The role of vision in organizational readiness for change and growth

2016 ◽  
Vol 37 (7) ◽  
pp. 983-999 ◽  
Author(s):  
MD Haque ◽  
Angela TitiAmayah ◽  
Lu Liu
Keyword(s):  
Path Analysis ◽  
Organizational Performance ◽  
Readiness For Change ◽  
Organizational Readiness ◽  
Theory And Practice ◽  
Theoretical Point ◽  
Organizational Growth ◽  
Content Type ◽  
Organizational Readiness For Change ◽  
The Relationship

Purpose The purpose of this paper is to use path analysis to test a model that posits that vision will have both direct relationships with organizational growth and indirect relationships to organizational growth through the mediating effects of organizational readiness for change. Design/methodology/approach The population of the study consisted of 104 fully or partially employed business students from a higher education institution located in Southern California. The data were gathered by questionnaires and analyzed by path analysis to test the hypothesized model. Findings The results suggested that perceived readiness for change mediates the relationship between vision attributes and organizational growth. Also, there was a direct impact of vision content (VC) on organizational growth. Perceived readiness for change did not mediate the relationship between VC and organizational growth or the relationship between vision communication and organizational growth. Practical implications The study makes contributions to both theory and practice. From a theoretical point of view, examining the relationship between organizational vision and perceived organizational readiness for change enriches the understanding of the organizational change process, and in turn enhances organizational performance and growth. In addition, the authors add to existing knowledge by empirically investigating the important role that vision and employees’ readiness for change play in organizational success. Originality/value Despite many scholars emphasizing the significance of a vision on organizational readiness for change and organizational growth, there is little empirical research that substantiates this assumption. Therefore, this empirical study appears to be the first to explore the idea.

Organizational readiness for change: an inherent concern for Indian small and medium enterprises (SMEs)

2019 ◽  
Vol 33 (2) ◽  
pp. 4-7
Author(s):  
Sunil Budhiraja
Keyword(s):  
Design Methodology ◽  
Readiness To Change ◽  
Small And Medium Enterprises ◽  
Readiness For Change ◽  
Organizational Readiness ◽  
Content Type ◽  
Organizational Readiness For Change ◽  
Medium Enterprises ◽  
Organizational Readiness To Change ◽  
Practical Implications

Purpose This paper aims to discuss various determinants of organizational readiness to change for India small and medium enterprises (SMEs) and proposes a framework to strengthen the employees’ readiness to change which is integral to organizational readiness for change (ORC). Design/methodology/approach This paper is based upon the subjective viewpoint of the author. Findings The paper brings forward the opportunities and challenges of Indian SMEs with a suggestive framework on employee readiness for change (ERC). Practical implications The paper will help SMEs consider a framework to assess ERC before implementing a change. Originality/value The exists no framework for Indian SMEs to look-up as a benchmark to assess their ORC and ERC. Hence the paper will contribute to the literature and will be a handy reference for SMEs.

A study on the influence of factors associated with organizational readiness for change in healthcare organizations using TISM

2019 ◽  
Vol 26 (4) ◽  
pp. 1290-1313 ◽  
Author(s):  
V. Vaishnavi ◽  
M. Suresh ◽  
Pankaj Dutta
Keyword(s):  
Service Sector ◽  
Structural Model ◽  
Research Work ◽  
Readiness For Change ◽  
Organizational Readiness ◽  
Healthcare Sector ◽  
Healthcare Organizations ◽  
Content Type ◽  
Organizational Readiness For Change ◽  
Expert Interview

Purpose The purpose of this paper is to identify, analyze and develop a model to measure the interactions among different factors of organizational readiness for change in service sector specific to healthcare organization. The total interpretive structural modeling (TISM)-based readiness for change is to build a theoretical framework to understand the mutual interactions among the factors and to identify the driving and dependence power of these factors. Design/methodology/approach TISM is used to identify factors that contribute to analyze the readiness state before starting a change implementation process in healthcare. Matrice d’Impacts croises-multiplication applique´ a classement analysis is used to find the driving and dependent factors of change in healthcare. Findings This paper identified 12 factors of readiness for change from literature review followed by expert interview to understand the inner connection of factors and study inner relationships. The result says that state of affairs, recent trends in healthcare sector, technology advancement and interdependence among departments are key factors for readiness of change. Research limitations/implications This research mainly focused on readiness factors for change in the healthcare sector. Practical implications This study will be useful for researcher and practitioners to understand the readiness factors for change. Originality/value In this research work, TISM-based readiness for the change framework structural model has been proposed for healthcare organizations which is a new effort in the area of organizational change management in this sector.

