An Analysis on the Organizational Change Process in School using the Nonlinear Self-Organizing Model: A Qualitative Case Study

2021 ◽  
Vol 27 (2) ◽  
pp. 247-280
Author(s):  
Young Hyeo Joo
Keyword(s):  
Organizational Change ◽  
Change Process ◽  
Qualitative Case Study ◽  
Self Organizing

scholarly journals How to Overcome Transformation Barriers in IT Departments of State-Owned Enterprises

2018 ◽  
Vol 8 (1) ◽  
pp. 86
Author(s):  
Christoph Ertl ◽  
Alexander Herzfeldt ◽  
Helmut Krcmar
Keyword(s):  
Organizational Change ◽  
Enterprise Resource Planning ◽  
Change Process ◽  
Business Processes ◽  
Organizational Transformation ◽  
Case Study Research ◽  
Resource Planning ◽  
Research Approach ◽  
It Departments

This paper develops a framework for analyzing organizational change in information technology (IT) departments of state-owned enterprises (SOEs) and applies that framework to a case study of a German airport that is majority-owned by the German federal government. Specifically, we derive a framework from literature to systematically identify transformation barriers for introducing new enterprise resource planning (ERP) systems and business processes in IT departments of SOEs. This framework is based on the punctuated equilibrium model and considers dynamic process incorporation, explicit stakeholder integration, a detailed representation of the change process, and characteristics of public employees as main factors. We then apply the framework in a case study research approach and show how the framework allows identification of transformation barriers hidden to management but involved in the organizational change process (e.g., required change of organizational structures, required change of service-level-agreements). The framework can be a valuable tool for both researchers and practitioners to actively shape the effects of organizational transformation in SOEs and to identify factors that influence the change process.

E-Service and Organizational Change

2011 ◽  
Vol 9 (3) ◽  
pp. 39-51 ◽  
Author(s):  
Chorng-Shyong Ong ◽  
Shang-Wei Wang
Keyword(s):  
Organizational Change ◽  
Service Quality ◽  
Change Management ◽  
Dynamic Process ◽  
Change Process ◽  
Management Tool ◽  
Management Model ◽  
Relevant Research ◽  
Stage Change

The pervasiveness of e-services offers organizations a new way to serve and engage their customers. Organizational change issues must be recognized and addressed to increase service quality and satisfaction of e-service. However, relevant research is limited. In this paper, the authors conduct a longitudinal in-depth case study of a successful e-service-induced governmental transformation and propose a three-stage change management model. First, the authors reveal the dynamic process of the e-service-induced organizational change. Second, the authors explicitly identify the role and influence of ICTs and customers in the change process, which is important in studying e-service-induced organizational change due to the boundary nature of e-service. Lastly, their three-stage change management model acknowledges the improvisational and technochange process of the e-service-induced change and can be used either as a theoretical framework or a practical management tool.

Analyzing an ES Implementation in a Health Care Environment

2009 ◽  
pp. 274-286
Author(s):  
Albert Boonstra
Keyword(s):  
Health Care ◽  
Organizational Change ◽  
Change Process ◽  
Delivery Of Health Care ◽  
Present Moment ◽  
Health Care Environment ◽  
Care Environment ◽  
Process Of Change ◽  
Integrated Delivery

At the present moment, many hospitals are going through a process of change directed at the integrated delivery of health care. Enterprise Systems (ES) are increasingly used to support this process and to manage hospitals on a coherent basis. We also know, however, that ES implementation itself, can be viewed as an organizational change process that affects many stakeholders. For that reason it is relevant to study how ES implementation takes place within hospitals and how it tends to impact the existing organizational arrangements. The purpose of this chapter is therefore to describe and analyze how ES implementation within a hospital affects the interests of stakeholders and which specific problems may arise as a result. This chapter uses the evidence of a case study to reveal some important dimensions of the organizational change issues related to ES implementation within hospitals.

scholarly journals On the Use of Self-Organizing Map for Text Clustering in Engineering Change Process Analysis: A Case Study

2016 ◽  
Vol 2016 ◽  
pp. 1-11 ◽  
Author(s):  
Massimo Pacella ◽  
Antonio Grieco ◽  
Marzia Blaco
Keyword(s):  
Change Process ◽  
Good Practice ◽  
Text Clustering ◽  
Self Organizing Map ◽  
Use Of Self ◽  
Engineering Change ◽  
Engineering Changes ◽  
The Impact ◽  
Self Organizing

In modern industry, the development of complex products involves engineering changes that frequently require redesigning or altering the products or their components. In an engineering change process, engineering change requests (ECRs) are documents (forms) with parts written in natural language describing a suggested enhancement or a problem with a product or a component. ECRs initiate the change process and promote discussions within an organization to help to determine the impact of a change and the best possible solution. Although ECRs can contain important details, that is, recurring problems or examples of good practice repeated across a number of projects, they are often stored but not consulted, missing important opportunities to learn from previous projects. This paper explores the use of Self-Organizing Map (SOM) to the problem of unsupervised clustering of ECR texts. A case study is presented in which ECRs collected during the engineering change process of a railways industry are analyzed. The results show that SOM text clustering has a good potential to improve overall knowledge reuse and exploitation.

