scholarly journals Are We Stuck in the Predigital Age? Embracing Technology-Mediated Change Management in Organizational Change Research

2021 ◽  
pp. 002188632110428
Author(s):  
Rouven Kanitz ◽  
Katerina Gonzalez
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Digital Technology ◽  
Change Process ◽  
Digital Technologies ◽  
Change Implementation ◽  
Research And Practice ◽  
The Future

Technology-mediated change management (TMCM) refers to an organization's use of digital technologies to facilitate change implementation. The use of digital technology is deeply penetrating change practice. However, alarmingly, few have theorized about or empirically investigated TMCM. A rich body of research informs change management, however, less is known about how technologies are changing the nature of managing the change itself. We stimulate new conversations on this topic by discussing how TMCM provides both valuable benefits and creates new risks in terms of the (a) adaptiveness, (b) personalization, and (c) openness of the change process. TMCM requires urgent attention as it has the potential to help shape the future of change research and practice. We call for scholarship that is reflexive about both the benefits and risks associated with TMCM and we offer directions for research in this relatively new area that may very well determine the future of our field.

scholarly journals Digitalization management system of Russia’s federal cities focused on prospective application throughout the country

2021 ◽  
Vol 110 ◽  
pp. 05011
Author(s):  
Yulia V. Kelesh ◽  
Elena A. Bessonova
Keyword(s):  
Digital Technology ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Uneven Development ◽  
Successful Development ◽  
The Future ◽  
Effective System ◽  
Prospective Application ◽  
The Russian Federation ◽  
Transformation Processes

The spread of digital technology around the world is accompanied by the uneven development of digitalization processes on the territory of different countries. Russia is no exception. The problem of digitalization management in the Russian Federation must be solved by building an effective system of its management. In order to implement digitalization management throughout the country, it is necessary, first of all, to establish this process on the territory of federal cities: Moscow, St. Petersburg and Sevastopol. Federal cities have all opportunities for building an effective system of digitalization management which in the future could be applied in other Russia’s regions without any serious failures and significant losses. The review and assessment of trends in the current development of digitalization in Russia’s cities of federal importance, the identification of priority digital technologies and priority areas of digitalization in them, the evaluation of their digital life level indicates the unresolved issues of digitalization management in the cities under consideration. A competent organization of digitalization management in federal cities based on the proposed directions will ensure the successful development of digital transformation processes within their territories, and other Russia’s regions will be able to adopt their experience in the future.

HR’s new role: rethinking and enabling digital engagement

2017 ◽  
Vol 16 (2) ◽  
pp. 60-65 ◽  
Author(s):  
Ravin Jesuthasan
Keyword(s):  
Best Practices ◽  
Digital Technology ◽  
Design Methodology ◽  
Industrial Revolution ◽  
Digital Technologies ◽  
Content Type ◽  
Future Of Work ◽  
The Future ◽  
Digital Engagement ◽  
Practical Implications

Purpose This paper aims to explore how a new industrial revolution with digital technology at its core is disrupting the workplace. It shares how HR has an opportunity to use data and digital technologies to reinvent how organizations engage with their workforce. It answers the question of how HR pivots from its legacy focus on compliance and being a steward of employment to the work and helping the organization strengthen its connection with its workers through improved digital engagement. Design/methodology/approach The paper is based on Willis Towers Watson thought leadership and references recent findings from their research. Findings The paper explores how digital technologies have changed how workers connect with their co-workers and the organization. In addition, it examines how digital technologies are changing how work gets done. Research limitations/implications The paper is not exclusively based on research. Practical implications The paper explores how digital technologies drive engagement, HR’s role as steward of the work and enabler of digital engagement and best practices for enabling digital engagement in the modern workplace. Originality/value This paper fulfills a need to assist HR leaders in thinking through the implications of the future of work and how digital technologies will shape that future.

Contemporary Change Management and Leadership in Local and International Businesses

2019 ◽  
pp. 405-430
Author(s):  
Aytaç Gökmen
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Labor Force ◽  
Change Process ◽  
Status Quo ◽  
Technological Changes ◽  
Current Position ◽  
Openness To Change ◽  
Effective Change ◽  
Future State

Organizational change is to transfer the organization from its current position to the desired future state. This process involves the differentiation of the activities, processes, structure, and targets of the organization. It is significant for an organization to decide where it is supposed to be in the future and to comprehend how to get to that new status-quo. Increasing globalization, fast technological changes, necessity of a well-trained labor force, changing social and demographic structures have intensified the competition and organizational change has become inevitable. The elements of an effective change process are openness to change, willingness of the personnel, flexibility, adjustment capacity of the business, optimism, and effective planning of change. The change process affects the organizations at structural, managerial, and individual basis as a result of the success of the change process.

