scholarly journals Utilizing The Social Transaction Theory Of Social Ontology To Understand Organizational Culture Change

2013 ◽  
Vol 12 (1) ◽  
pp. 37
Author(s):  
Thomas B. Whalen
Keyword(s):  
Organizational Culture ◽  
Organizational Change ◽  
Management Practices ◽  
Social Ontology ◽  
Change Initiatives ◽  
Leadership And Management ◽  
The Social ◽  
Underlying Mechanisms ◽  
Management Advice ◽  
Transaction Theory

Recent popular literature has spawned an ever increasing amount of leadership and management advice on how to manage, lead, and institute organizational change. While some of this advice may be effective, the literature has shown that the majority of organizational change initiatives fail. Most current leadership and management practices prescribe organizational treatment without understanding the nature and underlying cause of organizational illness. In the case of organizational culture, failure to properly institute change can have long-term repercussions. This paper proposes that the social transaction theory of social ontology can be used to explain not only how organizational culture is formed, but also how it responds to attempts to change it. Thus, by understanding the underlying mechanisms of culture formation and transformation, effective approaches can be developed to demonstrate how lasting change can be instituted.

scholarly journals Organizational Culture Assessment at Ethio-Telecom Using Competing Value Framework

2020 ◽  
Vol 5 (6) ◽  
Author(s):  
Abadir Abrahim ◽  
Shemelis Zewdie
Keyword(s):  
Organizational Culture ◽  
Organizational Change ◽  
Assessment Instrument ◽  
Dominant Culture ◽  
Cultural Changes ◽  
Leadership And Management ◽  
Strategic Emphasis ◽  
Clan Culture ◽  
Research Questions ◽  
The Moment

The purpose of this study is to assess current dominant and future desired organizational culture at Ethio-telecom Jimma region offices as perceived by employees using competing value framework. The objective is to identify and understand cultural changes needed to manage organizational change Ethio-telecom embarks on effectively. Through a survey research design, a sample of 100 employees who were randomly selected took part in the study. Organizational change assessment instrument (OCAI), standard questionnaire developed by Cameron and Quinn’s (2006) used to collect data from respondents. Four types of culture clan, adhocracy, hierarchy, and market assessed from six attributes of culture or dimensions: dominant characteristics, organizational leadership, and management of employees, organizational glue, strategic emphasis, and criteria of success. Standard mean score (Z score), t-test and analysis of variance employed to address the research questions. The results show that clan culture is the dominant typology at the moment while market oriented culture is found as future desired organizational culture. Moreover, the findings revealed statistically no significant variation among employees in their perception of current dominant culture and choice of future desired culture.

scholarly journals Enhancing the organizational citizenship behavior for the environment: the roles of green training and organizational culture

2018 ◽  
Vol 13 (4) ◽  
pp. 1174-1189 ◽  
Author(s):  
Nhat Tan Pham ◽  
Quyen Phu Thi Phan ◽  
Zuzana Tučková ◽  
Nga Vo ◽  
Lien H.L. Nguyen
Keyword(s):  
Organizational Culture ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Management Practices ◽  
Environmental Concern ◽  
Hotel Industry ◽  
Citizenship Behavior ◽  
The Social ◽  
Survey Strategy

Abstract The environmental concern has become an emerging topic in organization’s human resource management strategy, especially in improving employee’s environmental behavior at work. Thus, the organizational citizenship behavior toward the environment (OCBE) has been currently attracting scholars in management. However, published studies contain research gaps in investigation of the relationships between both green training and organizational culture and OCBE, especially in the hotel industry. Following the social exchange and Ability-Motivation-Opportunity theories, this study aims to examine the effects of two green practices on OCBE and the moderating role of green organizational culture to the effect of green training on OCBE. A quantitative approach with survey strategy is employed and conducted in 4-5 star hotels to test these relationships. The PLS-SEM and K-means Cluster Analysis techniques are applied to analyze data. The findings reveal that green training and organizational culture positively influence OCBE. Also, the effect of green training on OCBE is moderated by green organizational culture. Finally, our study provides limitations of research and further studies, and the implications for management practices concerned with improving employee’s voluntary eco-behavior in the hotel industry.

Sustainable development through commitment to organizational change: the implications of organizational culture and individual readiness for change

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anja Hagen Olafsen ◽  
Etty R. Nilsen ◽  
Stian Smedsrud ◽  
Denisa Kamaric
Keyword(s):  
Organizational Culture ◽  
Organizational Change ◽  
Affective Commitment ◽  
Readiness For Change ◽  
Change Initiatives ◽  
Commitment To Change ◽  
Content Type ◽  
Change Commitment ◽  
Nuanced Understanding ◽  
Organizational Issue

Purpose Future organizations must focus on their ability to change to be sustainable, and this calls more attention to sustainability as an organizational issue. However, change initiatives often fail because of a lack of employee commitment. The purpose of this study is to examine how organizational culture and individual readiness for change (IRFC) relate to types of commitment to change. Design/methodology/approach Survey data from a sample of 259 employees in a Norwegian public organization undergoing major strategic changes were used to test the hypothesized relations. Findings The results show that flexible and stable organizational cultures did not relate differently to types of change commitment. This may indicate that the strength, rather than the type, of organizational culture is vital for change commitment. Nevertheless, a flexible organizational culture had a clearer relation to positive change commitment; in part through its positive relation with both change self-efficacy and negative personal valence. These are important dimensions of IRFC. Originality/value The study contributes to a nuanced understanding of the role of contextual and individual factors in explaining various types of commitment to organizational change, in particular, by examining the distinction between flexible and stable organizational culture, as well as separate dimensions of IRFC. A flexible culture together with both of the included dimensions of IRFC is shown to be of importance in fostering affective commitment to change – the gold standard of change commitment. Recognizing sustainability as an organizational issue underscores the need for creating a culture conducive to change.

