scholarly journals Diagnosis of organizational change: A multi-level approach (Case study of a French SME certified ISO 9001)

2019 ◽  
Vol 7 (2) ◽  
pp. 932
Author(s):  
Chams Eddoha Mokhlis ◽  
Asmaa Elmortada ◽  
Saadia Marwane
Keyword(s):  
Organizational Change ◽  
Iso 9001 ◽  
Multi Level

From Theory to Practice and Back: How the Concept of Implicit Bias was Implemented in Academe, and What this Means for Gender Theories of Organizational Change

2021 ◽  
pp. 089124322110003
Author(s):  
Laura K. NelsoN ◽  
Kathrin Zippel
Keyword(s):  
Organizational Change ◽  
Implicit Bias ◽  
Institutional Transformation ◽  
Translation Process ◽  
Theory To Practice ◽  
Engineering Mathematics ◽  
Promote Gender Equality ◽  
Change Framework ◽  
Gender Theories

Implicit bias is one of the most successful cases in recent memory of an academic concept being translated into practice. Its use in the National Science Foundation ADVANCE program—which seeks to promote gender equality in STEM (science, technology, engineering, mathematics) careers through institutional transformation—has raised fundamental questions about organizational change. How do advocates translate theories into practice? What makes some concepts more tractable than others? What happens to theories through this translation process? We explore these questions using the ADVANCE program as a case study. Using an inductive, theory-building approach and combination of computational and qualitative methods, we investigate how the concept of implicit bias was translated into practice through the ADVANCE program and identify five key features that made implicit bias useful as a change framework in the academic STEM setting. We find that the concept of implicit bias works programmatically because it is (1) demonstrable, (2) relatable, (3) versatile, (4) actionable, and (5) impartial. While enabling the concept’s diffusion, these characteristics also limit its scope. We reflect on implications for gender theories of organizational change and for practitioners.

scholarly journals The Problem of Success and Failure in Public-private Innovation Partnerships

2021 ◽  
pp. 1-21
Author(s):  
JONATHAN HAMMOND ◽  
SIMON BAILEY ◽  
OZ GORE ◽  
KATH CHECKLAND ◽  
SARAH DARLEY ◽  
...  
Keyword(s):  
Public Sector ◽  
Health Service ◽  
Policy Maker ◽  
Policy And Practice ◽  
Policy Success ◽  
Political Effects ◽  
Innovation Project ◽  
Multi Level ◽  
Test Beds

Abstract Public-Private Innovation Partnerships (PPIPs) are increasingly used as a tool for addressing ‘wicked’ public sector challenges. ‘Innovation’ is, however, frequently treated as a ‘magic’ concept: used unreflexively, taken to be axiomatically ‘good’, and left undefined within policy programmes. Using McConnell’s framework of policy success and failure and a case study of a multi-level PPIP in the English health service (NHS Test Beds), this paper critically explores the implications of the mobilisation of innovation in PPIP policy and practice. We highlight how the interplay between levels (macro/micro and policy maker/recipient) can shape both emerging policies and their prospects for success or failure. The paper contributes to an understanding of PPIP success and failure by extending McConnell’s framework to explore inter-level effects between policy and innovation project, and demonstrating how the success of PPIP policy cannot be understood without recognising the particular political effects of ‘innovation’ on formulation and implementation.

scholarly journals Storytelling and `Character': Victims, Villains and Heroes in a Case of Technological Change

Organization ◽  
2009 ◽  
Vol 16 (3) ◽  
pp. 425-442 ◽  
Author(s):  
Andrea Whittle ◽  
Frank Mueller ◽  
Anita Mangan
Keyword(s):  
Organizational Change ◽  
Technological Change ◽  
Moral Status ◽  
The Self ◽  
Routine Work ◽  
Social Positioning ◽  
Face Saving ◽  
Positive Light

In this article we examine the role of stories in the temporal development of images of the self at work. Drawing on an in-depth case study of technological change in a UK public-private partnership, we highlight the role of stories in the construction, maintenance and defence of actors' moral status and organizational reputation. The analysis focuses on the development of one `character' as he shifted from the role of innocent victim to implied villain to heroic survivor within the stories constructed during routine work conversations. We argue that stories are intimately linked to the forms of `moral accounting' that serve to deal with the challenges to `face' and social positioning that accompany `failed' organizational change. Stories, we suggest, are likely to be invoked when an interactional encounter threatens the participants' sense of social worth. Stories in which we present ourselves in a positive light—for instance as virtuous, honourable, courageous, caring, committed, competent— comprise a key component of face-saving strategies designed to maintain our social positioning: processes that are often intensified during periods of organizational change.

Organizational change for sustainability education: a case study of one university’s efforts to create and implement institution-wide sustainability competencies

2021 ◽  
Vol 22 (3) ◽  
pp. 497-515
Author(s):  
Vanessa R. Levesque ◽  
Cameron P. Wake
Keyword(s):  
Organizational Change ◽  
Sustainability Education ◽  
Similar Process ◽  
Future Research ◽  
Content Type ◽  
Institutional Level ◽  
Institutional Sustainability ◽  
Context Specific ◽  
The University

Purpose The purpose of this study is to examine how the process of creating and implementing sustainability competencies across a university illuminate dynamics of organizational change. The push to advance education for sustainable development in higher education will likely require transformation of existing policies and practices. A set of shared sustainability competencies could guide the integration of sustainability throughout an institution. Design/methodology/approach This paper reports on a case study of one US university, the University of New Hampshire (UNH) that developed institutional-level sustainability competencies. The process used to create and implement sustainability competencies is outlined, and key factors that influenced the associated organizational change are identified. Findings Very few US universities have institutional-level sustainability competencies. At UNH, drivers of organizational change such as overcoming disciplinary boundaries, developing a common vision and working from the bottom-up enabled the creation of institutional sustainability competencies, but the same processes were not enough to drive deeper implementation of the competencies. Originality/value This paper not only identifies the context-specific drivers of the development of institutional sustainability competencies, but also identifies universal themes that can be applied to other institutions embarking on a similar process. Additionally, this paper serves as a foundation for future research exploring how the process of creating institutional sustainability competencies may be linked to how effective they are in shaping subsequent sustainability education.

scholarly journals Systemic Design for Second-Order Effects

2017 ◽  
Vol 10 (1) ◽  
Author(s):  
Evan Barba
Keyword(s):  
Organizational Change ◽  
Systems Approach ◽  
Core Competency ◽  
Second Order ◽  
Order Effects ◽  
Classroom Intervention ◽  
Second Order Effects ◽  
Design Skills ◽  
Systemic Design

Second-order effects refer to changes within a system that are the result of changes made somewhere else in the system (the first-order effects). Second-order effects can occur at different spatial, temporal, or organizational scales from the original interventions, and are difficult to control. Some organizational theorists suggest that careful management of feedback processes can facilitate controlled change from one organizational configuration to another. Recognizing that skill in managing feedback processes is a core competency of design suggests that design skills are potentially useful tools in achieving organizational change. This paper describes a case study in which a co-design methodology was used to control the second-order effects resulting from a classroom intervention to create organizational change. This approach is then theorized as the Instigator Systems approach.

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