scholarly journals Dancing in the dark: creativity, knowledge creation and (emergent) organizational change

2014 ◽  
Vol 27 (2) ◽  
pp. 344-361 ◽  
Author(s):  
Fabrizio Maimone ◽  
Marta Sinclair
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Knowledge Creation ◽  
Individual Characteristics ◽  
First Century ◽  
Linear Change ◽  
Content Type ◽  
Work Spaces ◽  
Emergent Change ◽  
The Relationship

Purpose – The aim of this paper is threefold: to provide a framework for a better understanding of the relationship between creativity, knowledge creation/sharing, and organizational change; to define the key elements at individual and collective level that may contribute to the development of organizational spaces that favour a climate for creativity and knowledge creation as precondition of “emergent change”; and to contribute to the development of a multi-perspective approach to creativity and knowledge creation in twenty-first century organizations. Design/methodology/approach – The paper begins with a review of the emergent non-linear change theories and the change-related processes of knowledge creation. It uses the metaphor of dance to explore the relationship between emergent change and knowledge creation and sharing, and identifies the main factors that may impact this relationship. Findings – The authors' framework suggests that the identified factors act as precondition to emergent change. These factors are critical for change management in organizations operating in today's chaotic environment. Practical implications – The authors' framework suggests that the identified factors act as precondition to emergent change. These factors are critical for change management in modern organizations. The authors propose guidelines and provide examples how to manage work spaces and facilitate the organizational dance. Originality/value – Even though the academic literature already offers some evidence about the role and the centrality of spontaneous change, this paper provides a systematic, multi-perspective approach to the understanding and management of social, cultural and individual characteristics of bottom-up organizational change, focusing on its fundamental aspects of creativity and knowledge creation.

Tailor the message and change will happen? An experimental study of message tailoring as an effective communication strategy for organizational change

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Florian Haumer ◽  
Laura Schlicker ◽  
Paul Clemens Murschetz ◽  
Castulus Kolo
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Employee Engagement ◽  
Success Factors ◽  
Personality Types ◽  
Individual Characteristics ◽  
Communication Strategy ◽  
Content Type ◽  
Individual Level ◽  
Message Tailoring

PurposeThis study strives to improve one’s understanding of tailored messaging as an organizational communication strategy that amplifies processes of organizational change at an individual level of personality traits.Design/methodology/approachA scientific experiment was conducted to test the effects of tailored messages on self-reported employee engagement during an organizational change process.FindingsThe results show that tailored messaging improves employee engagement for change when messages fit the specific needs of different personality types. Conversely, message tailoring can lower employee engagement when messages do not match personality types. Further, message tailoring has different impacts at different stages of a change project.Research limitations/implicationsAn employee's ability to change as a function of his professional skill set as well as the project type (e.g. digital transformation project, post-merger integration project, leadership change project) should not be neglected in an overall model that aims to explain the success factors of change management.Practical implicationsObviously, proper targeting, timing, as well as the implementation of a valid, legal and feasible method for identifying an employee's personality as well as other individual characteristics are equally important and challenging to improve change management outcomes.Originality/valueThis study adds value to the discussion on the efficacy of message tailoring as a communication strategy for organizational change.

Family businesses: fertile environments for conflict

2015 ◽  
Vol 5 (2) ◽  
pp. 294-314 ◽  
Author(s):  
Steffen Großmann ◽  
Arist Von Schlippe
Keyword(s):  
Social Systems ◽  
Theoretical Background ◽  
Individual Characteristics ◽  
Future Research ◽  
Business Systems ◽  
Content Type ◽  
Study Approach ◽  
Holistic Understanding ◽  
The Relationship

Purpose – The purpose of this paper is to present an innovative study with a twofold focus: on highly escalated family business (FB) conflicts and on the interactions between conflicts and the failure of the company as FB. The authors devoted this paper to the question of how family-related conflicts are connected with the demise of FB. Conflicts constitute an essential part of every FB and may definitely have the power to superimpose the performance of the FB as well as the family life in a destructive way. Especially, highly escalated so called relationship conflicts can be seen as one reason for the failure of FB. Design/methodology/approach – The research aims at analysing the meaning of conflict in FB with respect to the failure of the FB. Therefore, the authors use an explorative case study approach. The study is based on a total of five case studies. As the authors use theory of social systems as a theoretical background, the authors focused in the analysis in all cases on patterns rather than on individual characteristics. Findings – As an essential part of the study the authors formulated eight hypotheses describing specific patterns of the conflict process as a communicative system. These hypotheses convey a comprehensible impression of the effects conflicts may have within FB and present a number of new facets of conflict dynamics and patterns of escalation in FB. Originality/value – In particular, the authors provide new insights into the dynamics of highly destructive forms of conflicts in FB and the relationship between family-related conflicts and the failure of FB. The authors also pave the way for future research that aim to develop a more holistic understanding about when and why the outcomes from family and business systems will conflict or be harmonious.

