Power-Maps for Organizational Change: Foucault's Archaeology as a Hypothetical Model for Mapping Strategies of Power and Resistance

2003 ◽  
Vol 02 (01) ◽  
pp. 47-52
Author(s):  
Constance Chay-Németh
Keyword(s):  
Organizational Change ◽  
Organizational Performance ◽  
Organizational Knowledge ◽  
Hypothetical Model ◽  
Organizational Power ◽  
Power And Resistance ◽  
Power Maps ◽  
Archaeology Of Knowledge

This paper explores techniques for maximizing organizational performance via the mapping of organizational knowledge and strategies of power. It explores the nexus between knowledge and strategies of power, envisioning knowledge as a practice of power embodied in organizational discourses. In order to trace organizational power-maps, Foucault's Archaeology of Knowledge is adopted as a hypothetical model for mapping strategies of power and resistance embedded in organizational knowledge. It is hoped that this knowledge of how power and resistance operate will enable organizations to position and plan policies when organizational change and restructuring are desired. The essay provides guidelines on how to conduct Archaeology and concludes by suggesting potential ways in which Archaeology may be applied by organizations.

scholarly journals Organizational Knowledge Systems Design & Implementation

2017 ◽  
Vol 1 (1) ◽  
pp. 215-228
Author(s):  
Abdulmunem AlShehhi ◽  
Wathiq Mansoor
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Systems Design ◽  
Talent Management ◽  
Research Paper ◽  
Organizational Knowledge ◽  
Knowledge Systems ◽  
Organization Learning ◽  
Proposed Model ◽  
Depth Analysis

This research paper aims to explain relationships of   organization learning (OL), knowledge management (KM), talent management (TM) practices and organizational performance (OP) in order to have excellent understanding of the subject by using in-depth analysis of the extant literature. This research offers mechanisms for Organizational Knowledge Systems (OKS) that will help the entity to apply OKS. The research paper has created a complete mechanism of the OKS then tests the proposed model. Keywords: Organization Learning, Knowledge Management, Talent Management and Organization Knowledge Systems.

Antecedents of Organizational Change and Its' Consequence towards Organizational Performance

2021 ◽  
Vol 9 (4) ◽  
pp. 261-272
Author(s):  
Lambas Marasi Tua LG ◽  
Kurniawati Kurniawati
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Organizational Commitment ◽  
Organizational Performance ◽  
Structural Equation ◽  
Positive Impact ◽  
Design Method ◽  
Positive Influence ◽  
Equation Model ◽  
Cross Sectional

Objective - The research was conducted to identify the positive influence of transformational leadership and organizational commitment towards organization change and the influence of change on learning and its' implication onorganizational performance. Methodology/Technique - The research design method is a hypothesis-testing approach. Units of research analysis areemployees of BUKU 3 and BUKU 4 Banks in Jakarta who have a supervisory function. The study data is cross-sectional obtained in a specified time period. Data was obtained through distributing online questionnaires containing statements to be responded with a minimum of 365 respondents required. Structural Equation Model was used to test the model of the research and AMOS software is used for data processing. Finding - The major finding of the research is that transformational leadership is not directly related to positive performance of the organization but more on how transformational leaders are able to manage organizational change that in the end will have a positive impact on organization performance.Organizational change also perceived has no positive impact on learning and learning also has no direct and mediating impact on positive organizational performance. Novelty - Type of Paper - Keywords: Change; Leadership; Organizational Commitment; Organizational Change; Organizational Learning; Organizational Performance.

Readiness for Agriculture Companies Effectiveness Begin With Employee Motivation

2019 ◽  
pp. 1549-1562
Author(s):  
Ibrahim Oba ◽  
Diana Andreea Mândricel
Keyword(s):  
Organizational Change ◽  
Human Resources ◽  
Organizational Performance ◽  
Human Factor ◽  
Employee Motivation ◽  
Passive State ◽  
Private Companies ◽  
Management Of Change ◽  
Implementing Change ◽  
Motivation Strategies

The main aim of this article is to contribute to the understanding of the organizational change and the effect of the human factor within the management of change in nigerian agriculture companies. The method approached considers an investigative study to identify the main directions of the manifestation of organizational performance among private companies to identify and motivate employees' contribution to organizational performance. The results reveal that the best motivation strategies remain those that take into account employees' motivation and satisfaction levels and determine their degree of involvement. Finally, these findings are relevant for the transformation of human resources from a passive state to an active one in producing and implementing change.

