scholarly journals Organizational Design and Change Management for IT Transformation: A Case Study

2018 ◽  
Vol 6 (1) ◽  
Author(s):  
James J. Cusick
Keyword(s):  
Change Management ◽  
Organizational Design

A Kind of Change Management Method for Global Value Chain Optimization and Its Case Study

2021 ◽  
pp. 1-15
Author(s):  
Guangyu Xiong ◽  
Huaiyu Wu ◽  
Petri Helo ◽  
Xiuqin Shang ◽  
Gang Xiong ◽  
...  
Keyword(s):  
Change Management ◽  
Value Chain ◽  
Global Value Chain ◽  
Management Method

Design and Evaluation of Usable Systems

2002 ◽  
Vol 46 (3) ◽  
pp. 367-371
Author(s):  
John F. McGrew
Keyword(s):  
Genetic Algorithm ◽  
Change Management ◽  
Management System ◽  
Design Method ◽  
The Other ◽  
Design Team ◽  
Style Analysis ◽  
Decision Style ◽  
Parallel Design

This paper discusses a case study of a design and evaluation of a change management system at a large Telecommunications Corporation. The design and evaluation were done using the facilitated genetic algorithm (a parallel design method) and user decision style analysis. During the facilitated genetic algorithm the design team followed the procedure of the genetic algorithm. Usability was evaluated by applying user decision style analysis to the designed system. The design is compared with an existing system and with one designed by an analyst. The change management system designed by the facilitated genetic algorithm took less time to design and decision style analysis indicated it would be easier to use than the other two systems.

Managing multichannel coordination in retail banking: the influence of customer participation

2006 ◽  
Vol 24 (5) ◽  
pp. 327-345 ◽  
Author(s):  
Loïc Plé
Keyword(s):  
Organizational Design ◽  
Retail Banking ◽  
Customer Participation ◽  
Content Type ◽  
Quantitative Studies ◽  
Retail Banks ◽  
The Impact ◽  
Depth Interviews

PurposeThe purpose of this research is to explore the combining of marketing and organizational literature. This paper seeks to evaluate the relationships between multichannel coordination and customer participation, as seen through the lens of potential customer opportunism. It aims at showing the impact of this opportunism on the organizational design of multiple channels structures.Design/methodology/approachThe research reports on an exploratory case study in a French retail bank. A total of 25 in‐depth interviews were conducted, and the use of other sources enabled data triangulation.FindingsThe results show first that an increase in the number of distribution channels is liable to favor customer opportunistic behavior. To counter this, the bank mainly relies on impersonal coordination modes. An emerging result highlights the role of the customer as a “perceptual filter” between the different channels of employees.Research limitations/implicationsCustomer opportunism is studied via channels employees perceptions. An investigation using a customer survey may help to better understand this construct, e.g. to identify its antecedents, and to measure it precisely. Moreover, further qualitative and/or quantitative studies with larger sample sizes are needed to try and generalize these results.Practical implicationsIt is recommended not to forget that customers can facilitate or hinder multichannel coordination. Retail banks have the power to use them conveniently, provided that they are fully conscious of the scope of the “partial employee” role played by the customer.Originality/valueThis paper broadens understanding of how multichannel distribution structures are coordinated, and in a way belies traditional organizational design literature. The emerging result gives birth to the concept of “reversed interactive marketing”, which has interesting theoretical and practical repercussions.

Communicate belonging? Duoethnography of an organisational change study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ivana Crestani ◽  
Jill Fenton Taylor
Keyword(s):  
Change Management ◽  
Sense Of Belonging ◽  
Management Practices ◽  
Organisational Change ◽  
Change Initiatives ◽  
Content Type ◽  
Inclusive Language ◽  
Employee Resistance ◽  
Practical Implications