The effects of knowledge creation process on organizational performance using the BSC approach: the mediating role of intellectual capital

2018 ◽  
Vol 22 (4) ◽  
pp. 802-823 ◽  
Author(s):  
Gholamhossein Mehralian ◽  
Jamal A. Nazari ◽  
Peivand Ghasemzadeh
Keyword(s):  
Organizational Performance ◽  
Intellectual Capital ◽  
Knowledge Creation ◽  
Structural Equation ◽  
Positive Impact ◽  
Equation Modeling ◽  
Success Factor ◽  
Content Type ◽  
Key Dimensions ◽  
The Relationship

PurposeKnowledge is a key success factor in achieving competitive advantage in the current fast-paced and uncertain economic environment. Several studies in the literature have analyzed the relationship between knowledge creation (KC) and organizational success; however, the mechanisms by which KC leads to accumulation of intellectual capital (IC) and thereby affects various dimensions of organizational performance are understudied. The purpose of this paper is to examine how KC and IC and their relationship influence key dimensions of organizational performance.Design/methodology/approachA research model was developed and tested based on the literature in the areas of KC, IC and organizational performance. This study uses a survey sent to companies in an intensive knowledge-based industry. The balanced scorecard (BSC) approach was used to measure the key dimensions of organizational performance.FindingsThe results from structural equation modeling (SEM) on 470 completed questionnaires received from the pharmaceutical companies in Iran reveal that KC activities lead to the accumulation of organizational IC and IC has a crucial and positive impact on the BSC. Furthermore, the results from the path analysis indicate that IC mediates the effects of KC on the BSC.Practical implicationsThe findings of this study contribute to the extant literature on the relationship between knowledge and organizational performance by demonstrating that knowledge and KC lead to performance when organizations utilize KC activities and leverage them to accumulate IC. Once used effectively, IC will result in a better performance in the knowledge-intensive environments.Originality/valueThis is the first study that investigates how KC contributes to firm performance by incorporating the mediating impact of IC on the BSC. The proposed model and results will help organizations to identify the mechanisms through which KC initiatives improve organizational performance.

Theory of Planned Behavior and Different Forms Of Organizational Change Behavior

2018 ◽  
Vol 46 (10) ◽  
pp. 1657-1671 ◽  
Author(s):  
Yuha Yang ◽  
Jin Nam Choi ◽  
Kyungmook Lee
Keyword(s):  
Organizational Change ◽  
Theory Of Planned Behavior ◽  
South Korea ◽  
Change Management ◽  
Planned Behavior ◽  
Management Support ◽  
Behavioral Reactions ◽  
Change Behavior ◽  
Reactions To Change ◽  
The Relationship

Complementing prior research on the macro- and system-focused views of organizational change, we examined microprocesses of change by attending to 3 different forms of change behavior as predicted by the theory of planned behavior (TPB). Data were collected from 193 employee–coworker dyads working in various organizations in South Korea. Results showed that the TPB-based predictors were related to distinct forms of change behavior. Specifically, the change efficacy of employees predicted their compliance with change, management support for change predicted employees' cooperation with change, and change favorableness was related to proactive championing for change. Magnitude of change was a positive predictor of the 3 forms of change behavior (compliance, cooperation, and championing) and moderated the relationship between change efficacy and compliance with change. We have contributed to the literature by elaborating on the microlevel dynamics of organizational change by introducing the TPB to explain behavioral reactions to change.

The boat is rocked – Employees' grumbles: a decision dilemma

2015 ◽  
Vol 5 (7) ◽  
pp. 1-19
Author(s):  
Abd Latiff Sukri Bin Shamsuri ◽  
Ponmalar N. Alagappar ◽  
Dileep Kumar
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Learning Outcomes ◽  
Undergraduate Students ◽  
Communication Systems ◽  
Organizational Change Management ◽  
Content Type ◽  
Entrepreneurial Firm

