Success Talk: Narrative Accounts of Organizational Change

2021 ◽  
pp. 002188632110584
Author(s):  
Julie Wolfram Cox
Keyword(s):  
Organizational Change ◽  
Procedural Fairness ◽  
Frame Of Reference ◽  
Planned Change ◽  
Collective Leadership ◽  
Joint Construction ◽  
Perceived Success

Based on evidence from narrative accounts of organizational change, the potential of dialogic approaches that privilege joint construction of both change challenges and interventions appears very promising. This evidence also demystifies the notion of “well-planned” change, may further strengthen moves away from n-step programmatic approaches to change intervention, reminds readers of the importance of procedural fairness, and invites further research in terms of collective leadership. Where retrospective stories through which participants distinguished perceived success and failure provide the data for analysis, it is important that findings are understood within a narrative rather than an objective frame of reference.

Arguing for Design Thinking Interventions as a Form of Artistic Interventions

2016 ◽  
Vol 10 ◽  
pp. 40-47
Author(s):  
Ulla Johansson Sköldberg ◽  
Jill Woodilla
Keyword(s):  
Organizational Change ◽  
Design Thinking ◽  
Organizational Innovation ◽  
Frame Of Reference ◽  
Full Potential ◽  
Artistic Process ◽  
Theoretical Frame ◽  
Artistic Interventions ◽  
Innovation And Change ◽  
Empirical Material

Drawing on data from two projects where artists used their artistic competence as organizational change facilitators, we argue for a theoretical coupling of the discourse(s) of design thinking to research streams within art-and-management. The artistic dimension of design, the practice perspective and the artistic process should be considered if we are to understand the full potential of design thinking for companies. This paper describes two artistic intervention projects that highlight valuable ways artists can contribute to organizational innovation and change.  We begin with the theoretical frame of reference and a short methodological statement, followed by the empirical material.  In the analysis section we point to ways in which such interventions are similar to ones led by designers when we consider the designer’s process as individualized and contextualized.  Finally, we draw conclusions.

Money talks – A qualitative analysis of the organizational change connected with the corporation formation of a voluntary sport club / Money talks – Eine qualitative Analyse des organisationalen Wandels und der Korporationsbildung in einem freiwilligen Sportverein

2008 ◽  
Vol 5 (2) ◽  
Author(s):  
Josef Fahlén ◽  
Cecilia Stenling ◽  
Ludvig Vestin
Keyword(s):  
Organizational Change ◽  
Theoretical Model ◽  
Change Process ◽  
Frame Of Reference ◽  
Sport Club ◽  
Structured Interviews ◽  
Sports Club ◽  
Qualitative Analyse ◽  
Theoretical Frame ◽  
Different Parts

SummaryThe purpose of this study was to illustrate and analyze the organizational change the Swedish voluntary sports club IF Björklöven went through in connection with the corporation formation of its representative team. The study was made with institutional theory as a theoretical frame of reference. Particularly important for the shaping of the study was a theoretical model by Greenwood and Hinings (1996). The data was collected using semi-structured interviews with seven respondents representing different parts of the organization. The results show that the change process was driven and enabled for the most part by the offer of SEK 22.5 million from an external financier. The restructuring has brought about a change in the way Björklöven thinks about the outcome, purpose, structure and goals of the organization, now that the organization is moving towards a more market-oriented way of organizing.

scholarly journals Organizational Change in Schools

2020 ◽  
pp. 209653112093217
Author(s):  
Kadir Beycioglu ◽  
Yasar Kondakci
Keyword(s):  
Organizational Change ◽  
Planned Change ◽  
Continuous Change ◽  
Theoretical Understanding ◽  
Organizational Settings ◽  
Change Dynamics ◽  
Current State ◽  
Key Driver ◽  
Leadership Approaches ◽  
Change Forces

Purpose: This review aims to discuss the meaning of organizational change, change dynamics, and the current state of debates on organizational change in schools. The core purpose of this review is not only to restate the literature on organizational change in schools but also to challenge the current theoretical understanding of change in schools by rising the new perspectives on change in schools. Design/Approach/Methods: As part of this effort, we discuss the dominant perspectives of change, forces of change, and illustrate the interventions adopted by different school systems to deal with the need of change. Findings: The literature on change in schools suggests that, parallel to the change intervention in other organizational settings, largely fail. Falling short of intended goals in change interventions is not a simple methodological problem but rather an ontological issue of how we perceive change and organization. Parallel to the arguments in the literature, continuous change has been indicated as an alternative perspective to planned change. Finally, leadership has been indicated as a key driver of organizational change. Originality/Value: The review discusses applicability of continuous change and elaborate on alternative leadership approaches to guide continuous change in schools.

