scholarly journals The influence of organizational and national culture on the acceptance of organizational change: Empirical study in Serbian enterprises

Sociologija ◽  
2009 ◽  
Vol 51 (4) ◽  
pp. 399-422
Author(s):  
Srdjan Sapic ◽  
Jelena Eric ◽  
Vesna Stojanovic-Aleksic
Keyword(s):  
Organizational Culture ◽  
Organizational Change ◽  
National Culture ◽  
Leadership Style ◽  
Resistance To Change ◽  
Organizational Changes ◽  
Research Focus ◽  
Organizational Processes ◽  
Factors Influencing ◽  
Specific Contribution

Organizational culture is one of the most important factors influencing the process of organizational change. As such it is the object of research and analysis in this paper. Key values held by the employees that impact the formation of organizational culture, as well as the feedback organizational culture has in determining organizational processes are explored. Different relevant classifications of organizational cultures are described depending on research focus. Special consideration is given to the effect national cultural attributes have in this interaction. The specific contribution of this paper consists of presenting a study conducted within a sample of twenty Serbian corporations, in order to identify and examine some specific characteristics of organizational culture generated by the unique cultural attributes of this region. Presented results suggest a bureaucratic organizational culture, dominance of the directive leadership style, and a significant level of resistance to change in domestic corporations. The main goal of the research is to provide evidence for thesis that the process of initiating and implementing organizational changes is determined by national and organizational culture, based on values that promote inclination toward change.

scholarly journals Model for Strengthening Employee Performance

2019 ◽  
Vol 4 (1) ◽  
pp. 41-42
Author(s):  
Tjiptogoro Dinarjo Soehari ◽  
Rina Uswatun Hasanah ◽  
dan M. Havidz Aima
Keyword(s):  
Organizational Culture ◽  
Organizational Change ◽  
Achievement Motivation ◽  
Employee Performance ◽  
Jel Classification ◽  
Organizational Changes ◽  
Independent Variable ◽  
Spss Software ◽  
Culture Motivation

Objective - The instability of employee performance in the last three years requires a solution to strengthen employee performance. This study aims to develop a model for strengthening employee performance. Methodology/Technique - This study uses quantitative exploratory techniques with SPSS software, with the following independent variable: Employee Performance (Y), and dependent variables: Organizational Change (X1), Organizational Culture (X2), and Achievement Motivation (X3). The case study is conducted in the Jakarta Islamic Centre, which has a population of 46 people. Findings - The regression Results (1) of the regression equation are Y = 0.099 + 0.148X1 + 0.037 X2 + 0.797X3; RSq = 0.737: F calculated 35.435 with Sig = 0,000. The findings show that employee achievement motivation is a factor that determines high employee performance, organizational changes and organizational culture have no significant effect but when taken together with motivation, have a significant influence on employee performance. Novelty - If there is no policy or implementation of organizational change, organizational culture, and motivation to support employee performance, then employee performance will be low, around 0.099 on scale 1-5. Type of Paper: Empirical. Keywords: Organizational Change; Organizational Culture; Motivation; Employee Performance. JEL Classification: M10, M14, M19.

scholarly journals STRATEGI KOMUNIKASI PENYEBARAN PESAN PERUBAHAN PADA PT. PERTANI (PERSERO)

2019 ◽  
Vol 3 (1) ◽  
pp. 23
Author(s):  
Elda Clara Sophia ◽  
Lilyana Aprianty
Keyword(s):  
Organizational Culture ◽  
Organizational Change ◽  
Board Of Directors ◽  
Change Process ◽  
Work Environments ◽  
Organizational Changes ◽  
Board Meeting ◽  
Descriptive Research ◽  
Depth Interview ◽  
Qualitative Descriptive

Organizational culture is a belief, custom, value which exist in an organization in order to differ one organization and the other. Affairs in organizational culture unwittingly manage attitudes and behaviors of the organizational doers that its practice affects to the work environments. This research discusses about the practice of organizational culture values that are applied by PT Pertani (Persero) as one of Indonesian State Owned Enterprises after there were changes in Board of Directors. This research aims to find out the organizational change and the distribution of order changes along with the practice of organizational culture values in PT Pertani (Persero). Researcher uses the theory of organizational communication which focuses on organizational change and organizational culture. This is a qualitative descriptive research using the method of in-depth interview and observation. The result of this research is planned organizational changes found in PT Pertani (Persero) with the distribution of change process through tell and sell method in board meeting once a week, identify and reply by involving employees to create the concept of change for company development, and withold and uphold which is electing important information done by management to be distributed to all employees. After committing organizational changes, the practice of organizational culture values in PT Pertani (Persero) is performed based on Board of Directors' instructions which consist of enforcement of new regulations and a more disciplined and assertive way of working as well as advancing employees' rights in a form of income increase.    

scholarly journals Examination of Employees’ Reaction to Organizational Change in Mekelle Revenue and Customs Authority, Ethiopia

