THE INTELLECTUAL CAPITAL DIMENSIONS OF DUCATI'S TURNAROUND: EXPLORING KNOWLEDGE ASSETS GROUNDING A CHANGE MANAGEMENT PROGRAM

2008 ◽  
Vol 12 (02) ◽  
pp. 161-193 ◽  
Author(s):  
GIOVANNI SCHIUMA ◽  
ANTONIO LERRO ◽  
DAMIANO SANITATE
Keyword(s):  
Change Management ◽  
Intellectual Capital ◽  
Organisational Change ◽  
Management Program ◽  
Theory And Practice ◽  
Knowledge Assets ◽  
Strategic Resources ◽  
Management Perspective ◽  
Successful Change ◽  
The Impact

Despite the growing awareness of the importance of researching core strategic resources and capabilities for supporting organisational change, the work that has been done to the date has rarely examined and taken into account the relevance of Intellectual Capital (IC) for the success of a company's strategic turnaround program. Moreover, little attention has been given on what encompasses IC and how it can be conceptualised and interpreted in a change management perspective. Through an extensive review of the literature on IC and along with a case study of the Ducati Motor Holding — one of the leading world brands in the sportive motorcycles manufacturing — this paper aims to bridge this gap first of all by identifying which are the key-knowledge assets involved in a turnaround program, and then focusing on the impact IC has on turnaround actions. Findings highlight important implications both for theory and practice, and reveal interesting relationships that suggest further effort should be placed on the development of a knowledge base-view of company's turnaround and on the analysis of the dynamics that links knowledge assets and successful change management programs.

The Role of HR Strategies in Change

2016 ◽  
pp. 206-228
Author(s):  
Ashish Malik
Keyword(s):  
Change Management ◽  
Theory And Practice ◽  
Future Research ◽  
It Industry ◽  
Hrm Practices ◽  
Successful Case ◽  
Research Propositions ◽  
Successful Change ◽  
The Relationship

This chapter reviews the commonly understood tasks of change and the role an organisation's human resource management (HRM) function plays in designing and implementing effective change management. Highlighting the key HRM practices, this chapter outlines the relationship between various HR strategies for managing change. This chapter develops a framework of key HRM practices that underpin the commonly understood tasks of successful change management. Drawing upon examples of successful case studies and the author's research on the dynamic and changing high-technology information technology (IT) industry in India, this chapter provides examples of linking strategy, HRM practices and change, thus developing a framework and identifying implications for theory and practice. The chapter also identifies several future research propositions linking the HRM and change management literatures.

E-Performance Systems

2011 ◽  
Vol 3 (1) ◽  
pp. 50-57
Author(s):  
Abdulaziz Al-Raisi ◽  
Saad Amin ◽  
Saad Tahir
Keyword(s):  
Performance Management ◽  
Intellectual Capital ◽  
Employee Performance ◽  
Organisational Change ◽  
Business Environment ◽  
Intangible Asset ◽  
Performance Management Systems ◽  
Tangible Asset ◽  
The Impact ◽  
A Company

Organizations are looking for solutions to manage and maximize the performance of their workforce. They recognize that there has been a shift in the business environment from a tangible asset economy to an intangible asset economy. The value of a company is comprised of employee knowledge, brand, and intellectual capital rather than inventories, goods, and machinery. As a result of this, organizations are relying on the technological solutions to monitor and improve employee performance and productivity. Several technological solutions such as Electronics Performance Management Systems (e-PMS) are being used by many organisations to monitor the performance. This paper attempts to assess the impact of e-PMS in the organisational change. A model is proposed based on empirical results.

scholarly journals Formulation of Change Management Model for Achieving Business Excellence in Large Organizations

2021 ◽  
Vol 18 ◽  
pp. 1452-1460
Author(s):  
Theodora Spyropoulou ◽  
Antonios Panas ◽  
John-Paris Pantouvakis
Keyword(s):  
Change Management ◽  
Case Studies ◽  
Process Model ◽  
Organisational Change ◽  
Research Process ◽  
Theory And Practice ◽  
Structured Interviews ◽  
Change Models ◽  
Main Challenge ◽  
Business Excellence

This study aims to investigate how the different leadership levels can apply change management successfully in larger organisations, in order to facilitate business excellence. First, change models and leadership theories are analysed under EFQM principles, as it is selected as the framework for excellence. Then, a theoretical change management process is synthesised in alignment with leadership organisational levels. The main challenge of this research is to adequately connect theory about leading organisational change with practice. The research process is enriched by 6 semi-structured interviews in two different case studies, while the previous findings are validated through 3 structured interviews in a third case study. The analysis shows that although leaders believe that they identify the need for change, sometimes they do not, or they make sense of it too late. As such, a five-step change process model is created as the conclusion of the theoretical and case studies analyses. The value of this research is the connection between theory and practice as it tries to identify the responsible gaps for wrong or not fully successful organisational change projects. The suggested model simplifies the theory into practical steps while the success factors ensure that the enablers can support change efficiently. Further research based on the adoption of Senge’s systems theory for network leadership level is recommended to organisations.