scholarly journals The Effects of Perceived Leadership Styles and Emotional Intelligence on Attitude toward Organizational Change among Secondary School Teachers

2020 ◽  
Vol 16 (2) ◽  
pp. 36
Author(s):  
Nusrah Ahmad Mukhtar ◽  
Chan Yuen Fook
Keyword(s):  
Emotional Intelligence ◽  
Organizational Change ◽  
Secondary School ◽  
Leadership Styles ◽  
Secondary School Teachers ◽  
School Context ◽  
Planned Change ◽  
Correlational Research ◽  
Perceived Leadership ◽  
Transformational And Transactional Leadership

This study employed a descriptive-correlational research design to investigate the relationships of perceived leadership styles and emotional intelligence on attitude toward organizational change in Malaysian secondary school context. The study involved a total of 360 teachers chosen randomly from five secondary schools in Selangor. The study was conducted based on the three-stage planned change from Lewin’s (1947). This study only focuses on the unfreezing stage as a guide to study the potential relationships of the three research variables. In this study, the leadership styles were derived from Bass and Avolio’s (2000) model of transformational and transactional leadership, while emotional intelligence has been referred to Wong and Law’s (2002) theory. However, the dependent variable of attitude toward organizational change was referred to Dunham, Grube, Gardner, Cummings & Pierce (1989). The conceptual framework of this study proposed an impact of leadership styles and emotional intelligence on the attitude toward organizational change. The correlation analysis shows that leadership styles and emotional intelligence are positively linked to attitude toward organizational change. Basically, the findings have practical implications toward the improvement of principals’ leadership and enhancement of emotional intelligence of teachers.  Besides, it also has implications on the attitude toward organizational change in Malaysian education system.

scholarly journals Implementing Mckinsey 7S Model of Organizational Diagnosis and Planned Change, Best Western Italy Case Analysis

2021 ◽  
Keyword(s):  
Organizational Change ◽  
Behavioral Science ◽  
Secondary Data ◽  
Employee Commitment ◽  
Case Analysis ◽  
Performance Outcomes ◽  
Planned Change ◽  
Top Management ◽  
Organizational Goals ◽  
New Employees

Best Western Italy operates under BW international Inc. a leading hotel and resort brand that provides high quality accommodation services in numerous countries across the globe. All of Best Western hotels are owned and managed independently. BW Italy is the brand’s center for operations and reservation in the European market. It has gained recognition from its unique reservations services involving strategic partners to ensure their customers receive the best services at standardized rates. To reinforce its vision and mission, BW Italy management came up with a yearlong “Make a Difference” program to enhance employee commitment by aligning their goals to those of the company. This would entail organizational change which involves a system-wide transfer and application of behavioral science knowledge to the strategic development, enhancement, and reinforcement of the plans, process, and structures that result in organizational efficiency and effectiveness. The results included rearrangement of top management to establish a flatter organizational structure with improved distribution of leadership. A year after the program had been concluded, the General Manager was aware that its implementation had created colossal excitement and interaction among the employees who had taken part in it. However, four employees had refused to participate in the program while the company had recruited ten new employees after the program had ended. BW Italy needs to formulate a strategy to ensure that the “Make a Difference “program changes are internalized by its employees and institutionalized within the organization. The case analysis utilized secondary data acquired through a case study performed on BW Italy during the implementation of the program. Data was analyzed through the McKinsey 7s Model an effective tool used in analyzing organizational change. The McKinsey 7s Model is an effective tool aimed at depicting how effectiveness can be achieved within an organization through the interaction of 7 different organizational elements namely structure, strategy, skill, system, shared values, style, and staff. Keywords: Make a difference, Organizational change, Change program, Organizational goals, Mission and values, Employee commitment, Top management, Organizational diagnostic models, Performance outcomes

Motivational bases of commitment to organizational change in the Chinese public sector

2019 ◽  
Vol 47 (1) ◽  
pp. 1-8 ◽  
Author(s):  
Bangcheng Liu ◽  
Zonghe Zhang
Keyword(s):  
Organizational Change ◽  
Public Sector ◽  
Affective Commitment ◽  
Eastern China ◽  
Planned Change ◽  
Commitment To Change ◽  
Psychological Reactions ◽  
The Public ◽  
Public Sector Employees ◽  
Chinese Public

