Emerging organizational parameters and their roles in implementation of organizational change

2018 ◽  
Vol 31 (5) ◽  
pp. 1084-1104 ◽  
Author(s):  
Usman Aslam ◽  
Farwa Muqadas ◽  
Muhammad Kashif Imran ◽  
Abdul Saboor
Keyword(s):  
Social Media ◽  
Organizational Change ◽  
Public Sector ◽  
Knowledge Sharing ◽  
Social Intelligence ◽  
Readiness To Change ◽  
Developed Countries ◽  
Change Implementation ◽  
Content Type ◽  
Effective Change

Purpose The purpose of this paper is to investigate new emerging organizational parameters and their roles in successful change implementation. These organizational parameters are rarely investigated especially in the context of organizational change (OC) in private and public sector organizations. Design/methodology/approach In cumulative, 403 valid responses have been obtained randomly from public sector workers by using self-administered questionnaires. Findings The results reveal that knowledge sharing regarding incremental and radical changes can helpful for effective OC implementation. Findings highlight the significant role of emotional and social intelligence in managing resistance and bringing openness to change in these organizations. It is also found that social media has become an important emerging organizational parameter to foster effective communication and knowledge sharing during OC implementation. Apart from the direct effects, readiness to change has multiple effects coupled with emerging organizational parameters to implement change successfully. Research limitations/implications The results of the current study offer diversified implications for theory, practice and global society. The theoretical base is taken from the well-known theories of management (i.e. Lewin’s three-step model, field theory, intelligence theory, cost-effective theory, social exchange theory, social network theory and social penetration theory). Emerging organizational parameters that have a potential impact on effective change implementation are identified. The findings suggest that global organizations should have to initiate effective networking structure using social media applications and social intelligence skills to remain connected and get positive responses about change formulation and implementation decision. Originality/value A majority of studies have presented the research model on OC implementation in the context of developed countries, which form 30 percent of the world’s population, mostly the Americas and Europe. It is observed that a developing country, such as Pakistan, has a culture that is based on power distance, collectivism and more political influence as compared to developed countries. Triandis et al. (1980) argued that any theoretical contribution without considering the cultural aspect can lead to bias findings. There is limited research available in the world that is conducted to examine the interactive effects of readiness to change on the relationship between effective change implementation, knowledge sharing, intelligence and social media. These findings are useful to plan and execute OC using new emerging organizational parameters.

Using social networking applications to facilitate change implementation processes: insights from organizational change stakeholders

2020 ◽  
Vol 26 (7) ◽  
pp. 1979-1998 ◽  
Author(s):  
Muhammad Naeem
Keyword(s):  
Social Media ◽  
Organizational Change ◽  
Social Networking ◽  
Knowledge Sharing ◽  
Change Process ◽  
Implementation Process ◽  
Change Implementation ◽  
Content Type ◽  
Implementation Processes ◽  
Insurance Sector

PurposeThe failure rate of change is high amongst countries and cultures where collectivism, destructive politics and resistance are high. Therefore, change leaders are more focused on exploring how they can create networking and socialization amongst major organizational stakeholders that can minimize detrimental cynicism and lobbying during change implementation. This study is an attempt to shed light on how Social Networking Applications (henceforth SNAs) can facilitate change implementation processes in the insurance sector.Design/methodology/approachThe individual reaction and interaction realities during the change process cannot be discovered once and for all as there are varied perspectives on the same subjects. Therefore, a social constructionist position was used to understand the different realties of change managers and change recipients using the context of insurance sector.FindingsThe study documented how SNAs can play an active role in addressing the concerns of employees as well as managing and protecting knowledge sharing to facilitate the change implementation process. The collaborative and interactive nature of SNAs can enhance richness in knowledge sharing and can facilitate the participation of employees. Therefore, management should monitor these platforms as a means to improve the change process and to address the concerns of employees. These networking channels which include WhatsApp and Facebook can enhance social interactions, support and acceptance at individual and organizational levels.Research limitations/implicationsSocial media has become a familiar tool for employees to use to discuss internal changes and policies within their organizations. Social media enhances the richness, reach, knowledge exchange and effective internal communication potential amongst organizational change stakeholders. Using social media, change recipients are now more empowered and connected with their leadership that ever before. It is now easier to facilitate decision making during the change formulation and implementation process.Practical implicationsSocial media applications have become necessary to ensure incremental and radical changes to the survival of dynamic businesses. The findings of this study are beneficial for change leaders and recipients of change to implement successful organizational change using social media tools. The effective and efficient use of social media applications helps organizations to foster knowledge amongst employees and they can address various critical issues, that is resistance to change, lower levels of knowledge sharing and support for change acceptance and lack of employee participation in decision making.Originality/valueThere is an inadequate understanding regarding how SNAs play a role in facilitating the change process in both public and private sector organizations. This study offers a social mchange facilitation model with the help of social learning, social networking and social behaviourism theories.

