Part B discusses the steps they actually took and the change that resulted from it. Learning objectives At the end of the case discussion, the participants will be able to develop an understanding of the various aspects of organizational culture and how it manifests itself; become aware of the underlying causes of resistance to change; critically evaluate and apply various theories of change management; create an action plan for changing the culture of any organization; and appreciate the role of leaders as change agents. Complexity academic level The central theme in this case is managing culture change within organizations through effective leadership. Instructors teaching courses in organizational theory, organization structure/culture and leadership will find this case relevant. It is primarily intended for use in MBA and Executive Education programs in Management.

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).

Reinforcing the significance of human factor in achieving quality performance in data-driven supply chain management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sanjana Mondal ◽  
Kaushik Samaddar
Keyword(s):  
Supply Chain ◽  
Organizational Performance ◽  
Industry 4.0 ◽  
Management Practices ◽  
Human Factor ◽  
Research Work ◽  
Data Driven ◽  
Theory Approach ◽  
Quality Performance ◽  
Content Type

PurposeThe paper aims to explore the various dimensions of human factor relevant for integrating data-driven supply chain quality management practices (DDSCQMPs) with organizational performance. Keeping the transition phase from “Industry 4.0” to “Industry 5.0” in mind, the paper reinforces the role of the human factor and critically discusses the issues and challenges in the present organizational setup.Design/methodology/approachFollowing the grounded theory approach, the study arranged in-depth interviews and focus group sessions with industry experts from various service-oriented firms in India. Dimensions of human factor identified from there were grouped together through a morphological analysis (MA), and interlinkages between them were explored through a cross-consistency matrix.FindingsThis research work identified 20 critical dimensions of human factor and have grouped them under five important categories, namely, cohesive force, motivating force, regulating force, supporting force and functional force that drive quality performance in the supply chain domain.Originality/valueIn line with the requirements of the present “Industry 4.0” and the forthcoming “Industry 5.0”, where the need to collaborate human factor with smart system gets priority, the paper made a novel attempt in presenting the critical human factors and categorizing them under important driving forces. The research also contributed in linking DDSCQMPs with organizational performance. The proposed framework can guide the future researchers in expanding the theoretical constructs through initiating further cross-cultural studies across industries.

‘Persistence and Silence: A Narrative Analysis of Employee Responses to Organisational Change’

2003 ◽  
Vol 8 (4) ◽  
pp. 73-87 ◽  
Author(s):  
Melanie Bryant
Keyword(s):  
Narrative Analysis ◽  
Workplace Violence ◽  
Management Practices ◽  
Resistance To Change ◽  
Organisational Change ◽  
Original Intent ◽  
Career Opportunities ◽  
Response To Change ◽  
The Individual ◽  
Employee Responses

This article is concerned with how employees talk about organisational change and focuses specifically on how employees discuss reactions and responses to change through the construction of narratives. Employees included in this study suggest that the use of voice as an attempt to inform managers of their discontent, or remaining silent and passive are the most common responses to organisational change. Within sociology and management literature, voice has been considered as a constructive response to change, providing invaluable feedback to managers about declining conditions or performance lapses. Alternatively, remaining silent or passive has been documented as a weak strategy in which the individual renounces control and forms a dependency relationship with powerful groups such as managers. The primary aim of this paper is to challenge the argument that voice is a constructive response to change and suggest that voice is likely to be perceived as destructive, thus leading to the removal of responsibilities and career opportunities. Furthermore, this paper argues that silence is the more constructive response to change, which is documented in this research as leading to the advancement of careers. Relationships between the way employees respond to organisational change and the type of narrative that they construct is also discussed. Those who report remaining silent construct ‘conversion stories’ suggesting that organisational change provided a turning point in which employees could embrace management practices and gain career advancement. Alternatively, those who reported using voice construct ‘atrocity tales’ in which change is associated with stories of workplace bullying, removal of career opportunities and workplace violence. These narratives suggest that the use of voice as a response to change is more complex than its original intent and explanation in the literature, providing challenges for researchers in understanding where voice as a constructive response ends and where resistance to change begins.