Leading Change With Intelligence: The Power of Diagnosis in Creating Organizational Renewal

2020 ◽  
Vol 56 (4) ◽  
pp. 420-436
Author(s):  
Celeste A. Coruzzi
Keyword(s):  
Organizational Change ◽  
Organizational Performance ◽  
Essential Role ◽  
Open Systems ◽  
Leading Change ◽  
Organizational Renewal ◽  
Technology Adaptation ◽  
Depth Study ◽  
Systems View ◽  
Growth Technology

The success of any organizational change effort relies first and foremost on expert diagnosis—the ability to gain intelligence about the system you are trying to change. The Burke–Litwin Model of Organizational Performance and Change, as developed by W. Warner Burke and George H. Litwin, represents one of a critical body of work contributing to the efficacy of leadership and its essential role in both diagnosing and managing organizational change from a holistic, open-systems view. An in-depth study of the model in practice is presented in the case of Electric Boat during a time of significant growth, technology adaptation, and demographic/attitudinal shifts in the workplace.

Peer knowledge sharing and organizational performance: the role of leadership support and knowledge management success

2020 ◽  
Vol 24 (10) ◽  
pp. 2455-2489
Author(s):  
Shahnawaz Muhammed ◽  
Halil Zaim
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Design Methodology ◽  
Organizational Knowledge ◽  
Innovation Performance ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Leadership Support ◽  
Sharing Behavior

Purpose This study aims to focus on a particular type of intra-organizational knowledge sharing that is referred to as peer knowledge sharing. This paper examines how peer knowledge sharing impacts firms’ financial and innovation performance, and the mechanism through which such a relationship is realized. The study also evaluates the extent to which leadership support acts as a key antecedent to peer knowledge sharing. Design/methodology/approach Drawing on social capital theory and a knowledge-based view of firms, a theoretical model and related hypotheses are presented for testing. A survey design methodology is used to collect data and test the model. Structural equation modeling is used to test the hypothesized relationships based on data collected from 330 knowledge workers in various service-based organizations in Turkey. Findings The results indicate that the extent of employees’ engagement in knowledge sharing behavior with their peers and their managers’ leadership support exert a positive impact on organizations’ knowledge management success, which, in turn, can affect organizations’ innovation performance positively and, subsequently, their financial performance. Leadership support of the immediate manager is found to be an important factor that contributes to the respondent’s peer knowledge sharing behavior. The proposed model’s invariance testing between male and female respondents revealed that peer knowledge sharing’s contribution to knowledge management success may be different in the two groups. Research limitations/implications This study contributes to extant research on knowledge sharing by specifically focusing on peer knowledge sharing and reinforcing leadership support’s importance on knowledge sharing. The study also highlights the importance of knowledge management success as an important mediator necessary for linking individual knowledge management behaviors, such as peer knowledge sharing, with organizational performance. Originality/value Knowledge sharing is a topic of continuing interest for organizational researchers, yet limited empirical research has been conducted that links individual-level, intra-organizational knowledge sharing to organizational performance. This study examines this linkage and provides empirical support for this relationship, while simultaneously pointing to an important type of knowledge sharing that occurs within organizations, referred to as peer knowledge sharing.

Knowledge Management Styles and Organizational Performance: An Empirical Study in a K-Space Framework

2004 ◽  
Vol 03 (04) ◽  
pp. 347-372 ◽  
Author(s):  
Maen Al-Hawari ◽  
Helen Hasan
Keyword(s):  
Knowledge Management ◽  
Empirical Study ◽  
Organizational Performance ◽  
Knowledge Creation ◽  
Organizational Knowledge ◽  
Extensive Study ◽  
Management Styles ◽  
Knowledge Space ◽  
Space Model ◽  
Manova Analysis