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

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

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

Exploring the sources and role of knowledge sharing to overcome the challenges of organizational change implementation

2018 ◽  
Vol 26 (3) ◽  
pp. 567-581 ◽  
Author(s):  
Usman Aslam ◽  
Farwa Muqadas ◽  
Muhammad Kashif Imran ◽  
Ubaid-Ur-Rahman Ubaid-Ur-Rahman
Keyword(s):  
Organizational Change ◽  
Knowledge Sharing ◽  
Change Implementation ◽  
Content Type ◽  
Interview Method ◽  
Social Structural ◽  
Public Sector Organizations ◽  
Change Leaders ◽  
New Strategies

Purpose In recent times, organizations and leaders are focusing on new strategies to increase the success rate of organizational change (OC) implementation. Therefore, this study aims to uncover the sources and role of knowledge sharing (KS) to overcome the challenges of OC implementation. Design/methodology/approach For this research, data have been gathered from respondents based on their key designations by using unstructured interview method. Thematic analysis was then performed using the NVivo 11-Plus software. Findings It has found that employees in public sector organizations are opposing OC because of ineffective communication, and a lower level of employee participation in decision-making and barriers of, for example, a cultural, social, structural and political nature. Therefore, this study suggests how KS can be used to overcome the challenges of OC implementation. Research limitations/implications KS has become necessary to ensure incremental and radical changes in the survival of dynamic businesses. The results are useful to enhance understanding regarding the role of KS in the context of OC among change leaders, researchers, academicians and policymakers. Originality/value The study provides meaningful and novel knowledge regarding role of KS to overcome the challenges of OC implementation. No prior research that contributes practical and theoretical knowledge in the perspective of KS and OC has been found, especially in the context of developing countries and Asian culture. Therefore, this investigation attempts to explore the role of KS and presented overarching conceptual framework in the real context of OC implementation.

Does employee readiness to change impact organization change implementation? Empirical evidence from emerging economy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Samar Rahi ◽  
Mahmoud Alghizzawi ◽  
Sajjad Ahmad ◽  
Mubbsher Munawar Khan ◽  
Abdul Hafaz Ngah
Keyword(s):  
Organizational Change ◽  
Knowledge Management ◽  
Self Efficacy ◽  
Readiness To Change ◽  
Self Determination Theory ◽  
Self Determination ◽  
Change Implementation ◽  
Research Model ◽  
Content Type ◽  
The Relationship

Purpose This study aims to gain insight into factors that impact employee readiness to change and organizational change management. Therefore, an integrative research model is developed with the combination of perceived competence, perceived relatedness, perceived autonomy, codification strategy and personalization strategy to investigate employee readiness to change. The research model tests the mediating role of employee readiness to change between factors underpinned self-determination theory, knowledge management strategy and organizational change management. In addition to the moderating role of self-efficacy is examined between the relationship of employee readiness to change and organizational change implementation. Design/methodology/approach This research is conducted under a positive paradigm, and therefore, a quantitative research approach is incorporated to design a research strategy. The research model is empirically tested with a sample size of 361 employees working in commercial banks of Pakistan. For data analysis, the structural equation modelling approach is applied. Findings Empirical findings indicate that altogether perceived competence, perceived autonomy, perceived relatedness, codification and personalization strategies had explained 76.8% variance in employee readiness to change. The effect size analysis shows that codification strategy has the largest impact in determining employee readiness to change. Therefore, the relatedness of employee tasks stands at the second stage in determining employee readiness to change. The predictive relevance of the research model is computed through blindfolding procedure and revealed substantial predictive relevance in measuring employee readiness to change. The findings of the research confirmed that the relationship between employee readiness to change and organizational change implementation will be stronger when self-efficacy is higher. Practical implications The current research has several contributions to theory and practice. Theoretically, this research extends the self-determination theory with knowledge management strategy and enriches literature in employee readiness to change and organizational change management context. Practically, this research suggests that policymakers should focus on factors underpinned by self-determination theory and knowledge management model to develop a positive attitude among employees towards readiness to change. Similarly, self-efficacy is another important factor that moderates the relationship between readiness to change and change implementation and should be considered for managerial implication. Originality/value This research is significant as it integrates two unique models, namely, the self-determination framework and the knowledge management model to investigate employee readiness to change. In addition to that, the research model is extended with the moderating effect of self-efficacy between the relationship of employee readiness to change and organizational change implementation.

