An Autobiographical Case Study of the Image Transformation Process and the Therapeutic Meaning Revealed in the art Therapist's Art Work

2021 ◽  
Vol 21 (2) ◽  
pp. 1-19
Author(s):  
Joo-Young Lee ◽  
◽  
Myung-Sun Choi
Keyword(s):  
Transformation Process ◽  
Image Transformation

scholarly journals A business transformation model to enhance the sustainability of small-sized family businesses

2021 ◽  
Vol 19 (1) ◽  
pp. 185-197
Author(s):  
Anita Wijayanti ◽  
Massila Kamalrudin ◽  
Safiah Sidek ◽  
Kartika Hendra Titisari
Keyword(s):  
Family Business ◽  
Environmental Changes ◽  
Transformation Process ◽  
Family Businesses ◽  
Transformation Model ◽  
Business Transformation ◽  
Doing Business ◽  
Different Types ◽  
Observation Period

Business transformation is essential to making the small-sized family business more sustainable. Technological and environmental changes have radically transformed the way of doing business. Business transformation into digital business is the key to success in these conditions. On the other hand, some of the previous studies of business transformation in several countries and industries show different empirical evidence. This study analyzes the transformation process in a small-sized family business. This is a case study of 15 small-sized family businesses with four different types of industry, with an interview and observation period of 12 months in 2019–2020. This study has formulated a business transformation model for a small-sized family business and presented the results of the transformation process carried out. The research results indicate that a business transformation model consists of several attributes and sub-attributes. Business transformation results indicate different processes and times between companies. In general, the transformation process can be grouped into the exploration, learning, and synchronizing stages. The industry with the fastest transformation process is the hospitality industry, while the manufacturing process for the industry takes a bit longer. The results of this study indicate that business transformation has improved the sustainability of a small-sized family business that is characterized by its ability to adapt to changing technology and environmental conditions.

scholarly journals International business transformation patteerns of czech enterprises since the velvet revolution and the velvet divorce

1999 ◽  
Vol 8 (2) ◽  
Author(s):  
James D. Goodnow
Keyword(s):  
United States ◽  
International Business ◽  
The United States ◽  
Transformation Process ◽  
Business Activity ◽  
The Czech Republic ◽  
Business Transformation ◽  
Velvet Revolution ◽  
World Class

From a macroeconomic standpoint, the Czech Republic has been viewed as a leading example of successful transformation from a state owned to a privatized economy. Yet at the firm and industry levels, the transformation process is still in its early stages. This article focuses on the transformation of outbound international business activities of the country and offers statistical and case study evidence to support four propositions describing the transformation process to date. First, most Czech international business activity is oriented toward its European neighbors. Second, globalization is beginning in a few selected firm and industries. Third, the reliance on low price rather than other international marketing advantages limits the development of world class images of Czech export commodities. Fourth, beginning globalization efforts of Czech firms focus on emerging markets of Asia, South America and Africa and to a lesser extent on the United States but largely exclude Japan.

scholarly journals Principles of Operational Agility: A Case Study of a Swiss Telecommunication Company

2020 ◽  
Vol 74 (2) ◽  
pp. 173-186
Author(s):  
Rafael Lorenz ◽  
Luzius Bäckert ◽  
Johannes Heck
Keyword(s):  
Single Case ◽  
Agile Manufacturing ◽  
Transformation Process ◽  
Agile Development ◽  
Single Case Study ◽  
Business Unit ◽  
Management Research ◽  
Research Areas ◽  
Agile Organization

Management research has begun to investigate operational agility, the capability of organizations to adapt rapidly and incrementally in response to changing conditions. The purpose of this study is to bridge the discrete research areas of agile development and agile manufacturing, which exist within literature on operational agility, and to derive the principles of operational agility itself. It therefore combines previous research with evidence from an explorative single case study. The study identifies eight principles of operational agility which may guide practitioners to form organizations that can adapt rapidly. By deriving these principles, this case study is one of the first academic contributions to elaborate on an operating model that aims for agility on both an enterprise and business unit level. Overall, our findings enhance the understanding of operational agility, while revealing new insights into the transformation process of a leading agile organization.

A case study of transformation in four African universities.

2021 ◽  
pp. 240-250
Author(s):  
David Kraybill ◽  
Moses Osiru
Keyword(s):  
South Africa ◽  
Organizational Culture ◽  
Agricultural Education ◽  
Transformation Process ◽  
Lessons Learned ◽  
Institutional Transformation ◽  
The University

Abstract This chapter presents selected analytical narratives of successful institutional transformation of tertiary agricultural education (TAE) from four African universities. The four universities analysed are Jomo Kenyatta University of Agriculture and Technology, Kenya (JKUAT); Gulu University, Uganda (GU); University of Abomey Calavi, Benin (UAC); and the University of Venda, South Africa (UNIVEN). The study examines what each of the universities changed, and how they went about effecting and supporting those changes. The discussion focuses on both 'soft changes' in organizational culture and strategies, and 'hard changes' in enrolments, staffing, programmes, departments, faculties/colleges and campuses. Outcomes of the transformation process are described, along with lessons learned.