Subject area Entrepreneurship, Strategic Management, Organizational Change Management. Study level/applicability Postgraduate and undergraduate students. Case overview Restoran Minang Plus is a self-styled family-owned and managed restaurant featuring a gamut of Malaysian Negeri Sembilan and Indonesian Padang dishes. The eatery establishment has sailed the food industry waters successfully since 2004 and currently has five branches. However, there are certain imperatives they have to institute to integrate their entrepreneurial challenges with organizational change management. The nature of the forces in the competitive restaurant landscape requires a continuous rethinking of current strategic actions, organizational change, communication systems, motivation, asset deployment and strategic flexibility to respond quickly to changing conditions and thereby develop and maintain a competitive advantage. The question is how do they integrate this organizational change management to their entrepreneurial challenges with a view to achieve and maintain competitive advantage? Expected learning outcomes The expected learning outcomes are as follows: understanding managing diversity by looking at the different categories of diversity, that is, generic characteristics and learned characteristics that influence work attitudes; explaining how fostering learning and reinforcement can help in increasing job satisfaction; describing the basic motivational needs of the employees and how it can help in increasing job performance; understanding how an entrepreneurial firm can maximize its firm performance through effective change management; and understanding the importance of strategic management in an entrepreneurial firm. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Sensemaking and sensegiving

2018 ◽  
Vol 14 (3) ◽  
pp. 291-313 ◽  
Author(s):  
Matthias Georg Will ◽  
Ingo Pies
Keyword(s):  
Organizational Change ◽  
Business Ethics ◽  
Change Management ◽  
Resistance To Change ◽  
Emotional Responses ◽  
Moral Foundations ◽  
Moral Foundations Theory ◽  
Trade Off ◽  
Relevant Alternatives ◽  
Content Type

Purpose Change management projects typically fail because they meet employee resistance created by emotional sensemaking processes. This paper aims to present an in-depth explanation for these failures and how change managers could avoid them. Design/methodology/approach This study presents an argument in the following three steps: it begins with an empirically well-established fact that attempts at change management often trigger negative emotional responses; the moral foundations theory is then used to identify the typical categories of emotional responses that may result in resistance to organizational change; and the ordonomic approach to business ethics is built upon to substantiate the diagnosis that, in many cases, emotional responses cause employees to behave in a way that is collectively self-damaging. Findings The core idea of the current study’s contribution is that emotionally driven processes of sensemaking can easily become dysfunctional, especially in situations that require extensive change. Consequently, it should be top priority for managers to engage in sensegiving, which comprises: narratives that explain what is going on against the background of relevant alternatives and appropriate discourses that guide how employees form their expectations. In a nutshell, sensegiving attempts to reframe sensemaking processes. Practical implications Even if a win–win potential already exists, it can still be misperceived. If employees are used to thinking within a trade-off framework, this might trigger trade-off intuitions and negative emotions, in effect leading to a situation that makes everyone worse off. Such mental models might become a self-fulfilling prophecy. To counter such a tendency, sensegiving aims at a professional management of sensemaking processes. The task of successful change management, properly understood, is to create and communicate win–win potentials, ensuring that all parties involved understand that they are not asked to sacrifice their self-interest, instead they are invited to participate in a process of mutual betterment. Originality/value The literature on sensemaking draws attention to the empirical fact that resistance to change is typically driven by emotions. The moral foundations theory helps in exactly identifying which emotional dimensions are relevant in times of organizational change. The ordonomic approach to business ethics points out that – owing to their emotional nature – processes of sensemaking might fail, that they may mislead employees into behavioral patterns that are collectively self-damaging. Therefore, a top priority for management is to engage in sensegiving, that is, in (re-)framing sensemaking processes.

Managing change: role of leadership and diversity management

2020 ◽  
Vol 33 (7) ◽  
pp. 1471-1483
Author(s):  
Rosemary Vito ◽  
Bharati Sethi
Keyword(s):  
Job Satisfaction ◽  
Organizational Change ◽  
Change Management ◽  
Diversity Management ◽  
Practical Reasons ◽  
Leader Member Exchange ◽  
Paid Work ◽  
Work Experiences ◽  
Content Type ◽  
Member Exchange

PurposeThe lived paid work experiences of two women (a European Canadian-born and a South Asian immigrant) demonstrate how low-quality leader–member exchanges and poor diversity management negatively influence employees' health, job satisfaction and retention during a period of major organizational change.Design/methodology/approachThis paper combined a narrative case study with auto ethnography to examine the lived paid work experiences of the two female authors and identify common patterns of meaning within the data.FindingsThe analysis of personalized accounts demonstrate the damaging results of a failed change management initiative when leaders did not follow an organizational change model and used an authoritarian leadership style. Further, the low-quality leader–member exchanges and poor diversity management reduced authors' feelings of inclusion and negatively impacted their emotional and physical health, job satisfaction, and retention.Research limitations/implicationsNew knowledge gained about leader–member exchange and diversity management has implications not only for leaders, but also human service managers. The data represents the authors' two perspectives, constraining generalizability. Larger samples of employees' narratives from diverse cultural/work backgrounds would be valuable to inform organizational change.Practical implicationsThe paper provides practical reasons for leadership training and skill development in change management models.Social implicationsGiven global demographic diversity, the findings are relevant to organizations, highlighting the importance of creating a climate of inclusion for workers' job satisfaction and retention and organizational success.Originality/valueWhile the sample size (n = 2) is very small, using a combination of personal experience methods offered insights into the complexity of leader–member exchange and diversity management from workers' perspectives, and went beyond successful cases, adding value to organizational change research.