2021 ◽  
Author(s):  
senay kebede ◽  
Aimin wang
Keyword(s):  
Organizational Change ◽  
Correlation Matrix ◽  
Organizational Changes ◽  
Learning And Development ◽  
Independent Variables ◽  
Factors Influencing ◽  
Trust In Management ◽  
Introductory Part ◽  
Level Of Understanding ◽  
Survey Questionnaires

This study examines employees’ reactions to organizational change in Ethiopia, specifically in the Meklle Revenue and Customs Authority (MRCA). The study's main aim is to evaluate the influence of the following variables: Employees’ fear of the Effect of the Change (EFEC), Employees’ Self-trust in Learning and Development (ESLD), Employees’ understanding upon the Process of organizational Changes (EPC), Employees’ Trust in Management (ETM), Employees’ understanding upon Organizational change Planning (EOP) and the Time Employees’ need to understand Change (TEC) towards achieving organizational change. In the introductory part, the study explains basic aspects of change management and problems of organizational changes. The main part of the study focused with the investigation of the selected factors influencing employee’s reaction to organizational changes. By using the survey process, researchers used quantitative data, and standardized survey questionnaires were distributed to 359 employees. The collected data were analyzed using SPSS. The researcher used the Pearson's correlation matrix to explain how the dependent and independent variables are related, and multiple regression tools to investigate the effect of independent variables on the dependent variable. The result of the research indicates all selected variables except the employees’ level of understanding upon the process of changes (EPC) have a direct influence on employees’ reaction to organizational change.

scholarly journals Examination of Employees’ Reaction to Organizational Change in Mekelle Revenue and Customs Authority, Ethiopia

2021 ◽  
Author(s):  
senay kebede ◽  
Aimin wang
Keyword(s):  
Organizational Change ◽  
Correlation Matrix ◽  
Organizational Changes ◽  
Learning And Development ◽  
Independent Variables ◽  
Factors Influencing ◽  
Trust In Management ◽  
Introductory Part ◽  
Level Of Understanding ◽  
Survey Questionnaires

This study examines employees’ reactions to organizational change in Ethiopia, specifically in the Meklle Revenue and Customs Authority (MRCA). The study's main aim is to evaluate the influence of the following variables: Employees’ fear of the Effect of the Change (EFEC), Employees’ Self-trust in Learning and Development (ESLD), Employees’ understanding upon the Process of organizational Changes (EPC), Employees’ Trust in Management (ETM), Employees’ understanding upon Organizational change Planning (EOP) and the Time Employees’ need to understand Change (TEC) towards achieving organizational change. In the introductory part, the study explains basic aspects of change management and problems of organizational changes. The main part of the study focused with the investigation of the selected factors influencing employee’s reaction to organizational changes. By using the survey process, researchers used quantitative data, and standardized survey questionnaires were distributed to 359 employees. The collected data were analyzed using SPSS. The researcher used the Pearson's correlation matrix to explain how the dependent and independent variables are related, and multiple regression tools to investigate the effect of independent variables on the dependent variable. The result of the research indicates all selected variables except the employees’ level of understanding upon the process of changes (EPC) have a direct influence on employees’ reaction to organizational change.

scholarly journals Organizational culture influenced by leadership styles: the case of private businesses in Kosovo

2020 ◽  
Vol 18 (3) ◽  
pp. 306-314
Author(s):  
Alma Shehu Lokaj ◽  
Thelleza Latifi Sadrija
Keyword(s):  
Organizational Culture ◽  
Organizational Change ◽  
Leadership Styles ◽  
Empirical Evidence ◽  
Leadership Style ◽  
Mutual Influence ◽  
Private Organizations ◽  
Measuring Mechanism ◽  
Laissez Faire ◽  
The Impact

The characteristics and importance of leadership styles to organizational change are of particular importance for the development of organizational culture. This study aims to test leadership styles and the impact of the correlation between leadership style and organizational culture on the level of employees’ readiness across a range of leadership outcome measures. This study provides empirical evidence for the impact of leadership styles on organizational culture and vice versa. A questionnaire was distributed to 450 employees in private organizations in Kosovo. The obtained results show that organizational culture was a significant predictor for both transactional and laissez-faire leadership styles. Based on the dimensions of organizational culture concerning Kosovar leadership styles (transformational, transactional, laissez-faire), their mutual influence dominates more on one variable and less on any other variable as a measuring mechanism for outputs and their interpretation. The study will help the organizations’ leadership understand that their leading style influences the organizational culture and, as such, the employees’ performance. In Kosovo, the concept of organizational culture concerning Kosovar leadership has not been properly developed, and measures should be taken by private businesses to settle this issue.

scholarly journals New Institutional Theory: Implementasi Anggaran Berbasis Kinerja Menuju Organisasi Yang Kompetitif Dan Berorientasi Pasar