Using social networking applications to facilitate change implementation processes: insights from organizational change stakeholders

2020 ◽  
Vol 26 (7) ◽  
pp. 1979-1998 ◽  
Author(s):  
Muhammad Naeem
Keyword(s):  
Social Media ◽  
Organizational Change ◽  
Social Networking ◽  
Knowledge Sharing ◽  
Change Process ◽  
Implementation Process ◽  
Change Implementation ◽  
Content Type ◽  
Implementation Processes ◽  
Insurance Sector

PurposeThe failure rate of change is high amongst countries and cultures where collectivism, destructive politics and resistance are high. Therefore, change leaders are more focused on exploring how they can create networking and socialization amongst major organizational stakeholders that can minimize detrimental cynicism and lobbying during change implementation. This study is an attempt to shed light on how Social Networking Applications (henceforth SNAs) can facilitate change implementation processes in the insurance sector.Design/methodology/approachThe individual reaction and interaction realities during the change process cannot be discovered once and for all as there are varied perspectives on the same subjects. Therefore, a social constructionist position was used to understand the different realties of change managers and change recipients using the context of insurance sector.FindingsThe study documented how SNAs can play an active role in addressing the concerns of employees as well as managing and protecting knowledge sharing to facilitate the change implementation process. The collaborative and interactive nature of SNAs can enhance richness in knowledge sharing and can facilitate the participation of employees. Therefore, management should monitor these platforms as a means to improve the change process and to address the concerns of employees. These networking channels which include WhatsApp and Facebook can enhance social interactions, support and acceptance at individual and organizational levels.Research limitations/implicationsSocial media has become a familiar tool for employees to use to discuss internal changes and policies within their organizations. Social media enhances the richness, reach, knowledge exchange and effective internal communication potential amongst organizational change stakeholders. Using social media, change recipients are now more empowered and connected with their leadership that ever before. It is now easier to facilitate decision making during the change formulation and implementation process.Practical implicationsSocial media applications have become necessary to ensure incremental and radical changes to the survival of dynamic businesses. The findings of this study are beneficial for change leaders and recipients of change to implement successful organizational change using social media tools. The effective and efficient use of social media applications helps organizations to foster knowledge amongst employees and they can address various critical issues, that is resistance to change, lower levels of knowledge sharing and support for change acceptance and lack of employee participation in decision making.Originality/valueThere is an inadequate understanding regarding how SNAs play a role in facilitating the change process in both public and private sector organizations. This study offers a social mchange facilitation model with the help of social learning, social networking and social behaviourism theories.

scholarly journals Overview of Change Patterns and Its Implementation

2020 ◽  
Vol 05 (12) ◽  
Author(s):  
Dr. Munir Theeb ◽  
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Management Practice ◽  
Change Implementation ◽  
Organizational Response ◽  
Research Issue ◽  
Different Types ◽  
Comprehensive Development ◽  
Traditional Patterns ◽  
Types Of Change

The different change patterns are all based on the principles of underlying of various models of change, used to assess the existing trends in institutions and determine those that need to change, and also their organizational response to organizational pressures,. The organizations find it difficult to contribute to comprehensive development, or to face the challenges of the future through its models and traditional patterns, where many of the features that stress the inappropriateness of these current patterns and receiving non-compliance with the requirements of the change implementation. The purpose of this paper is to provide an overview of the theoretical backgrounds of the research issue relating to patterns of change. This paper explores the contradictions and differences across the organizations in terms of managing their organizational change, and also explores some of the implications of different types of change for change management practice.

scholarly journals Transformational change process in a large corporation – case of a prominent Indian public sector undertaking

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anu Singh Lather ◽  
Shilpa Jain ◽  
Yogesh Verma
Keyword(s):  
Public Sector ◽  
Change Management ◽  
Change Process ◽  
Transformational Change ◽  
Transformation Process ◽  
Leadership Role ◽  
Content Type ◽  
High Performing ◽  
The Future

Purpose This study aims to discuss what prompted this organization to embark on the journey of transformational change, challenges faced strategies adopted to overcome challenges, leadership role and outcomes. Design/methodology/approach The descriptive approach is used to comprehend the transformational change process in this gigantic public sector undertaking (PSU). To have an idea of the effectiveness of the change process, the pre- and post-change performance of the company was taken into account through collection and analysis of physical and financial parameters. However, focus of this paper is concentrated on the transformation process and its chronological sequence only. Human resource productivity trend and organization development interventions adopted over the years were also observed along with conducting a sentiment analysis of the employees who lived through this entire change process in the organization. Findings The case study describes how this Indian PSU went through the process of transformational change management and leaves the reader to assess the degree and extent of success of the approach and strategy of the company in this regard. There may be many what-if situations and contingencies in this case for readers to explore for suggestions and solutions and finding new possibilities. Originality/value Change management is not a new exercise for the Indian corporate sector. What makes this case unique is the pro-active action initiated by a traditional high-performing and well-protected PSU to anticipate the future challenges and initiate action to overcome these. Change agents must “rewire” the plane while it is flying if the organization hopes to survive and perhaps prosper in the future. This case study is a first-hand account of the change process happening in a gigantic Indian PSU with Maharatna status.

