scholarly journals Recognition and change: embracing a mobile policing initiative

2020 ◽  
Vol 33 (5) ◽  
pp. 965-977
Author(s):  
Philip Hancock ◽  
Danielle A. Tucker
Keyword(s):  
Organizational Change ◽  
Qualitative Data ◽  
The Novel ◽  
Police Departments ◽  
Front Line ◽  
Content Type ◽  
Individual Interviews ◽  
One Year ◽  
Protective Culture ◽  
Line Officers

PurposeRadical notions of recognition at work have not been considered widely in respect of organizational change. This article examines the introduction of a change programme across two UK police departments, during which front-line officers were actively involved and consulted throughout its pilot phase. The purpose of this article is to consider the question of whether or not a perceived sense of recognition amongst officers contributed to the success of this initiative.Design/methodology/approachThe research utilizes qualitative data derived from individual interviews, focus groups and observations, gathered over one year, within two UK police departments. The data was analysed thematically. Reflection, and an ongoing discussion with officers, led to a theoretical exploration of recognition in order to explore the apparent success of the programme.FindingsRecognition, consisting of a sense of love, respect and esteem, appears to offer a notable impetus to the acceptance of a change programme within a traditionally change averse organization. Resistance to organizational change may be better addressed through a strategy that seeks to actively promote the claims to recognition of organizational members, particularly through the extension of a right to participate within the context of a supportive and protective culture of engagement.Originality/valueThe article utilizes the novel, but increasingly utilized, theory of recognition to analyse and explain positive employee involvement in a change programme within the police. An approach that helped to achieve change in a widely acknowledged change-resistant organization.

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.

From entity to process: toward more process-based theorizing in the field of organizational change

2018 ◽  
Vol 14 (1) ◽  
pp. 80-98 ◽  
Author(s):  
Matthias Wenzel ◽  
Jochen Koch
Keyword(s):  
Organizational Change ◽  
Design Methodology ◽  
Qualitative Data ◽  
Future Research ◽  
Content Type ◽  
Step Procedure ◽  
Process Perspective

Purpose The purpose of this paper is to make a case for more process-based theorizing in the field of organizational change. Design/methodology/approach To emphasize the importance of a process perspective on organizational change, this paper challenges the prevalent theorizing approach that treats organizational change as entity and argues that process-based theorizing can help researchers gain a better understanding of organizational change. Findings To direct future research toward more process-based theorizing, this paper proposes a systematic four-step procedure for the analysis of qualitative data that helps researchers theorize organizational change from a process perspective. Originality/value Overall, this paper contributes to theorizing efforts in the field of organizational change by offering a reflective account on the challenges that entity-based theorizing entails, strengthening the position of process-based theorizing in light of these challenges and providing an outlook on how scholars can develop theoretical insights on organizational change from a process perspective.

Factors that impact the success of an organizational change: a case study analysis

2017 ◽  
Vol 49 (5) ◽  
pp. 213-230 ◽  
Author(s):  
Steven H. Appelbaum ◽  
Aleksey Cameron ◽  
Floris Ensink ◽  
Jahnabi Hazarika ◽  
Raid Attir ◽  
...  
Keyword(s):  
Organizational Change ◽  
Literature Review ◽  
Sample Size ◽  
Field Research ◽  
Organizational Systems ◽  
Commitment To Change ◽  
Content Type ◽  
Factors Affecting ◽  
Management Level ◽  
Individual Interviews

Purpose The purpose of this paper is to investigate the factors that impact the success of an organizational change within an organization under study. Design/methodology/approach Five hypotheses were developed to investigate independent variables as possible factors affecting employees’ commitment to change. The research is based on a three-step process consisting of a literature review and field research through survey and interviews. The literature review served to establish an important foundation for understanding the problem. The field research involved employees taking part in the change completing a survey. Individual interviews were also conducted with management level employees actively involved in the change process. The paper is an empirical-based case analysis. Findings The results demonstrate that employees’ commitment to change, in this organization, can be improved through increasing formal and informal communication, creating adaptive organizational systems and enhancing the role of transformational leaders during the change. Research limitations/implications Sample size was affected due to the limited availability of employees during a specific organizational cycle. Increased sample size would allow further investigation about employees’ commitment to change. Additional research could be done on how the company’s systems and practices can be adapted to change. Practical implications The success of a change project is critical for its future strategy and major project implementation. It is crucial that a systematic process be followed to implement this change. It is suggested that the John Kotter’s “eight” step change management model be adopted as a framework to the implementation plan. Social implications New behaviors are subject to degradation if they are not ingrained in social norms and shared values, i.e. if they do not become part of the culture. Managers emphasized that, even though they are creating a new team, they recognize the importance not to create a “Monster” or a new alien culture. Leaders must make sure that all new behaviors required for the integration become part of the existing culture. Originality/value The paper provides insight in some of the factors that lead to a successful organizational change and team integration. The paper recommends four steps to address communication, organizational systems and culture to improve employees’ commitment to change.