PurposeThis duoethnography explores feelings of belonging that emerged as being relevant to the participants of a doctoral organisational change study. It challenges the prolific change management models that inadvertently encourage anti-belonging.Design/methodology/approachA change management practitioner and her doctoral supervisor share their dialogic reflections and reflexivity on the case study to open new conversations and raise questions about how communicating belonging enhances practice. They draw on Ubuntu philosophy (Tutu, 1999) to enrich Pinar's currere (1975) for understandings of belonging, interconnectedness, humanity and transformation.FindingsThe authors show how dialogic practice in giving employees a voice, communicating honestly, using inclusive language and affirmation contribute to a stronger sense of belonging. Suppressing the need for belonging can deepen a communication shadow and create employee resistance and alienation. Sharing in each other's personal transformation, the authors assist others in better understanding the feelings of belonging in organisational change.Practical implicationsPractitioners will need to challenge change initiatives that ignore belonging. This requires thinking of people as relationships, rather than as numbers or costs, communicating dialogically, taking care with language in communicating changes and facilitating employees to be active participants where they feel supported.Originality/valueFor both practice and academy, this duoethnography highlights a need for greater humanity in change management practices. This requires increasing the awareness and understanding of an interconnectedness that lies at the essence of belonging or Ubuntu (Tutu, 1999).

scholarly journals Change Management in public sector: A case study of gas distribution firm

2013 ◽  
Vol 3 (6) ◽  
pp. 1751-1756 ◽  
Author(s):  
Alireza Shirvani ◽  
Mashallah Valikhani Dehaghani ◽  
Seyed Hassan Mossavi
Keyword(s):  
Public Sector ◽  
Change Management ◽  
Gas Distribution

scholarly journals Manufatura enxuta em um fabricante de produtos hospitalares: implantação e avaliação na percepção dos gestores

2019 ◽  
Vol 12 (1) ◽  
pp. 88
Author(s):  
Rogério Da Silva Nunes ◽  
Alessandra De Linhares Jacobsen ◽  
Rodrigo Dos Santos Cardoso
Keyword(s):  
Change Management ◽  
Behavioral Change ◽  
Lean Manufacturing ◽  
Implementation Process ◽  
Readiness For Change ◽  
Current Case ◽  
Medical Products ◽  
Increase Productivity ◽  
A Company

The use of lean production in organizations, which aims to broaden your results using fewer resources, that is, to increase productivity producing essentially necessary and eliminating what does not add value to clients, requires actions that include mapping of success environments and organization's readiness for change management. Hence we have the current case study, descriptive, which presents the implementation of lean manufacturing in the textile plant in Blumenau (Santa Catarina) that manufactures medical products from a company with three manufacturing units. Next, there were interviews with thirteen managers and staff who participated in the lean manufacturing implementation process in the unit in focus. As a result, we identified that the requirements and preparations for the deployment mentioned are directed to a behavioral change that includes preparation of leadership, aligned with the organization's strategy, which needs to be deployed to all areas. Also featured are the stages of implementation and attempts to institutionalize the environment provided by the principles of lean manufacturing. It concludes with the identification of categories of analysis for the changes arising from the aforementioned deployment.

scholarly journals Nelson Mandela’s Archive: a Case Study in Research-driven Institutional Change Management

Administory ◽  
2019 ◽  
Vol 4 (1) ◽  
pp. 141-157
Author(s):  
Verne Harris ◽  
Shadrack Katuu
Keyword(s):  
Change Management ◽  
Board Of Trustees ◽  
Public Facility ◽  
Nelson Mandela ◽  
Management Processes ◽  
Research Designs ◽  
Special Project ◽  
Transition Plan ◽  
Organisational Research

Abstract The Nelson Mandela Centre of Memory Project was launched by the former President Mandela in 2004 as a special project of the Nelson Mandela Foundation (NMF). In 2006, the Foundation’s Board of Trustees decided to adopt the Centre as the Foundation’s core operational function, a decision to be implemented in terms of a 5-year transition plan. In February 2012, the latter ended with a public announcement of the organisation’s new mandate to work in the memory–dialogue nexus and intention to unveil the Centre as a public facility in 2013. This fundamental organisational transition (with many subsidiary change management processes) was informed by four dedicated research interventions, all conducted within an overarching action research framing: an investigation of the ›memory for justice‹ tradition in South Africa and its possible institutional application by the NMF; a global benchmarking study of cognate institutions; a study of dialogue as an element of Mandela’s legacy in relation to the memory–dialogue nexus; and a marketing and branding survey. Verne Harris and Shadrack Katuu provide an account of these interventions, highlighting in each case the research designs and subsidiary research and analysis techniques. The article begins with a tracing of relevant historical and archival contexts and concludes with an assessment of the organisation’s change management process and the efficacy of the organisational research agenda.

Sign in / Sign up

Export Citation Format

Share Document