Integrated change: creating synergy between leader and organizational development

2010 ◽  
Vol 42 (3) ◽  
pp. 151-155 ◽  
Author(s):  
Ashley M. Guidroz ◽  
Karen W. Luce ◽  
Daniel R. Denison
Keyword(s):  
Organizational Culture ◽  
Organizational Change ◽  
Leadership Development ◽  
Organizational Development ◽  
Leadership Programs ◽  
Change Initiatives ◽  
Content Type ◽  
Organizational Culture Change ◽  
Manufacturing Organization ◽  
The Individual

PurposeThe purpose of this paper is to share with organizations a method for integrating organizational culture change and leadership development within one balanced corporate initiative.Design/methodology/approachThis paper describes the benefits of organizational culture and leadership development, the steps taken to design such a program within a large, global manufacturing organization, and the benefits of the integrated program.FindingsIntegrating organizational culture with leadership development can help create a clear “line of sight” between the individual and the organization and builds broader accountability for the success of organizational change initiatives.Practical implicationsIntegrated culture and leadership programs can be designed within any environment. This case study serves as an example to provide readers with ideas for how to create and implement similar programs in other organizations.Originality/valueKotter stresses the need for leadership in organizational change, however, few case studies have been published in this area that articulate how leadership and organizational development can be successfully integrated.

Social Ontology and Model-Building: A Response to Epstein

2021 ◽  
Vol 51 (2) ◽  
pp. 176-192
Author(s):  
Nadia Ruiz
Keyword(s):  
Social Sciences ◽  
Social Science ◽  
Model Building ◽  
Social Ontology ◽  
Model Construction ◽  
Ontological Commitments ◽  
Starting Point ◽  
The Social

Brian Epstein has recently argued that a thoroughly microfoundationalist approach towards economics is unconvincing for metaphysical reasons. Generally, Epstein argues that for an improvement in the methodology of social science we must adopt social ontology as the foundation of social sciences; that is, the standing microfoundationalist debate could be solved by fixing economics’ ontology. However, as I show in this paper, fixing the social ontology prior to the process of model construction is optional instead of necessary and that metaphysical-ontological commitments are often the outcome of model construction, not its starting point. By focusing on the practice of modeling in economics the paper provides a useful inroad into the debate about the role of metaphysics in the natural and social sciences more generally.

Constructivist Moral Realism

1998 ◽  
pp. 147-153
Author(s):  
J. K. Swindler
Keyword(s):  
Social Relations ◽  
Moral Realism ◽  
Social Ontology ◽  
Social Reality ◽  
Well Being ◽  
Social World ◽  
Moral Law ◽  
Social Morality ◽  
The Social ◽  
Social Realm

We are social animals in the sense that we spontaneously invent and continuously re-invent the social realm. But, not unlike other artifacts, once real, social relations, practices, institutions, etc., obey prior laws, some of which are moral laws. Hence, with regard to social reality, we ought to be ontological constructivists and moral realists. This is the view sketched here, taking as points of departure Searle's recent work on social ontology and May's on group morality. Moral and social selves are distinguished to acknowledge that social reality is constructed but social morality is not. It is shown how and why moral law requiring respect for the dignity and well being of agents governs a social world comprising roles that are real only because of their occupants' social intentions.

Changes in commitment to change among leaders in home help services

2015 ◽  
Vol 28 (3) ◽  
pp. 216-227 ◽  
Author(s):  
Kristina Westerberg ◽  
Susanne Tafvelin
Keyword(s):  
Organizational Change ◽  
Structured Interviews ◽  
Change Initiatives ◽  
Commitment To Change ◽  
Content Type ◽  
Team Meetings ◽  
Home Help ◽  
Home Help Services ◽  
One Year ◽  
Over Time

Purpose – The purpose of the this study was to explore the development of commitment to change among leaders in the home help services during organizational change and to study this development in relation to workload and stress. During organizational change initiatives, commitment to change among leaders is important to ensure the implementation of the change. However, little is known of development of commitment of change over time. Design/methodology/approach – The study used a qualitative design with semi-structured interviews with ten leaders by the time an organizational change initiative was launched and follow-up one year later. Thematic content analysis was used to analyze the interviews. Findings – Commitment to change is not static, but seems to develop over time and during organizational change. At the first interview, leaders had a varied pattern reflecting different dimensions of commitment to change. One year later, the differences between leaders’ commitment to change was less obvious. Differences in commitment to change had no apparent relationship with workload or stress. Research limitations/implications – The data were collected from one organization, and the number of participants were small which could affect the results on workload and stress in relation to commitment to change. Practical implications – It is important to support leaders during organizational change initiatives to maintain their commitment. One way to accomplish this is to use management team meetings to monitor how leaders perceive their situation. Originality/value – Qualitative, longitudinal and leader studies on commitment to change are all unusual, and taken together, this study shows new aspects of commitment.

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