Studying the importance of change leadership and change management in layoffs, mergers, and closures

2019 ◽  
Vol 58 (3) ◽  
pp. 393-409 ◽  
Author(s):  
Ann-Louise Holten ◽  
Gregory Robert Hancock ◽  
Anne Bøllingtoft
Keyword(s):  
Change Management ◽  
Structural Equation ◽  
Organisational Change ◽  
Positive Change ◽  
Change Leadership ◽  
Change Processes ◽  
Public And Private ◽  
Content Type ◽  
The Impact ◽  
Leadership And Change

Purpose The purpose of this paper is to investigate the importance of change leadership (informing, communicating, involving and supporting) and change management (reasons and competencies for change) for organisational change processes and their outcomes across public and private organisations. The study includes three specific change situations: first, layoffs; second, mergers; and third, closures, relocations and outsourcing, focusing on how change leadership and change management relate to employees’ experience of the change processes and their outcomes across these change situations. Design/methodology/approach The study is based on panel data forming a representative sample of the Danish working population. A total of 2,120 responses were collected, 1,000 from public organisations and 1,120 from private organisations. Structural equation modelling was used to test the hypotheses. Findings The study findings show that both change leadership and change management predict positive change experiences and change consequences – and that they do so similarly across public and private sectors. Despite this similarity, the study reveals important sectorial differences, with public sector employees reporting less positive change experiences and consequences. Originality/value The paper provides valuable knowledge for researchers and public and private leaders interested in the impact of change leadership and change management on change outcomes.

Transformational change in the local state? Enacting e-government in English local authorities

2006 ◽  
Vol 12 (3) ◽  
pp. 195-208 ◽  
Author(s):  
Ian McLoughlin ◽  
James Cornford
Keyword(s):  
Change Management ◽  
Organisational Change ◽  
Transformational Change ◽  
Major Change ◽  
Theory And Practice ◽  
Management Theory ◽  
Public Agencies ◽  
Conventional Models ◽  
Management Challenge ◽  
Significant Opportunity

ABSTRACTE-government represents a major change management challenge to public agencies. This paper explores the experience of English local government authorities. The proposition that ‘process’, rather than more conventional ‘event’, approaches to change management are more likely to result in change the goals of e-government being met, is explored. The article concludes by suggesting that conventional models of change management theory and practice fundamentally misunderstand the nature of technology-driven organisational change represented by e-government. A processualperspective, on the other hand, provides a more effective framework for explaining and understanding organisational and socio-technical outcomes and the reasons for variations in different contexts. Moreover, attempts to transform the state through the technologies of e-government present a significant opportunity for the processual perspective to inform practice.

scholarly journals Knowledge management practices and innovation performance in Finland

2015 ◽  
Vol 10 (4) ◽  
pp. 432-455 ◽  
Author(s):  
Henri Tapio Inkinen ◽  
Aino Kianto ◽  
Mika Vanhala
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Empirical Studies ◽  
Innovation Performance ◽  
Theory And Practice ◽  
Knowledge Assets ◽  
Content Type ◽  
Knowledge Based ◽  
Proactive Management ◽  
The Impact

Purpose – Recent empirical studies have suggested that knowledge-based issues are closely related to companies’ innovation performance. However, the majority of research seems to be focused either on static knowledge assets or knowledge processes such as knowledge creation. The purpose of this paper is to concentrate on the conscious and systematic managerial activities for dealing with knowledge in firms (i.e. knowledge management (KM) practices), which aim at innovation performance improvements through proactive management of knowledge assets. The study explores the impact that KM practices have on innovation performance. Design/methodology/approach – The authors provide empirical evidence on how various KM practices influence innovation performance. The results are based on survey data collected in Finland during fall 2013. The authors use partial least squares to test the hypothesized relationships between KM practices and innovation performance. Findings – The authors find that firms are capable of supporting innovation performance through strategic management of knowledge and competence, knowledge-based compensation practices, and information technology practices. The authors also point out that some of the studied KM practices are not directly associated with innovation performance. Originality/value – This study adds to the knowledge-based view of the firm by demonstrating the significance of the management of knowledge for innovation performance. Furthermore, the division of KM practices into ten types and the provision of the validated scales for measuring these add to the general understanding of KM as a field of theory and practice. This study is valuable also from managerial perspective, as it sheds light on the potentially most effective KM practices to improve companies’ innovation performance.

scholarly journals The Effect of Intellectual Capital on Achieving Competitive Advantage