2017 ◽  
Vol 4 (2) ◽  
Author(s):  
Astutiningrum Astutiningrum ◽  
Ali Djamhuri ◽  
Yeney Widya Prihatiningtias
Keyword(s):  
Organizational Change ◽  
Institutional Theory ◽  
Research Strategy ◽  
Normative Belief ◽  
Organizational Changes ◽  
New Institutional Theory ◽  
Research Focus ◽  
Hybrid Organization

The purpose of this study was to understand the organizational changes that occurred after theadoption of the performance-based budgeting. Organizational change was analyzed from theperspective of the NIT with a research focus on the process of implement performance-basedbudgeting in dr. Iskak Tulungagung Hospital. The research strategy is a case study with aqualitative approach. Results of research indicate the occurrence of coercive isomorphism, as aneffort to gain legitimacy, which is supported by mimetic ishomorphism, which attempts impersonation of another organization, although it is weak. The dominant symptom is normativeishomorphism, as indicated by the members of the organization normative belief that performance-based budgeting system is most appropriate for the characteristics of the hospital. Theimplementation of performance-based budgeting has encouraged the use of funds more effectively and efficiently, so that dr. Iskak Tulungagung likely to benefit in order to motivate organizations become morecompetitive and at the same time market-oriented.Ke ywords: Organizational Changes, Performance-Based Budgeting, Hybrid Organization, NewInstitutional Theory

The Importance of Managing the Personnel Resistance to Organizational Changes in Company

2016 ◽  
Vol 5 (3) ◽  
pp. 67-69
Author(s):  
Белоглазов ◽  
E. Beloglazov ◽  
Беджанян ◽  
A. Bedzhanyan
Keyword(s):  
Organizational Culture ◽  
Organizational Change ◽  
Organizational Changes ◽  
Main Factors ◽  
Management Changes

The article is devoted to the role of personnel as a barrier for management changes. The main factors of personnel resistance to organizational changes are identified. The correspondence between the personnel resistance to changes and adaptation steps was found. The goals of personnel adaptation in organizational change conditions, methods and ways of personnel adaptation for the new organizational culture are identified. The example of adaptation system of the concrete firm is considered. Based on experience of many firms, effects from resistance to organizational change were found.

The effect of resistance in organizational change programmes

2015 ◽  
Vol 7 (2/3) ◽  
pp. 274-295 ◽  
Author(s):  
Jason Canning ◽  
Pauline Anne Found
Keyword(s):  
Organizational Culture ◽  
Organizational Change ◽  
Large Scale ◽  
Resistance To Change ◽  
Weight Of Evidence ◽  
Contributing Factors ◽  
Content Type ◽  
New Model ◽  
Study Results

Purpose – The purpose of this paper is to investigate the contributing factors that lead to resistance to change, and to ascertain the relationship between organizational culture and employee resistance in organizational change programmes, such as lean. Design/methodology/approach – The methodology for this research is in three main parts. Firstly, a systematic review of the literature pertaining to resistance to change is, secondly, followed by a case study involving an anonymous survey and semi-structured interviews to test the assumptions drawn from the literature. Finally, the literature research and case study results are drawn together to present a new model of resistance. Findings – The finding of the literature, along with the finding of the case study confirm that lack of communication and participant involvement during change are highlighted as significant contributing factors to resistance and that these are related to organizational culture. Research limitations/implications – Whilst the secondary sources of information provide a significant weight of evidence to support the results from the case study, the results of the research are based on a single case study; therefore, caution should be applied before making generalizations from the data. Practical implications – The findings can provide organizations, and change practitioners, with an insight into a number of the issues that should be considered in relation to an organizations culture before attempting large-scale change programmes. Originality/value – The research findings provide a new model, the “resistance model” that identifies the interconnected issues that affect employees’ attitude to, and thus acceptance of, organizational change.

scholarly journals ЗАБЕЗПЕЧЕННЯ СТІЙКОСТІ ОРГАНІЗАЦІЙНИХ СТРУКТУР З УРАХУВАННЯМ ОСОБЛИВОСТЕЙ ІЄРАРХІЧНИХ ВЗАЄМОВІДНОСИН В ОРГАНІЗАЦІЯХ, ЩО РОЗВИВАЮТЬСЯ

2017 ◽  
Vol 117 (6) ◽  
pp. 91-98
Author(s):  
Оlena V. Shcherbak
Keyword(s):  
Organizational Culture ◽  
Leadership Style ◽  
Management System ◽  
Econometric Models ◽  
Enterprise Management ◽  
Evolutionary Analysis ◽  
Organizational Changes ◽  
Enterprise Management System ◽  
A Company ◽  
System Effectiveness

The paper develops methods of environmental diagnostics for choosing a strategy for change in a company, along with the methodology for the evolutionary analysis of the effectiveness of changes. Quality-based econometric models to evaluate the effects of changes on the efficiency of enterprise functioning have been constructed. The proposed approach to organizational changes justification, subject to peculiarities of hierarchical relationships in a self-developing organization, enables to deploy methods of analysis of the need for change in organizational culture, leadership style and personnel relationships; to develop methods to evaluate the enterprise management system effectiveness, with regard to changes implementation and their dynamics.

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