Offender interviews: implications for intelligence-led policing

2019 ◽  
Vol 42 (1) ◽  
pp. 31-42 ◽  
Author(s):  
Lucia Summers ◽  
D. Kim Rossmo
Keyword(s):  
Front Line ◽  
Content Type ◽  
Strategic Actions ◽  
Police Patrol ◽  
Interview Research ◽  
Chronic Offenders ◽  
Line Officers ◽  
Source Of Information ◽  
Practical Implications

PurposeIntelligence-led policing (ILP) involves the analysis of data to inform the development and implementation of strategic actions aimed at more efficiently reducing crime. The purpose of this paper is to examine how chronic acquisitive offenders – a focus of ILP – respond to police patrol, and how this knowledge can be turned into actionable strategies to reduce crime.Design/methodology/approachInterviews were conducted with 137 chronic offenders who had multiple convictions for burglary, robbery and/or vehicle crime. The interviews involved the collection of both qualitative and quantitative data, including responses to situational crime vignettes.FindingsWhen encountering police patrols, criminals were initially more likely to displace (e.g. committing crime elsewhere and/or later in the day) than to desist from offending. Some of the conditions under which police patrol was most effective were identified, including offenders’ fear of being recognized by officers. Repeated thwarted crime attempts appeared to be most impactful, with even the most chronic offenders becoming “worn down.”Practical implicationsThe profiles of top offenders should be systematically disseminated to front line officers to augment the effectiveness of police patrol and minimize the possibility of crime displacement.Originality/valueOffender interviews are a valuable source of information but they have been underutilized within an ILP framework. This research illustrates how offender interview research can inform and support the role of police in preventing crime.

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.

scholarly journals Evolving emotional experiences following organizational change: a longitudinal qualitative study

2015 ◽  
Vol 10 (2) ◽  
pp. 105-133 ◽  
Author(s):  
Fay Giæver ◽  
Roy K. Smollan
Keyword(s):  
Organizational Change ◽  
Qualitative Study ◽  
Emotional Reactions ◽  
Emotional Experiences ◽  
Content Type ◽  
Emotional Change ◽  
One Year ◽  
Reactions To Change ◽  
Insight Into ◽  
Collection Methods

Purpose – There is a lack of qualitative longitudinal studies in the literature exploring the complexity and dynamism of affective experience during phases of organizational change. The purpose of this paper is to explore the nature and intensity of emotional reactions to change and the contextual triggers that made them vary. Design/methodology/approach – In total, 11 nurses in a Norwegian public hospital were interviewed at three points in time about a change in technology, one month prior to implementation, three months after implementation and one year after implementation. They were asked to reflect “forwards” and “backwards” about their emotional experiences to the technical change in particular and to other changes occurring at work. Findings – The informants reported mixed emotional experiences to change at all three interviews. Emotion terms such as “uncertainty”, “joy” and “resignation” were reported at all times, “anxiety and “excitement” were only reported at Times 1 and 2 whereas “frustration” and “cynicism” were only reported at Times 2 and 3. Research limitations/implications – A larger group of informants would have produced greater insight into the evolving emotional change experiences. Further research could explore other contexts and a wider range of data collection methods. Originality/value – This is a rare qualitative study of emotional change experiences where the informants were interviewed three times.

scholarly journals Quick and dirty or rapid and informative? Exploring a participatory method to facilitate implementation research and organizational change

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ulrica von Thiele Schwarz ◽  
Kin Andersson ◽  
Carina Loeb
Keyword(s):  
Organizational Change ◽  
Change Process ◽  
Knowledge Generation ◽  
Knowledge Use ◽  
Content Type ◽  
Individual Interviews ◽  
Participatory Workshop ◽  
Report Data ◽  
Additional Support ◽  
Improve Service Quality

PurposeThe purpose is explore an approach to acquire, analyze and report data concerning an organizational change initiative that combines knowledge generation and knowledge use, and contrast that with a method where knowledge generation and use is separated. More specifically, the authors contrast a participatory group workshop with individual interviews analyzed with thematic analysis, focusing on information about the change process and its perceived practical relevance and usefulness.Design/methodology/approachParticipants were managers responsible for implementing a broad organizational change aiming to improve service quality (e.g. access and equity) and reduce costs in a mental health service organization in Sweden. Individual interviews were conducted at two points, six months apart (i1: n = 15; i2: n = 18). Between the interviews, a 3.5-h participatory group workshop was conducted, during which participants (n = 15) both generated and analyzed data through a structured process that mixed individual-, small- and whole-group activities.FindingsBoth approaches elicited substantive information about the content, purpose and process of change. While the content and purpose findings were similar across the two data sources, the interviews described how to lead a change process, whereas the workshop yielded concrete information about what to do. Benefits of interviews included personal insights about leading change while the workshop provided an opportunity for collective sense-making.Originality/valueWhen organizational stakeholders work through the change process through a participatory workshop, they may get on the same page, but require additional support to take action.