Does public sector employees’ public service motivation (PSM) affect their psychological reactions to organizational change? We examined the effects of PSM on public sector employees’ commitment to a specific organizational change. Participants were 231 public sector employees from a city in eastern China, who completed surveys assessing commitment to change and PSM. The results showed that there was a significant relationship between PSM and employees’ commitment to organizational change. That is, individuals with high (vs. low) PSM were more likely to have high levels of continuance and normative commitment, whereas PSM was not significantly correlated with affective commitment to organizational change. Practical implications are discussed of a successful planned change in the public sector, including staffing, communication, and discipline during the change process.

scholarly journals Dissensual Leadership: Rethinking democratic leadership with Jacques Rancière

Organization ◽  
2020 ◽  
pp. 135050842096152
Author(s):  
Charles Barthold ◽  
Marco Checchi ◽  
Miguel Imas ◽  
Owain Smolović Jones
Keyword(s):  
Leadership Practices ◽  
Organizational Structures ◽  
Frame Of Reference ◽  
Collective Leadership ◽  
Democratic Leadership ◽  
Jacques Ranciere ◽  
Jacques Rancière

The democratic leadership literature emphasises those leadership practices that involve dialogue and communication within the frame of reference of existing organizational structures, discourses and hierarchies. Our contribution is to problematise this approach to democracy from the perspective of the work of Jacques Rancière, which highlights the importance of dissensus, that is to say a breaking away from organizational structures and hierarchies. We argue that this allows us to conceptualise collective leadership in a postfoundational way that connects a critique of individual and organization-bound leadership to a democratic logic, in particular through Rancière’s analysis of the myth of the murder of the shepherd. This also enables us to study radically disruptive, non-hierarchical and pre-dialogic dimensions of leadership that may destruct as well as construct. Two democratic leadership practices are outlined: contingent acts of leadership and the practice of radical contestation. Our argument is that both practices of democratic leadership can be deployed as radical ruptures and disruptions of organizational orders, beyond dialogue.

scholarly journals PERAN KEPEMIMPINAN PENDIDIKAN ISLAM DALAM MANAJEMEN PERUBAHAN ORGANISASI PENDIDIKAN

2019 ◽  
Vol 3 (1) ◽  
pp. 59-72
Author(s):  
Rachmad Sobri
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Education Leadership ◽  
The Body ◽  
Planned Change ◽  
Islamic Education ◽  
Research Education

This article discusses changes in Islamic education organizations, who raised the role of Islamic education leadership in the change management of mini research education organizations at MTs Al-Mujahirin Patuk Yogyakarta. Basically every organization will make changes in the body of the organization is logical and formal. Good organizational change is a systemic and planned change and requires a top leader to drive a change and be suported by elements within it.

scholarly journals The effect of change leadership on employee attitudinal support for planned organizational change

2021 ◽  
Vol 34 (2) ◽  
pp. 403-415
Author(s):  
Gechinti Bede Onyeneke ◽  
Tomokazu Abe
Keyword(s):  
Organizational Change ◽  
Behavioral Intentions ◽  
Cognitive Appraisal ◽  
Leadership Behaviors ◽  
Change Leadership ◽  
Planned Change ◽  
Equation Modeling ◽  
Content Type ◽  
Change Leadership Behaviors ◽  
Change Efforts

Purpose The purpose of this paper is to examine how change leadership activities help bring about employee support for planned organizational change.Design/methodology/approachUsing a non-experimental quantitative research design, and a self-administered Likert-type questionnaire survey, the study sourced data from employees in an organization undergoing significant change. Data analysis was by structural equation modeling (SEM).FindingsChange leadership behaviors bearing on; visioning, communication, participation, support and concern for change participants' interests were found to be of significant importance in ensuring employee buy-in and support for planned change efforts. Although change leadership had no direct effect on employees' behavioral intentions to support change, it was strongly related to employee cognitive appraisal of change. The relationship between change leadership and employee behavioral intentions to support planned change was serially mediated by employee cognitive appraisal and emotional response toward the planned change event.Practical implicationsIn appraising planned organizational change efforts, managers tend to focus on employee behaviors toward the change instead of conditions that drive such behaviors. This study underscores the need to focus on employee attitudes as precursors to desired behavior toward change.Originality/valuePrior research suggests that change leadership behaviors affect employee attitudinal reactions to change but yet lacked empirical validation. By applying a multidimensional approach to attitude and investigating its hierarchy of effects, this study enhanced our accuracy in explaining the influence change leadership has on employee attitudinal support for change.

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