The influence of leadership behavior, organizational commitment, organizational support, subjective career success on organizational readiness for change in healthcare organizations

2018 ◽  
Vol 31 (4) ◽  
pp. 354-370 ◽  
Author(s):  
Mahmoud Al-Hussami ◽  
Sawsan Hammad ◽  
Firas Alsoleihat
Keyword(s):  
Organizational Commitment ◽  
Organizational Support ◽  
Career Success ◽  
Leadership Behavior ◽  
Readiness For Change ◽  
Organizational Readiness ◽  
Healthcare Organizations ◽  
Content Type ◽  
Organizational Readiness For Change ◽  
Subjective Career Success

Purpose The purpose of this study is to investigate the influence of leadership behavior, organizational commitment, organizational support and subjective career success on organizational readiness for change in the healthcare organizations. The authors want to determine if nurses who had higher levels of organizational commitment, organizational support and subjective career success relationships were more open and prepared for change. Design/methodology/approach Cross-sectional, descriptive-correlational survey design was conducted using self-reported questionnaires to collect data from registered nurses. Findings The subjective career success was the strongest predictors (β = 0.36, p < 0.001) followed by leadership behavior (β = –0.19, p = 0.03) and participants’ age (β = −0.13, p = 0.049). Research limitations/implications This study highlights the influence of leadership behavior, organizational commitment, organizational support and subjective career success on the organizational readiness for change in healthcare organizations. Therefore, this study forms baseline data for future local and national studies. Moreover, it will strengthen the research findings if future research includes a qualitative approach that explores other healthcare professionals regarding readiness for organizational change. Practical implications This study provides information to policymakers and healthcare leaders who seek to improve management and leadership skills and respond to organizational change efforts. Social implications It is important to know the extent to which healthcare professionals, especially nurses, understand how the influence of organizational support and organizational commitment on organizational readiness for change, as well as why specific leadership behavior and subjective career success, is important in implementing the change. Originality/value This study examined the nurses’ readiness for change in hospitals. Organizational readiness for change could occur in situations where nurses can exert extra efforts at work because of leaders’ behaviors and the relationship between nurses and the institution.

Transformational leadership and organizational performance of Omani SMEs: the role of market orientation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Khalid Abed Dahleez ◽  
Fadi Abdelmuniem Abdelfattah
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Market Orientation ◽  
Business Performance ◽  
Theory And Practice ◽  
Equation Modeling ◽  
Content Type ◽  
Positive Direct ◽  
The Relationship

PurposeThis study proposed and tested a model on the relationship between transformational leadership (TL) and organizational performance (OP) with a possible intervening effect of market orientation (MO) at Omani small and medium enterprises (SMEs).Design/methodology/approachThe study followed a quantitative research design and the deductive approach. Data were collected from 259 employees working in Omani SMEs and were analyzed using structural equation modeling SEM AMOS V24.FindingsThe findings supported positive direct effects of transformational leadership on Omani SMEs' business performance and market orientation. The results also supported the effect of market orientation on business performance. Further analysis showed that market orientation partly mediates the relationship between transformational leadership and business performance.Practical implicationsThe results motivate Omani SMEs' leaders to use intangible capabilities (i.e., market orientation practices) to improve the different aspects of organizational performance. It also suggests that developing SMEs leaders' transformational skills on envisioning the future, adopting open communication styles, motivating employees and stimulating their creativity influences Omani SMEs' performance.Originality/valueDue to the mixed results regarding the TL–OP relationship and the recommendations for further exploring this relationship, this study contributes to theory and practice. It is among the few studies to explore the mediating role of MO between TL and OP in a developing country's SMEs environment.