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.

scholarly journals “Why not use it more?” Sources of self-efficacy in researchers’ use of social media for knowledge sharing

2018 ◽  
Vol 74 (6) ◽  
pp. 1274-1292 ◽  
Author(s):  
Hussain Alshahrani ◽  
Diane Rasmussen Pennington
Keyword(s):  
Social Media ◽  
Knowledge Sharing ◽  
Self Efficacy ◽  
Academic Staff ◽  
Structured Interviews ◽  
Content Type ◽  
Personal Mastery ◽  
Mastery Experience ◽  
Use Of Social Media ◽  
Postdoctoral Researchers

Purpose The purpose of this paper is to investigate the sources of self-efficacy that researchers rely on when using social media for knowledge sharing and to explore how these sources impact their use. Design/methodology/approach The study employed 30 semi-structured interviews with researchers at a major Scottish university. The authors analysed the interview transcriptions using directed content analysis. Findings The researchers relied on the four sources of self-efficacy proposed by Bandura (1977) when using social media for knowledge sharing. These sources lead researchers to use social media effectively and frequently for sharing knowledge, although some may discourage its use. Research limitations/implications It extends the self-efficacy integrative theoretical framework of Bandura (1977) by presenting the relative amount of the influence of these sources for researchers to share their ideas, experiences, questions and research outputs on social media. While the participants included academic staff, postdoctoral researchers, and PhD students, the majority were PhD students. Practical implications The findings can help universities understand how to promote productive use of social media. For example, academic staff who have high personal mastery experience could mentor those who do not. Originality/value This is the first known study to investigate the sources of self-efficacy that impact researchers’ use of social media for knowledge sharing.

Motivations for adopting unsolicited proposals for public-private partnership project implementation

2018 ◽  
Vol 23 (2) ◽  
pp. 221-238 ◽  
Author(s):  
Robert Osei-Kyei ◽  
Albert P.C. Chan ◽  
Ayirebi Dansoh ◽  
Joseph Kwame Ofori-Kuragu ◽  
Emmanuel Kingsford Owusu
Keyword(s):  
Public Sector ◽  
Developed Countries ◽  
Public Private Partnership ◽  
Project Implementation ◽  
Private Partnership ◽  
Content Type ◽  
The Public ◽  
Private Investors ◽  
Push And Pull ◽  
Specific Country

Purpose The purpose of this study is to explore the motivations of governments for adopting unsolicited proposals for public–private partnership (PPP) project implementation. Design/methodology/approach A comprehensive review of literature was conducted to derive a list of motivations for adopting unsolicited PPPs. Subsequently, an empirical questionnaire survey was conducted with international PPP experts. Inter-rater agreement analysis, mean significance index and independent two-sample t-test were used for data analysis. Findings Results reveal four very critical motivations for governments’ interest in unsolicited PPPs; these include: “enhanced private sector innovation and creativity in PPPs”; “lack of public sector capacity to identify, prioritise and procure projects”; “lack of private investors’/developers’ interest in projects at remote areas”; and “rapid implementation of PPP projects”. Further analysis shows that developing and developed countries view the significance of three motivations differently. Research limitations/implications The major limitation lies in the fact that this study only focused on the general motivations/rationale for using unsolicited PPP proposals and did not thoroughly examine and consider the inherent property of motivations (i.e. push and pull theories). Therefore, future studies should explore the “pull and push” motivations for adopting unsolicited PPPs within a specific country or region. Originality/value The research outputs inform international private developers of the key expectations of governments/public departments when submitting unsolicited PPP proposals for consideration by the public sector. Furthermore, the outputs will enable governments/public departments and private proponents to derive performance objectives and standards for unsolicited PPP projects.