This paper addresses the relationships between certain attributes of knowledge, knowledge management styles and organizational performance. From an extensive study of the literature, an innovative knowledge space (K-Space) model of organizational knowledge was developed as the first stage of the research. This led to the identification of four knowledge management styles and a framework that relates these styles to knowledge creation and improved organizational performance. A survey instrument was developed to measure the constructs contributing to the relationships in this framework and mailed to 338 organizations in different Australian industries. The results confirm that an organization can improve its performance through better management of its knowledge capabilities. Using a MANOVA analysis, the four knowledge management styles were found to be deployed in significantly different ways by organizations in different industry types. There is, however, in all organizations a particular benefit from deploying a balance of knowledge management styles which combine the human and technology perspectives. The findings of the study also demonstrate that the K-Space model provides a basis for a new way of conceptualising knowledge creation processes within organizations.

scholarly journals DAMPAK PERUBAHAN ORGANISASI PEMERINTAH TERHADAP KOMUNIKASI ORGANISASI

2021 ◽  
Vol 4 (2) ◽  
pp. 217
Author(s):  
Bayu Amengku Praja
Keyword(s):  
Organizational Change ◽  
Organizational Commitment ◽  
Organizational Climate ◽  
Organizational Performance ◽  
Organizational Communication ◽  
Work Activities ◽  
Research Technology ◽  
Education Change ◽  
Higher Education Change ◽  
The Impact

This study aims to see the impact of organizational change on communication organization, organizational climate, and organizational commitment on organizational perfomance within the Ministry Research Technology and Higher Education. Change of organization can have an impact on communication organization. This research uses research methods qualitative and post-positivist approaches. Respondent research as many as eleven sources consisting of eight resources persons are Kemenristekdikti employees and three sources outside of stakeholders. There is also a vision and mission from Kemenristekdikti as a reference for various work activities. As a consequence of the elaboration of this vision and mission, required planning and implementation of strategic steps a structured and measurable incorporation of Kemenristekdikti. In this case organizational communication is an aspect important in organizational change to produce a good working relationship with fellow employees. Because organizational communication can form a climate organizational communication, which will have an impact towards organizational commitment that also delivers impact on organizational performance.

Supply chain management and organizational performance: the resonant influence

2019 ◽  
Vol 36 (7) ◽  
pp. 1053-1077 ◽  
Author(s):  
Binh An Thi Duong ◽  
Huy Quang Truong ◽  
Maria Sameiro ◽  
Paulo Sampaio ◽  
Ana Cristina Fernandes ◽  
...  
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Organizational Performance ◽  
Hypothetical Model ◽  
Data Set ◽  
Chain Management ◽  
Content Type ◽  
The Impact ◽  
The Relationship ◽  
Insight Into

Purpose A single supply chain management (SCM) practice will have a certain impact on organizational performance (OP). However, since it is placed in a system that many other practices are conducted simultaneously, the practice itself will interact with other ones (i.e. affect/be affected). As a consequence, the efficiency of the affected practice is increased and it is expected to maximize the impact of SCM practices on OP. This mechanism is named the “resonant” influence that is a new approach in the SCM literature. The purpose of this paper is to test the above mechanism toward an insight into the relationship between SCM and OP. Design/methodology/approach Two models were compared: the competitive models only exist in direct effects; and the other contains relationships between practices that are able to show the mechanism of the resonant influence, i.e. the hypothetical model. A data set gained from Vietnamese garment enterprises was used to validate the mechanism of the resonant influence. Findings Empirical evidence from Vietnamese garment sector showed that the competitive models could explain 42.8, 26.3 and 34 percent variance of operational performance, customer satisfaction and financial performance, respectively. In the meantime, the hypothetical model containing the resonant influence is capable to explain 69.5, 33.1 and 57.3 percent. For the impact of each SCM practice on OP, all relationships in the hypothetical model are also greater than those in competitive ones. These results supported the mechanism of the resonant influence. Research limitations/implications This research provides an insight into the relationship between SCM practices and OP. By the resonant influence, the effectiveness of each affected SCM practice itself is magnified and OP is also increased remarkably. Practical implications Understanding the resonant influence, companies can apply this mechanism to enhance effectiveness of SCM practices at the lowest cost. To this end, the SCM practices should be implemented simultaneously as an integrated system rather than independent ones and the structural model proposed in this study is able to be used as “a guide map” for applying this mechanism. Originality/value This is one of pioneer empirical studies in the SCM literature that proposed and validated the concept of “resonant influence.”

Sign in / Sign up

Export Citation Format

Share Document