Renewal of Fijian post and telecommunications: challenging the organizational change option

2011 ◽  
Vol 1 (1) ◽  
pp. 1-8
Author(s):  
Umesh Sharma
Keyword(s):  
Organizational Change ◽  
Public Sector ◽  
Learning Outcomes ◽  
Change Process ◽  
Subject Area ◽  
Content Type ◽  
Telecommunication Services ◽  
Corporate Entity ◽  
Set Up

Subject area Organizational change. Study level/applicability Undergraduate and Masters level management programmes, particularly in management accounting, public sector accounting or organizational change. Case overview This case study reflects organizational changes when Fijian Post and Telecom Company (FPTL) made a transition from a government department to a corporate entity. The focus of this case study is to examine some of the intra-organizational or micro-level changes that took place at the company. While the impetus for change may have originated in the Fiji Government's policies of public sector reform, the objective here is to outline the often slow pace of intra-organizational change within FPTL. Expected learning outcomes FPTL is a sole provider of postal and telecommunication services in Fiji. The organizational actors faced tensions and initially resisted the change to private business routines. However, with wider education and training on the change process, the resistance was reduced. At FPTL, a management team was set up to introduce commercial norms which were subsequently stabilized by the team through the ongoing process of educating employees on the benefits of changes and routinisation of new practices.The learning outcomes are to understand the difficulty of the change process and be aware of some of the resistance that may persist owing to cultural and political circumstance of a specific country. Supplementary materials Teaching note.

E-Service and Organizational Change

2013 ◽  
pp. 191-203
Author(s):  
Chorng-Shyong Ong ◽  
Shang-Wei Wang
Keyword(s):  
Organizational Change ◽  
Service Quality ◽  
Change Management ◽  
Dynamic Process ◽  
Change Process ◽  
Theoretical Framework ◽  
Management Tool ◽  
Management Model ◽  
Stage Change

The pervasiveness of e-services offers organizations a new way to serve and engage their customers. Organizational change issues must be recognized and addressed to increase service quality and satisfaction of e-service. However, relevant research is limited. In this paper, the authors conduct a longitudinal in-depth case study of a successful e-service-induced governmental transformation and propose a three-stage change management model. First, the authors reveal the dynamic process of the e-service-induced organizational change. Second, the authors explicitly identify the role and influence of ICTs and customers in the change process, which is important in studying e-service-induced organizational change due to the boundary nature of e-service. Lastly, their three-stage change management model acknowledges the improvisational and technochange process of the e-service-induced change and can be used either as a theoretical framework or a practical management tool.

The Canadian Hockey Association Merger and the Emergence of the Amateur Sport Enterprise

2006 ◽  
Vol 20 (1) ◽  
pp. 74-100 ◽  
Author(s):  
Julie Stevens
Keyword(s):  
Organizational Change ◽  
Large Scale ◽  
Sport Management ◽  
Qualitative Case Study ◽  
Case Analysis ◽  
Organizational Form ◽  
Sport Organizations ◽  
Management Research ◽  
Amateur Sport

The purpose of this article is to understand the nature of large-scale organizational change within amateur sport through the analysis of a merger between two hockey organizations. This study expands upon the research on Canadian national sport organizations established by Kikulis, Slack, and Hinings (1992) by identifying a new archetype—the Amateur Sport Enterprise. In particular, the study presents a case analysis of the 1994 merger between the Canadian Amateur Hockey Association and Hockey Canada to form the Canadian Hockey Association . The results of the qualitative case study revealed that, contrary to previous notions of archetype coherence, aspects of competing archetypes might coexist within an organizational form or, more specifically, within particular elements of an organizational form. The characteristics of the Amateur Sport Enterprise archetype are discussed and implications for future sport management research are addressed.

scholarly journals A CASE STUDY OF THE FACTORS INFLUENCING ORGANIZATIONAL CHANGE MANAGEMENT

2021 ◽  
Author(s):  
S M Nazmuz Sakib
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Change Process ◽  
Single Case ◽  
Structured Interview ◽  
Management Plan ◽  
Diverse Range ◽  
Factors Affecting ◽  
Non Governmental Organizations

Non-governmental Organizations (NGOs) are confronted with the need to implement change in order to improve performance and efficiency. Review of literature revealed that many organizations operating within the development sector, are experiencing and managing change either planned or emergent. Yet, NGOs continue to have problems effectively managing organizational change. Therefore, understanding what makes change management a successful process is crucial. Secondary research suggests that for a change process to be effective, it requires a vision, objectives, change framework, commitment of employees, change readiness, consistent communication, involvement, strong leadership and understanding the change context. This Dissertation sought to establish factors affecting change management using a single case study of an NGO. The study adopted a qualitative approach and interviewed seven individuals drawn using purposive sampling method. Data was collected using a piloted semi-structured interview guide. To ensure a diverse range of views and perceptions, interviewees from different levels in the organization were interviewed. The study observed that both internal and external aspects influenced how Organization X managed the change process. The study identified that Organization X to some extent utilized a few aspects that aligned to Kotter's 8 steps and this concurs with research studies that suggest that change frameworks when contextualized, may be useful and applicable among NGOs. The study recommends the development of a comprehensive change management plan that focuses on both the technical and people aspects, undertaking analysis before and during the change, building change management capacity, adoption of a learning perspective and development of a measurement strategy.

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