scholarly journals Professional development of sustainability competences in higher education

2017 ◽  
Vol 18 (5) ◽  
pp. 697-714 ◽  
Author(s):  
Wim Lambrechts ◽  
Elli Verhulst ◽  
Sara Rymenams
Keyword(s):  
Higher Education ◽  
Professional Development ◽  
Change Process ◽  
Organisational Change ◽  
Constructivist Approach ◽  
Content Type ◽  
Political Analysis ◽  
The Individual ◽  
The University

Purpose This paper aims to provide insights into the relation between professional development (PD) and organisational change processes towards sustainability, with a specific focus on empowerment. Design/methodology/approach The paper builds upon a constructivist approach, combining a literature review, a desk research on key publications and reports and a socio-political analysis to reveal the specific context in Flanders, Belgium. Findings are then connected to earlier insights from research on organisational change for sustainability. Findings The paper provides a number of PD initiatives that focus on sustainability in general and in a single higher education (HE) institution. Framing such initiatives as an organisational change process offers insights on how elements of empowerment are currently incorporated in PD initiatives and how it can strengthen them to lead to the further integration of sustainability competences in HE. Research limitations/implications Limitations are linked with the kind of sources used in the constructivist approach. The analysis only looks at written reports on the topic, albeit it also builds upon the first-hand experiences of educators in the HE institution focused upon in the case. Practical implications There is a need to frame PD initiatives as an organisational change process towards sustainability with specific attention towards empowerment. Without this framing, PD approaches comprise the risk of being left in the margins or being understood as single initiatives without any connection to the bigger picture, i.e. the transition towards sustainability in HE. Social implications Interlinking PD and organisational change provides opportunities to frame the sustainability transition within the university in a wider societal context. Originality/value The paper provides an original contribution to the debate on sustainability competences, as it frames the PD within an organisational context, rather than focusing on the individual role of educators.

Resistance to change in the financial management of small family-owned firms: a grounded theory of family firms in Laos

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hanvedes Daovisan ◽  
Thanapauge Chamaratana
Keyword(s):  
Grounded Theory ◽  
Financial Management ◽  
Family Firms ◽  
Management Practices ◽  
Resistance To Change ◽  
Sampling Procedure ◽  
Content Type ◽  
Management Processes ◽  
Open Coding ◽  
Axial Coding

Purpose The purpose of this study is to apply a grounded theory (GT) approach to develop a theory of resistance to change in the financial management of Laotian family firms. Design/methodology/approach The research adopts a GT approach, using a theoretical sampling procedure. Interviews were conducted with 36 Laotian family firms between April 2017 and May 2019. The in-depth interview transcriptions were analyed using open coding, axial coding and selective coding. Findings The interviewees identified that strategic planning, budgeting and management processes are factors influencing resistance to change. Research results show that accounting portfolios, investment decisions and return on assets are aspects of financial management that are particularly prone to change. The authors, therefore, suggest that Laotian family firms’ reduction in confidence and loss aversion may activate resistance to the adoption of more efficient financial management practices. Originality/value To the best of the authors’ knowledge, this is the first research to attempt to use grounded data to emerge a theory of resistance to change in financial management in Laos.

Portuguese primary healthcare – sustainability through quality management

2017 ◽  
Vol 34 (2) ◽  
pp. 251-264 ◽  
Author(s):  
Sónia Duarte Silva ◽  
Ana Fonseca
Keyword(s):  
Quality Management ◽  
Primary Healthcare ◽  
Management Practices ◽  
Resistance To Change ◽  
Global Perspective ◽  
Local Health ◽  
Healthcare Organizations ◽  
Management Tools ◽  
Content Type ◽  
Health Trust