Using enterprise social networks as a knowledge management tool in higher education

2017 ◽  
Vol 47 (4) ◽  
pp. 555-570 ◽  
Author(s):  
Niall Corcoran ◽  
Aidan Duane
Keyword(s):  
Higher Education ◽  
Social Networks ◽  
Social Media ◽  
Knowledge Sharing ◽  
Conceptual Model ◽  
Higher Education Institutions ◽  
Management Tool ◽  
Content Type ◽  
Enterprise Social Networks ◽  
Practical Implications

Purpose The management of organisational knowledge and the promotion of staff knowledge sharing are largely neglected in higher education institutions. The purpose of this study is to examine how enterprise social networks can enable staff knowledge sharing in communities of practice in that context. Design/methodology/approach The study is framed as an Action Research project, covering three cycles over a 12-month period. During the Diagnosing phase, a conceptual model was developed for empirical testing. Data were collected through 30 semi-structured interviews and a number of focus groups. This was supplemented by content analysis and reflective journaling. Findings The findings support the conceptual model and provide insight into the antecedents necessary for the creation of an enterprise social network-enabled knowledge-sharing environment, the motivators for and barriers to participation, and the perceived organisational and individual benefits of increased staff knowledge-sharing activity. Research limitations/implications As the study has a higher education focus, all of the findings may not be generalizable to other types of organisation. Further development of the conceptual model and testing in other contextual settings will yield greater generalizability. Practical implications A number of findings have practical implications for the management of higher education institutions, such as the evidence of a divide between faculty and other staff. In general, the study findings provide an opportunity for educationalists to better understand the scope and impact of employing social media platforms for knowledge sharing. Originality/value This paper adds to the growing body of work on organisational implementations of social media, and should be of interest to practitioners and researchers undertaking similar projects.

How does mobile social media affect knowledge sharing under the “Guanxi” system?

2020 ◽  
Vol 24 (6) ◽  
pp. 1343-1367 ◽  
Author(s):  
Xi Zhang ◽  
Jiaxin Tang ◽  
Xin Wei ◽  
Minghui Yi ◽  
Patricia Ordóñez
Keyword(s):  
Social Media ◽  
Knowledge Sharing ◽  
New Product Development ◽  
Negative Impact ◽  
Negative Influence ◽  
Content Type ◽  
Close Cooperation ◽  
The One ◽  
Explicit And Implicit Knowledge ◽  
The Impact

Purpose The purpose of this paper is to explore the impact of mobile social media functions on explicit and implicit knowledge sharing under the “Guanxi” system based on the framework of stimulus–organism–response (SOR). Design/methodology/approach Combined with Guanxi theory, this paper designs an experiment to collect data from the new product development (NPD) teams. Findings Interestingly, the results show that the effect of social media communication function on employees is greater than the impact of collaboration on employees. Specifically, on the one hand, the more employees communicate in social media, the better their feelings will be, the less they will share knowledge. On the other hand, the collaboration function has a significantly negative impact on the psychological factors of employees. Excessively close cooperation and contact may instead create a contradiction between the employees, which is not conducive to the occurrence of knowledge sharing. Originality/value This paper extends SOR framework by combining Guanxi theory to examine the relationship between social media functions and knowledge sharing behavior (KSB). In practical, companies should pay attention to the frequency of employee using social media when it is introduced for NPD teams to control the negative influence of social media functions on employee KSB.

The influence of team social media usage on individual knowledge sharing and job performance from a cross-level perspective

2019 ◽  
Vol 40 (5) ◽  
pp. 553-573
Author(s):  
Xiling Cui ◽  
Baofeng Huo ◽  
Yang Lei ◽  
Qiang Zhou
Keyword(s):  
Social Media ◽  
Job Performance ◽  
Knowledge Sharing ◽  
Team Performance ◽  
Operations Management ◽  
Hierarchical Linear Model ◽  
Mediating Effects ◽  
Content Type ◽  
Media Usage ◽  
Individual Knowledge

Purpose The purpose of this paper is to examine how team social media usage (SMU) affects two types of knowledge sharing (KS), namely, in-role and extra-role KS, and then individual job performance. The study also examines the mediating effects of two types of KS and the main and moderating effects of team performance norms on individual job performance. Design/methodology/approach This study applies the theory of communication visibility to develop a cross-level model and then validate it through a three-wave survey from 600 individuals in 120 teams. Hierarchical linear model is used to test the hypotheses. Findings The results suggest that team SMU improves team members’ in-role and extra-role KS, and thus enhances their individual job performance. The in-role and extra-role KS have partial mediating effects between team SMU and job performance. The results also show that team performance norms have a positive main effect on individual job performance, but negatively moderate the relationship between individual extra-role KS and job performance. Research limitations/implications This study contributes to the operations management literature by examining the effects of team SMU from a multilevel perspective. Practical implications The findings provide managers with ways to improve individual KS and job performance. Originality/value This study is one of the first to investigate the effects of team SMU on individual KS and job performance. It also identifies the two-sided effects of team performance norms.

Sign in / Sign up

Export Citation Format

Share Document