Being alert: bridging theory and practice in public sector entrepreneurship

2019 ◽  
Vol 32 (7) ◽  
pp. 706-720 ◽  
Author(s):  
Aaron Arnold
Keyword(s):  
Public Sector ◽  
Organizational Performance ◽  
Fixed Effects ◽  
Theory And Practice ◽  
Public Agencies ◽  
Opportunity Identification ◽  
Content Type ◽  
The Us ◽  
The Relationship ◽  
Public Sector Entrepreneurship

Purpose Studies on entrepreneurship in public agencies suggest that managing for innovation may increase organizational performance. These studies, however, do not take into consideration the processes of opportunity identification. Therefore, the purpose of this paper is to, first, situate the concept of opportunity identification within the broader research on public sector entrepreneurship, and second, to explore the relationship between managerial empowerment practices and employee alertness to new opportunities. Design/methodology/approach This paper uses aggregated data from the Federal Employee Viewpoint Survey – an annual survey of the US Federal employees – to examine the relationship between managerial empowerment practices and employee alertness. The analysis employs a fixed-effects regression to model each panel of the US Federal agencies, from 2011 to 2017. Findings The results indicate that managerial empowerment practices have a clear correlation to employee alertness and are substantively different from empowerment practice’s relationship to “innovation” – an outcome of entrepreneurship. These findings suggest that scholarship should include opportunity identification as a moderating variable in future studies on public sector entrepreneurship. Research limitations/implications The empirical analysis should be viewed as a novel approach to alertness in order to demonstrate the need to include opportunity identification processes in studies on managing for public sector entrepreneurship. Consequently, the results are not generalizable to all public agencies. Originality/value This paper highlights processes of entrepreneurial opportunity identification concerning management practices in the public sector, which scholarship has traditionally ignored.

Effects of perceived diversity on perceived organizational performance

2019 ◽  
Vol 41 (5) ◽  
pp. 1079-1097
Author(s):  
Riffat Blouch ◽  
Malik Faisal Azeem
Keyword(s):  
Organizational Performance ◽  
Organizational Justice ◽  
Diversity Management ◽  
Theory And Practice ◽  
Healthcare Sector ◽  
Healthcare Industry ◽  
Content Type ◽  
Significant Difference ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to investigate the association between constructs of employee perception of diversity (EPD) and perceived organizational performance (POP) through components of organizational justice over different hierarchal levels and also across the private and public healthcare sector organizations. Additionally, this study also examines whether employees from diverse backgrounds vary in their perceptions regarding diversity in healthcare sector of Pakistan. Design/methodology/approach Data were collected from primary sources, that is medical, paramedical and administrative staff (different designations) of both public and private hospitals for analyzing the results. The overall population consisted of 250 respondents and the hypotheses were tested using two-way ANOVA and CAUSALMED procedures. The data were collected during the course of three months in different time slots from 9 a.m. to 9 p.m. Statistical Analysis Software was used to analyze the data. Findings Findings indicate that regardless of their gender or categories, employees recognize diversity positively, but their responses have significant difference over the hierarchal levels. Furthermore, it is found that EPD is positively linked to the POP, and the relationship gets stronger in the presence of perceived organizational justice (POJ). Research limitations/implications The study was confined to the healthcare sector, so further studies can be conducted in other sectors. The present study checked the impact of POJ, but other important reasonable factors that can intervene in the relationship between perceived diversity and POP can be studied, such as organizational commitment. Practical implications First of all, it is dispensable for the organizations to ensure the positive perception of these initiatives from employees to implement the diversity programs. Second, the management must ensure the presence of all groups of employees to get the right responses for the diversity management initiatives. Third, the healthcare industry of Pakistan needs to be assessed in the context of current study and diversity initiatives should be taken in hiring and retention of the employees. Originality/value The presence of employees of healthcare industry across the sector over hierarchal levels will absolutely add value to the existing knowledge on diversity, diversity management, management theory and practice.