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.

Network position and cooperation partners selection strategies for research productivity

2015 ◽  
Vol 53 (3) ◽  
pp. 494-511 ◽  
Author(s):  
Chih-Hsing(Sam) Liu
Keyword(s):  
Interpersonal Relationships ◽  
Knowledge Creation ◽  
Research Productivity ◽  
Critical Position ◽  
Content Type ◽  
Network Position ◽  
Cooperation Partners ◽  
The Relationship ◽  
Moderating Role ◽  
Practical Implications

Purpose – The purpose of this paper is to explore how individuals can leverage interpersonal relationships and critical network position to acquire knowledge and information for generate research productivity. Specifically, this paper argues that the relationship between tie strength and scholar productivity will be an inverted U-shape, and critical position as moderating role in research productivity generation process. The robustness tests were also provided. Design/methodology/approach – Using panel data from scholars in tourism academic fields, this paper investigated the conditions under which maintenance of social relations affects knowledge creation. In total, two different regression models and robustness tests were used to test the hypotheses in a sample of 201 tourism scholars from Taiwan and an analysis of 1,198 publications. Findings – The results showed that the relationship between tie strength and scholar productivity will be an inverted U-shape. Moreover, the moderating role of critical position of structural holes and betweennesss are recognized: it positively moderates with tie strengths and research productivity. Research limitations/implications – The empirical results are derived from a sample of scholars in Taiwanese business management departments, thus raising concern about the external generalizability to other departments and countries. Future research is, therefore, suggested to empirically test the validity of the framework and hypothesis in other departments or countries. Practical implications – The practical implications of the results are that individuals need to know that there are two underlying governing forces on the choice of their knowledge exchange partners and occupying critical network position. A diversified social relation is beneficial to the knowledge creation performance because of more information knowledge sharing while a specialized knowledge would avoid the detrimental effects of coordination and conflict problems on research productivity. Therefore, individuals should understand and careful choice their cooperation partners and network position in order to achieve better knowledge creation outcome. Originality/value – This research extends developments in social capital theory and the relational view into interpersonal relationships between tourism scholars and their cooperation partners. Furthermore, the paper also examines how critical position has effects on scholar’s research productivity creation process. Finally, studies that examine the relationship between tourism academic networks and different measures of research productivity are few in number, and those that use such longitudinal empirical work are particularly lacking. This study addresses these issues.

Understanding the low adoption of prefabrication prefinished volumetric construction (PPVC) among SMEs in Singapore: from a change management perspective

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gao Shang ◽  
Low Sui Pheng ◽  
Ong Le Tian Gina
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Construction Industry ◽  
Small And Medium Enterprises ◽  
Organizational Change Management ◽  
Content Type ◽  
Construction Productivity ◽  
Stratified Sample ◽  
The Government ◽  
Medium Enterprises

PurposeConstruction productivity issues have constantly surfaced in Singapore's construction industry. To push for productivity, the Government has implemented various initiatives to encourage industry players, particularly small and medium enterprises (SMEs), and to adopt more productive construction technologies. One of these technologies is prefabrication prefinished volumetric construction (PPVC), a concept of the design for manufacturing and assembly (DfMA) approach. This exploratory study sheds lights on PPVC adoption and its issues in Singapore in the context of the launch of the Construction Industry Transformation Map (ITM).Design/methodology/approachThe methodology used here is mainly a quantitative approach in the form of a survey. A questionnaire was developed and distributed to a pool of about 100 contractors, randomly chosen as part of a stratified sample. The questionnaire survey helps gain further insights into the industry's perceptions of PPVC and its adoption.FindingsThe study succeeded in identifying and analysing a list of drivers of and barriers to the adoption of PPVC. The top three most important potential drivers were “increase efficiency,” “technological change” and “changing nature of composition of workforce”. The three most important barriers were “ineffective on-site storage,” “high up-front payment” and “transportation issues”.Originality/valueThis study also looked into the organizational change management theory. Various theories were considered to help understand and implement change. It is understood that it is not only important for an organization to focus on the steps of these frameworks and models when the change is initiated but also for the organization to acknowledge and be mindful of the emotions of employees and take measures to overcome their emotions as part of organizational change management.

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