2018 ◽  
Vol 2 (1) ◽  
pp. 207-222
Author(s):  
Zainab Hussein Zwaid ◽  
Jamal Hadash Mohammed ◽  
Shaima Mohammed Saleh
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Strong Influence ◽  
Business World ◽  
Knowledge Assets ◽  
Independent Variables ◽  
Structural Capital ◽  
Strong Competition ◽  
The Impact

The success of any organization in the business world today depends on the mentality that is available and which develops and renews its business in a world characterized by development and renewal. In an increasingly competitive world, relying on profits and sales is no longer enough to face strong competition. It was necessary to rely on intangible values ​​such as intellectual capital to increase the performance of these sectors as an important institution to promote the national economy. This research aims to study the impact of intellectual capital and its components on enhancing competitive advantage The results of this research demonstrate that there is a strong influence on intellectual capital and its components (independent variables) on enhancing the competitive advantage (the dependent variable). Therefore, the researcher recommends attention to knowledge assets and encouragement of intellectual capital components (human capital, functional capital, structural capital) On the competitive advantage.

The Role of HR Strategies in Change

2015 ◽  
pp. 193-215 ◽  
Author(s):  
Ashish Malik
Keyword(s):  
Change Management ◽  
Theory And Practice ◽  
Future Research ◽  
It Industry ◽  
Hrm Practices ◽  
Successful Case ◽  
Research Propositions ◽  
Successful Change ◽  
The Relationship

This chapter reviews the commonly understood tasks of change and the role an organisation's human resource management (HRM) function plays in designing and implementing effective change management. Highlighting the key HRM practices, this chapter outlines the relationship between various HR strategies for managing change. This chapter develops a framework of key HRM practices that underpin the commonly understood tasks of successful change management. Drawing upon examples of successful case studies and the author's research on the dynamic and changing high-technology information technology (IT) industry in India, this chapter provides examples of linking strategy, HRM practices and change, thus developing a framework and identifying implications for theory and practice. The chapter also identifies several future research propositions linking the HRM and change management literatures.

Transformational change in the local state? Enacting e-government in English local authorities

2006 ◽  
Vol 12 (3) ◽  
pp. 195-208 ◽  
Author(s):  
Ian McLoughlin ◽  
James Cornford
Keyword(s):  
Change Management ◽  
Organisational Change ◽  
Transformational Change ◽  
Major Change ◽  
Theory And Practice ◽  
Management Theory ◽  
Public Agencies ◽  
Conventional Models ◽  
Management Challenge ◽  
Significant Opportunity

ABSTRACTE-government represents a major change management challenge to public agencies. This paper explores the experience of English local government authorities. The proposition that ‘process’, rather than more conventional ‘event’, approaches to change management are more likely to result in change the goals of e-government being met, is explored. The article concludes by suggesting that conventional models of change management theory and practice fundamentally misunderstand the nature of technology-driven organisational change represented by e-government. A processualperspective, on the other hand, provides a more effective framework for explaining and understanding organisational and socio-technical outcomes and the reasons for variations in different contexts. Moreover, attempts to transform the state through the technologies of e-government present a significant opportunity for the processual perspective to inform practice.

Emotions in sensemaking: a change management perspective

2015 ◽  
Vol 28 (3) ◽  
pp. 432-451 ◽  
Author(s):  
Norbert Steigenberger
Keyword(s):  
Change Management ◽  
Theory And Practice ◽  
Future Research ◽  
Change Processes ◽  
Dual Processing ◽  
Content Type ◽  
Somatic Marker ◽  
Processing Theory ◽  
Management Perspective ◽  
Somatic Marker Hypothesis

Purpose – Following various calls for research, the purpose of this paper is to adopt theories of emotion and action to understand the affective dimension of sensemaking processes in organizational change endeavors. Design/methodology/approach – This paper is conceptual in nature, introducing theories from psychology, in particular dual processing theory and the somatic marker hypothesis, to the field of intra- and inter-personal sensemaking in change processes. Findings – The author discusses how emotions shape sensemaking and thus the perception of change events and how four discrete emotions (anger, fear, anxiety, hope) shape content and motivational strength of sensemaking accounts, influence the likelihood that a person will engage in sensegiving activities and will be willing to accept inter-personal sensemaking outcomes. The author proposes that emotions are an input to as well as an outcome of sensemaking processes. Research limitations/implications – Although this research builds on a strong empirical basis, is conceptual in nature. Future research might test the relationships suggested in this paper empirically. Practical implications – The findings suggest that the management of affective reactions of people subjected to change processes might be a field currently not sufficiently accounted for in change management. Active emotion management might be a way to steer change processes in a positive way for all the stakeholders involved. Originality/value – The conceptualization presented here contributes to the often requested development of a conceptual model integrating emotions into the sensemaking perspective. The introduction of distinct emotions and the grounding in multi-disciplinary theory as well as the strong implications for change management theory and practice make this contribution valuable.

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