scholarly journals STRATEGY DEVELOPMENT FOR A SUCCESSFUL CHANGE IMPLEMENTATION AT BARLOWORLD

2020 ◽  
Author(s):  
King Costa ◽  
Abner Nyoni
Keyword(s):  
Change Management ◽  
Change Process ◽  
Qualitative Methodology ◽  
Change Implementation ◽  
Strategy Development ◽  
Structured Interviews ◽  
Communication Flow ◽  
Change Framework ◽  
Successful Change

Businesses exist to generate profits for the shareholders, pay taxes and to pay their employees. Therefore, managers constantly look for better ways to maximise profits. In this quest they must continuously improve operations and use technology where possible and necessary. This endeavour calls for business improvement and automation as much as possible. Invariably this affects employees who might be frightened by changes in the organisation. Employees must be thought of and catered for when a change takes place in their work environment. Most organisations are faced with a never-ending dilemma of having to deal with change cycles that happen at a high frequency rate and high failure rate.The objectives of the study are to determine how change process is embraced at Barloworld; to ascertain if change process is formalised at Barloworld; to examine the need for organisations to develop a change framework; and to establish the elements of a framework for a successful change implementation. For this research a qualitative methodology was used.Semi-structured interviews were conducted with the participants using Zoom for these interviews and for recording the sessions. These interview sessions were conducted for a period of two weeks. The collected data was thoroughly analysed using thematic analysis to get to the findings, conclusions and recommendations.The findings of the study revealed that there is an understanding of the need for change at Barloworld, however there is further inference suggesting that the processes of change management could have been handled better. Participants indicated support and buy-in to an eminent change. Inadequate communication flow emerged as a cause and an impediment to successful change implementation. Review of participants’ statements in vivo indicated that a recent exercise of change management lacked a guiding tool such as a framework from employees’ perspective. A framework for change management at Barloworld needs to be visible, communicated and inclusive.

Committing to Organizational Change in IT Industry

2011 ◽  
Vol 1 (4) ◽  
pp. 1-17
Author(s):  
Jukka-Pekka Kauppinen ◽  
Hannu Kivijärvi ◽  
Jari Talvinen
Keyword(s):  
Organizational Change ◽  
Pilot Study ◽  
Change Management ◽  
Change Process ◽  
Process Quality ◽  
Change Initiative ◽  
It Industry ◽  
Commitment To Change ◽  
Implementation Quality ◽  
Management Concepts

In the current competitive environment, managing organizational change successfully requires comprehensive understanding of change management concepts and processes as well as the implied drivers behind them. Information technology (IT) field is not an exception; growing interest exists for understanding organizational change and change management in the IT industry. Fast-paced changes in today’s IT and business environments are inevitable and the challenges associated with organizational changes are becoming more complex. This study aims to find at least partial answers to the question how employees’ commitment to change and the implementation quality of a change process affect achieving the goals and succeeding in an organizational change initiative. The study is conducted in two parts in a Finnish IT company providing complex IT solutions and services. The first part, the pilot study, identifies factors hindering employees’ commitment to change. The pilot study is followed by a quantitative main study, which investigates the relationships between employees’ level of commitment during the different phases of a change project, the change process quality, the importance and realization level of the different goals set for the change project, and the final success of the change initiative. The results indicate that a strong, positive relationship exists between the change process quality and the level of employees’ commitment to change.

E-Service and Organizational Change

2011 ◽  
Vol 9 (3) ◽  
pp. 39-51 ◽  
Author(s):  
Chorng-Shyong Ong ◽  
Shang-Wei Wang
Keyword(s):  
Organizational Change ◽  
Service Quality ◽  
Change Management ◽  
Dynamic Process ◽  
Change Process ◽  
Management Tool ◽  
Management Model ◽  
Relevant Research ◽  
Stage Change

The pervasiveness of e-services offers organizations a new way to serve and engage their customers. Organizational change issues must be recognized and addressed to increase service quality and satisfaction of e-service. However, relevant research is limited. In this paper, the authors conduct a longitudinal in-depth case study of a successful e-service-induced governmental transformation and propose a three-stage change management model. First, the authors reveal the dynamic process of the e-service-induced organizational change. Second, the authors explicitly identify the role and influence of ICTs and customers in the change process, which is important in studying e-service-induced organizational change due to the boundary nature of e-service. Lastly, their three-stage change management model acknowledges the improvisational and technochange process of the e-service-induced change and can be used either as a theoretical framework or a practical management tool.

The Power of Three

2016 ◽  
pp. 532-552
Author(s):  
Ute Riemann
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Change Management ◽  
Change Process ◽  
Design Thinking ◽  
Landscape Changes ◽  
Organizational Change Management

The idea behind this chapter paper is that transformation projects can support can be better supported in terms of organizational change, process changes and IT system landscape changes with the application of a blended methodology of project management, organizational change management and Design Thinking. In other words: the proposal is that organizational change management and Design Thinking shall be an integral part of project management.

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