Purpose The purpose of this paper is to apply quality management tools and practices in the design of an integrated accreditation model for Local Health Trusts, in order to contribute to the sustainability of the Portuguese Primary HealthCare Service. Following the guidelines of the Portuguese Health Quality Strategy, the proposed model is an adaptation of the model from Agencia para la Calidad Sanitaria de Andaluzia. Design/methodology/approach The development of the integrated accreditation model was based on a literature review, complemented with observation and analysis of the usual working methods in a Local Health Trust (Western Oporto Health Trust). Findings Local Health Trusts include not only clinical management units but also non-clinical administrative units. Therefore, the National Model for Accreditation of HealthCare Institutions is not easily or directly applicable to them. To overcome this problem, the model proposed in this study incorporates ISO 9001 principles, widely accepted regarding organizational management. The success of the application of this model is highly dependent on the ability of public Primary HealthCare organizations to deal with potential problems such as resistance to change, lack of leadership and inadequate people management and involvement. Originality/value The integrated accreditation model proposed in this research is expected to promote the cohesion of Local Health Trust units, encouraging integrated quality management practices and continuous improvement strategies, leading Local Health Trusts, Primary Care and HealthCare in a global perspective toward sustainability.

scholarly journals Fundamental elements of university-industry interaction from a grounded theory approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rafaela Bürger ◽  
Gabriela Gonçalves Silveira Fiates
Keyword(s):  
Grounded Theory ◽  
Management Practices ◽  
Small Sample Size ◽  
Small Sample ◽  
Theory Approach ◽  
Innovation Ecosystem ◽  
Content Type ◽  
The University ◽  
Grounded Theory Approach ◽  
University Industry

PurposeThis work aims to analyze the university–industry interaction in innovation ecosystems. The problem under study addresses how agents can operate in university–industry interactions to enhance the connections, specifically in the aspect of operational mechanisms of an innovation ecosystem.Design/methodology/approachThe study is qualitative, applied through grounded theory approach, cross-sectional and multiple sources of evidence – semi-structured interviews were conducted. An explanatory conceptual model was subsequently compared with the literature and validated with specialists.FindingsThe results showed that the university–industry interaction is influenced by several factors, such as networking, legal support, facilitating agents, management practices. Despite this, some other factors were identified for the improvement of U–I relationships, such as: strengthening of triple helix, greater legal certainty and encouragement of open innovation.Research limitations/implicationsThe small sample size and the heterogeneity among the universities interviewed did not allow full saturation to occur. In spite of that, a significant level of saturation with respect to the challenges and barriers was observed.Practical implicationsThis work has a direct dialogue with researchers, managers and actors involved in university–industry interaction with regard to increasing the capacity for creation and dissemination of knowledge among organizations, educational institutions, government and companies.Originality/valueBy adopting a grounded theory approach, a detailed research agenda addresses research needs in two main areas: activities that precede the interaction between universities and companies, and the organization and management of the consequences of collaborative relationships.

scholarly journals Managing people and learning in organisational change projects

2017 ◽  
Vol 30 (6) ◽  
pp. 923-935 ◽  
Author(s):  
David Shaw
Keyword(s):  
Design Methodology ◽  
Management Practices ◽  
Organisational Change ◽  
Organisational Learning ◽  
Sense Making ◽  
Content Type ◽  
Project Outcomes ◽  
New Ideas ◽  
Change Projects ◽  
Internal Sense

Purpose The purpose of this paper is to assess the influence of people management practices on the outcomes of organisational change projects through their contributions to organisational learning. The contributions to their outcomes of particular corporate and project-specific people management practices are considered. Design/methodology/approach Case studies of two organisational change projects undertaken by Arts Council England during 2006-2007 are used to examine how far and in what ways people management practices influence the outcomes of such projects. Organisational change is considered as an instance of organisational learning, which in turn is examined in relation to the twin activities of developing new ideas and internal sense-making. Findings Evidence is presented that certain people management practices, individually and in combination, influence the outcomes of organisational change projects significantly through their contributions to organisational learning. Research limitations/implications Research into the influence of particular people management practices, and the contexts and processes through which it is exerted, is necessary to develop more generalisable conclusions. This influence is liable to be invisible to less granular research into people management as a general construct. Originality/value Research into the use of project management methods specifically to implement organisational change is sparse. The findings of this paper contradict findings from research into the influence of people management on project outcomes in general, which suggest that it does not have a significant effect.

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