Collective leadership and social logics: a new strategic change management challenge

2008 ◽  
Vol 5 (2) ◽  
pp. 241
Author(s):  
Emmanuelle Avon
Keyword(s):  
Change Management ◽  
Strategic Change ◽  
Collective Leadership ◽  
Social Logics ◽  
Management Challenge

Knowledge Management and Its Challenges in Global Business

2013 ◽  
pp. 290-315 ◽  
Author(s):  
Harish C. Chandan
Keyword(s):  
Knowledge Management ◽  
Change Management ◽  
Performance Metrics ◽  
Strategic Change ◽  
International Strategy ◽  
Global Knowledge ◽  
Global Business ◽  
Productivity Improvement ◽  
Learning Productivity ◽  
Transactional Leadership Style

Knowledge Management (KM) is an organization-wide, strategic change management initiative dealing with people, processes, and Information Communication Technology (ICT) to achieve a competitive advantage through learning, productivity improvement, and innovation. Based on the current literature review of KM and its challenges in global business, a general framework for KM in terms of leadership, organization, and ICT is proposed. The role of leadership includes developing an international strategy for KM, executing strategic change management, practicing a mix of transformational and transactional leadership style, and developing KM performance metrics. The organizational parameters include learning, processes, culture, and organizational structure. ICT plays a crucial role in the learning and processes to acquire, store, share, and apply knowledge. Some of the KM challenges in global business include global leadership competencies and strategy, project-based flexible global virtual teams, global knowledge integration, and working with ICT gaps across different economies.

The Dynamics of Collective Leadership and Strategic Change in Pluralistic Organizations

2001 ◽  
Vol 44 (4) ◽  
pp. 809-837 ◽  
Author(s):  
Jean-Louis Denis ◽  
Lise Lamothe ◽  
Ann Langley
Keyword(s):  
Strategic Change ◽  
Collective Leadership

Optimising pathways for an organisational change management programme

2014 ◽  
Vol 26 (1) ◽  
pp. 88-97 ◽  
Author(s):  
Graeme Cocks
Keyword(s):  
Change Management ◽  
High Performance ◽  
Success Factors ◽  
Strategic Change ◽  
Diagnostic System ◽  
Organisational Change ◽  
Management Plan ◽  
Diagnostic Tools ◽  
Content Type ◽  
Opportunity Gaps

Purpose – The paper builds on a four-year empirical study of 11 of Australia's high-performance organisations that identified their key characteristics for success. Following widespread interest in this study, the author has been challenged by industry practitioners to develop a methodology that would allow them to assess their organisation's performance against that of the winning organisations in the original study. The purpose of this paper is to describe the methodology and summarise techniques to analyse and map the data. It also discusses how the findings should generate more effective change management programmes. Design/methodology/approach – A questionnaire focusing on 90 critical success factors has been integrated into an online diagnostic system for use at all levels of the organisation. Both qualitative and quantitative responses can be collected and decision makers can choose several reporting formats to summarise the data. Findings – Effective methods to design the assessment projects and customise the diagnostic tools for organisations from several industries have been developed. Some initial trials and preliminary trends from the diagnostics are now beginning to emerge. These demonstrate the benefits of defining opportunity gaps which can be estimated based on feedback on both performance and importance criteria. Originality/value – This innovative approach to benchmarking against a proven and practical model for business excellence provides robust and clear operational and strategic opportunities for business improvement. These opportunities form the basis for a strategic change management plan that is more focused and relevant to the unique challenges facing the enterprise.

scholarly journals Strategic change management at CUNIX infotech

VUZF Review ◽  
2020 ◽  
Vol 5 (3) ◽  
pp. 20-30
Author(s):  
Hitesh Sanghavi
Keyword(s):  
Change Management ◽  
Strategic Change ◽  
Change Strategy ◽  
Market Growth ◽  
Revenue Growth ◽  
Highly Effective ◽  
Over Time

Highly effective are those organizations that have managed changed and that too with a strategy being the governing light for the change management. Due to lean market growth and saturated business scenarios or just a complaisance over time are just a few reasons why change is required and in this case study we look at a change strategy that has led the organization to a 22%+ revenue growth consistently year on year. This is just a proof that change well thought of a better implemented strategically can definitely yield good results.

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 Experiencing Organizational Change Through the Change Management Simulation: Power and Influence

2018 ◽  
Vol 5 (1) ◽  
pp. 70-81
Author(s):  
Kathi J. Lovelace ◽  
Loren R. Dyck
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Strategic Change ◽  
Graduate Courses ◽  
Web Based ◽  
Manufacturing Firm ◽  
Change Factors ◽  
The Web ◽  
Power And Influence

This resource review describes the web-based Change Management Simulation: Power and Influence by Harvard Business Publishing and discusses its application in both undergraduate and graduate courses. The simulation focuses on personal and organizational change factors that influence the adoption of a sustainability initiative within a manufacturing firm. Students experience leading strategic change in different contexts given the instructor’s ability to assign different authority levels and change urgencies. We provide an overview of the simulation and suggestions for introducing, playing, and debriefing the simulation. We also briefly discuss the strengths and limitations of this supplemental pedagogy.

Managers’ perceptions of trust in the workplace in times of strategic change

2019 ◽  
Vol 14 (1) ◽  
pp. 2-20 ◽  
Author(s):  
Marcos Komodromos ◽  
Daphne Halkias ◽  
Nicholas Harkiolakis
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Strategic Change ◽  
Social Issues ◽  
Online Questionnaire ◽  
Management Of Change ◽  
Content Type ◽  
Current Trends ◽  
Managerial Employees ◽  
The Impact

PurposeThe purpose of this paper is to explore and present current trends and developments in the field of managers’ perceptions of trust and the management of change in Cyprus, Greece and Romania, in a period of strategic organizational change. A total of 126 managerial employees (communication managers, operation managers, quality control managers, safety & environmental managers, and office managers) working in different departments of organizations in Cyprus, Greece, and Romania respond and complete the online questionnaire.Design/methodology/approachA qualitative study using an online questionnaire with interview questions was developed to arrive at the study’s findings. To acknowledge relevant perceptions of trust and the management of change during organizational change in different organizations in Cyprus, Greece and Romania, unique questions helped to support the research results and highlight themes that emerged from interview sessions with the study participants.FindingsThe findings highlight the need for organizational leadership to establish mutual trust and effective communication with managerial employees for successful cooperation during times of strategic change and enhanced overall employee performance. This study is relevant for researchers and academics in the areas of change management and communication, presenting current trends and developments in perceptions of trust and change management in Cyprus, Greece and Romania. It may also help them achieve recognition among their peers and colleagues from other disciplines.Research limitations/implicationsAn important implication of the study derives from the finding on the uniqueness of the knowledge and information work carried out by the respondents and the impact that this can have in their working environment and their productivity. As a result of the above, this study provides indications to recruiters and managers regarding a number of desirable and necessary skills, and motivational factors that future employees may need to have or develop in order to carry out their job efficiently and effectively.Practical implicationsResearching managerial employees’ perceptions of trust and the management of change in organizations can have significant implications for human resources management during a time of strategic change.Social implicationsThis research study may contribute to the management and communication area in European countries in stimulating new approaches to management and social issues and in the corporate management practice.Originality/valueThis study produces new knowledge instead of summarizing what is already known in a new form in the area of management and corporate communication. The researcher reports the results in analysis and interprets the results by discussing possible implications and solutions.

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