Tackling bribery and corruption in the Middle East: perspectives from the front line

2016 ◽  
Vol 23 (4) ◽  
pp. 843-854 ◽  
Author(s):  
Janice Goldstraw-White ◽  
Martin Gill
Keyword(s):  
Middle East ◽  
Design Methodology ◽  
Qualitative Data ◽  
Geographical Area ◽  
Descriptive Statistics ◽  
Front Line ◽  
Senior Managers ◽  
Policy Makers ◽  
Content Type ◽  
The Past

Purpose The aim of this paper is to see how senior managers in Middle East, an area frequently associated with high levels of bribery and corruption, tackle these in their organisations. Design/methodology/approach A qualitative approach was employed, using interviews with 66 employees responsible for bribery and corruption management in their organisations. The research instrument used included both open and closed questions which allowed participants to expand on their answers. Qualitative data and some descriptive statistics are used to analyse and summarise interview findings. Findings Over the past few decades, governments have tried to control bribery and corruption via legislation. However, this is a contested area and many argue that legislation is an inappropriate mechanism. This paper assesses the implications in one geographical area, the Middle East. As well as exploring current approaches for tackling corruption, it discusses how culture and tradition affect organisational practices. We show that whereas the majority of organisations have been committed to stamping out bribery and corruption, some have been willing to tolerate such illegal behaviours. Originality/value This paper informs academics, policy-makers and those responsible for managing bribery and corruption about the challenges faced by those in the Middle East.

Activation policies in action

2018 ◽  
Vol 38 (3/4) ◽  
pp. 329-344 ◽  
Author(s):  
Diego Coletto ◽  
Simona Guglielmi
Keyword(s):  
Economic Consequences ◽  
Activation Process ◽  
Front Line ◽  
Structured Interviews ◽  
Unemployed People ◽  
Content Type ◽  
Quantitative And Qualitative Research ◽  
Training Courses ◽  
Employment Rates ◽  
Line Officers

Purpose The purpose of this paper is to understand the process that occurs within public employment offices (PEOs) and its consequences for unemployed people. Specifically, it analysed some practices needed to implement activation programmes developed in some PEO in Lombardy (Italy) and the role of front-line officers, promoting a dialogue between the literature on activation policies on one hand and the literature on street-level bureaucracy on the other. Design/methodology/approach The fieldwork has been conducted in Lombardy, which is one of most economically developed areas both in Italy and in Europe. The empirical research integrated quantitative and qualitative research tools; specifically a CATI survey of 994 persons; participant and non-participant observations, semi-structured interviews, and an analysis of documents in four PEOs. Findings The paper describes and analyses both practices needed to implement activation programmes and the perceptions of the social actors (unemployed people and front-line officers) who build and address these practices daily. Specifically, the attention is focussed on the different forms of discretion used by PEOs’ front-line officers and a mix of technical, relational and psychological support received in the PEOs. Moreover, the authors noticed that the front-line officers’ discretion seemed to be more limited in those parts of the activation process in which it should be more relevant, that is, the identification of training courses aimed at increasing unemployed workers’ skills. Notwithstanding these limits, many users expressed positive opinions of these courses, which could be explained by secondary functions of training courses. Research limitations/implications The qualitative portion of the fieldwork has limited generalisability because it focussed on few PEOs. Practical implications The findings are relevant to policy makers who deal with activation policies and to public and private organisations that implement those policies. Originality/value Many studies have analysed the implementation of the welfare-to-work model that has oriented the reforms of labour market activation policies in most countries, focussing on the more tangible outcomes (essentially their efficacy in terms of re-employment rates). A growing stream of recent literature has begun to place more attention on the non-economic consequences of activation programmes, focussing mainly on countries with quite a long tradition of activation policies while remaining scant in countries where the implementation of activation programmes is still fragmented and more recent (like Italy). This paper aims to begin filling this gap by improving the knowledge on some non-economic consequences of activation programmes, focussing on user-officer relations and on daily practices in PEOs.

Business: Conceptualizations of Organizational Change Viewed Through the Lens of Power: A Tutorial for the Speech-Language Pathologist/Audiologist Administrator

2011 ◽  
Vol 21 (1) ◽  
pp. 9-17
Author(s):  
Patrick R. Walden
Keyword(s):  
Organizational Change ◽  
Health Care Organizations ◽  
Social Power ◽  
Social Systems ◽  
Front Line ◽  
Organization Level ◽  
Speech Language Pathologist ◽  
Constant State ◽  
Theories Of Change ◽  
Or Organization

Both educational and health care organizations are in a constant state of change, whether triggered by national, regional, local, or organization-level policy. The speech-language pathologist/audiologist-administrator who aids in the planning and implementation of these changes, however, may not be familiar with the expansive literature on change in organizations. Further, how organizational change is planned and implemented is likely affected by leaders' and administrators' personal conceptualizations of social power, which may affect how front line clinicians experience organizational change processes. The purpose of this article, therefore, is to introduce the speech-language pathologist/audiologist-administrator to a research-based classification system for theories of change and to review the concept of power in social systems. Two prominent approaches to change in organizations are reviewed and then discussed as they relate to one another as well as to social conceptualizations of power.

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