Churning the Best Performer from the Last Performer! A Case Study on Innovations in B-Schools

2019 ◽  
Vol 8 (3) ◽  
pp. 303-311
Author(s):  
Filomina P. George
Keyword(s):  
Business Education ◽  
Business School ◽  
Learning Experience ◽  
Transformation Process ◽  
Learning Program ◽  
New Methods ◽  
Innovative Method ◽  
Postgraduate Programme ◽  
Lasting Impression

Delivering quality business education in a complex and dynamic world is a major challenge for any Business School (B-School). It calls for constantly innovating new methods to entice, engage and enrich the learning experience of the students who go through a B-School programme. By meaningfully integrating such methods into the curriculum along with fulfilling the academic requirements leaves a longstanding impression on the learner. The Integrated Managerial Learning Program, branded as IMLP, is one such innovative method, which has stood the test of time easing out the transformation process during the two years tenure of the postgraduate programme in management. The following case describes the testimony of how IMLP has survived the dynamics of the changing world, transforming the last performer into the best performer, thus leaving a lasting impression on the students through a co-curricular activity, which is cherished by them at their workplaces and in almost every alumni meet.

scholarly journals Transformation to self-managing teams: lessons learned

2018 ◽  
Vol 17 (2) ◽  
pp. 81-84 ◽  
Author(s):  
Maarten Renkema ◽  
Tanya Bondarouk ◽  
Anna Bos-Nehles
Keyword(s):  
Design Methodology ◽  
Systematic Approach ◽  
Transformation Process ◽  
Healthcare Organization ◽  
Lessons Learned ◽  
Self Management ◽  
Content Type ◽  
Management Board ◽  
Stakeholder Groups

Purpose Although self-management is not a new phenomenon, there is a lack of understanding about how to transform organizations towards self-managing teams (SMTs). The purpose of this paper is to propose a guiding framework for how the empowerment process can be managed. Design/methodology/approach The paper sets out 12 guidelines on how to address the transition towards SMTs based on a case study at a large Dutch healthcare organization. The lessons are drawn from observations, documents and more than 55 interviews with key informants. Findings This paper provides a holistic overview of lessons learned from the transformation process towards SMTs. The 12 recommendations are targeted at four stakeholder groups, namely, the management/board, HRM department, coach-managers and members of the SMTs. Originality/value The originality lies in the systematic approach including lessons learned for all levels of the organization.

Three-dimensional sustainability of Kaizen

2018 ◽  
Vol 30 (4) ◽  
pp. 391-408 ◽  
Author(s):  
Jesus Mendez ◽  
Mercedes Vila-Alonso
Keyword(s):  
Design Methodology ◽  
Three Dimensional ◽  
Well Being ◽  
Transformation Process ◽  
First Century ◽  
Content Type ◽  
Analytical Technique ◽  
Know How ◽  
Practical Implications

Purpose The purpose of this paper is to know, from a three-dimensional perspective (operational, emotional and behavioral), the process of “putting down roots” related with the implementation of Kaizen until it becomes sustainable. The research aims to know how this “putting down roots” process is carried out, what transformations occur, what elements are involved and what role they represent in achieving sustainability. Design/methodology/approach For this purpose, a methodology based on the case study has been used, an interpretive approach to reality has been adopted as a paradigm and the Grounded Theory has been applied as an analytical technique. Findings The results suggest the existence of a transformation process that leads to creating new habits, beliefs and feelings, a phenomenon that the authors identify as a three-dimensional learning process (operational, emotional and behavioral). Practical implications This type of learning is perceived as a transition toward an organizational culture that ensures the roots of the Kaizen principles, which is essential for its sustainability and which favors the creation of talent and the well-being of employees, two challenges that the Kaizen of the twenty-first century must face. Originality/value The document includes innovative contributions to the Kaizen sustainability phenomenon, as it is dealt with from a three-dimensional perspective that underlies the inhibitors and enablers known in the current literature.

S Group’s vision for strategic transformation: “Your Own Store”

2015 ◽  
Vol 43 (4) ◽  
pp. 47-53 ◽  
Author(s):  
Kari Neilimo ◽  
Hannu Kuusela ◽  
Elina Närvänen ◽  
Hannu Saarijärvi
Keyword(s):  
Strategic Change ◽  
Transformation Process ◽  
Content Type ◽  
The Face ◽  
Practical Guidelines ◽  
Strategic Transformation ◽  
A Company ◽  
Case Organization

Purpose – The vision should ignite and facilitate strategic change as well as help a company to transform and reinvent itself in the face of competition. Too often executives use vision as a mere slogan without real relevance. The purpose of this study is to show how the vision guides strategic change. Design/methodology/approach – A case study from a successful multi-format, multi-industry service business is used to illustrate the role of vision in strategic change management. Findings – The article illustrates how the vision was used in practice in guiding the strategic transformation process of the case organization. The study presents four focal tasks of the vision and concludes with five practical guidelines for executives. Originality/value – The article highlights the role of vision as an important tool for managing strategic change.

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.

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