Dave Snowden on KM and big data/analytics: interview with David J. Pauleen

2017 ◽  
Vol 21 (1) ◽  
pp. 12-17 ◽  
Author(s):  
David J. Pauleen
Keyword(s):  
Big Data ◽  
Data Analytics ◽  
Big Data Analytics ◽  
Theory And Practice ◽  
Content Type ◽  
Face To Face ◽  
The Relationship ◽  
A Company ◽  
Practical Implications ◽  
Scientific Officer

Purpose Dave Snowden has been an important voice in knowledge management over the years. As the founder and chief scientific officer of Cognitive Edge, a company focused on the development of the theory and practice of social complexity, he offers informative views on the relationship between big data/analytics and KM. Design/methodology/approach A face-to-face interview was held with Dave Snowden in May 2015 in Auckland, New Zealand. Findings According to Snowden, analytics in the form of algorithms are imperfect and can only to a small extent capture the reasoning and analytical capabilities of people. For this reason, while big data/analytics can be useful, they are limited and must be used in conjunction with human knowledge and reasoning. Practical implications Snowden offers his views on big data/analytics and how they can be used effectively in real world situations in combination with human reasoning and input, for example in fields from resource management to individual health care. Originality/value Snowden is an innovative thinker. He combines knowledge and experience from many fields and offers original views and understanding of big data/analytics, knowledge and management.

“Knowledge management practices” as moderator in the relationship between organizational culture and performance in information technology companies in India

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Timothy Shea ◽  
Syed Aktharsha Usman ◽  
Sengottuvel Arivalagan ◽  
Satyanarayana Parayitam
Keyword(s):  
Information Technology ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Self Report ◽  
Content Type ◽  
And Performance ◽  
Information Technology Companies ◽  
The Relationship

Purpose The purpose of this study is to empirically examine knowledge management (KM) practices as a moderator in the relationship between organizational culture and performance. The effect of four types of organizational culture on organizational performance was studied. In addition to direct effects, most importantly, KM practices as a moderator in strengthening the culture-performance relationship were empirically examined. Design/methodology/approach A carefully crafted survey instrument was distributed and data was collected from 1,255 respondents from 10 information technology companies in India. After checking the psychometric properties of the instrument, this paper performs hierarchical regression to test hypotheses. Findings The results reveal that: cooperative culture, innovative culture, consistent culture and effectiveness culture were all positively and significantly related to organizational performance; KM practices were positively and significantly related to organizational performance, KM practices moderate the relationship between various dimensions of organizational culture and organizational performance. Research limitations/implications As with any survey-based research, the present study suffers from the problems associated with self-report measures. These are common method bias and social desirability bias. However, this study attempts to minimize these limitations by following appropriate statistical techniques. Practical implications This study contributes to both practicing managers and the literature on KM and organizational culture. The study suggests that managers use KM practices, which are all-pervasive and very important for improving organizational performance. The results highlight the importance of implementing KM practices in organizations. Originality/value This study provides new insights into the importance of KM practices in achieving sustained competitive advantage by achieving organizational effectiveness. To the knowledge, the importance of KM practices is underemphasized in organizational culture research.

Elucidating the effect of information technology capabilities on organizational performance in UAE: a three-wave moderated-mediation model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Haseena Bader Alkatheeri ◽  
Fauzia Jabeen ◽  
Khalid Mehmood ◽  
Gabriele Santoro
Keyword(s):  
Information Technology ◽  
Organizational Performance ◽  
Mediating Effect ◽  
Hierarchical Regression ◽  
Management Support ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Hospitality Firms ◽  
High Level ◽  
The Relationship

PurposeThis paper aims to investigate information technology capabilities (ITC)’s influence on organizational performance (OP) within the hospitality industry. Specifically, it analyzes the indirect effects of sustainability practices (SP) and service quality (SQ) on the relationship between ITC and OP. The moderating effect of top management support (TMS) is also examined.Design/methodology/approachUsing a three-wave time-lagged design, 507 UAE hotels' managers took part in the study. Hierarchical regression bootstrapping approach was used to examine the hypothesis.FindingsThis study suggests that ITC are positively related to OP. Furthermore, the study found that SP and SQ mediate the ITC-OP relationship. TMS moderates the positive relationship between ITC and OP and also moderates the relationship between SQ and OP. Additionally, TMS moderates the indirect effect of SQ on the association between ITC and OP, such that the mediating effect is stronger when TMS is at a high level.Research limitations/implicationsThe study shall assist the practitioners of the hospitality firms to focus their attention on ITC to improve SQ and hence achieve optimal performance.Originality/valueThe novelty of this research lies in the presentation of an integrated framework based on a resource-based view to solve the contemporary challenges facing hospitality firms operating in emerging markets in integrating ITC and SP for better organizational results.

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