scholarly journals Role and Applicability of the Constructs “Readiness for Change” and “Capacity for Change”

2021 ◽  
Vol 27 (4) ◽  
pp. 30-38
Keyword(s):  
Dynamic Capabilities ◽  
Organizational Context ◽  
Empirical Studies ◽  
Organizational Capacity ◽  
Readiness For Change ◽  
Successful Implementation ◽  
Change Initiatives ◽  
Strategic Goals ◽  
Major Factors ◽  
Capacity For Change

Readiness for change is amongst the major factors influencing the success of change initiatives in organizations. The construct is multifaceted and usually refers to the commitment (of employees) and belief (shared by the group, organization) in their collective capability to implement a specific change initiative. Applying the dynamic capabilities and organizational ambidexterity lens, some researchers suggest a different construct – organizational capacity for change. The capacity for change refers to the successful implementation of multiple, often overlapping change initiatives, and thus allows organizations to simultaneously achieve short-term, operational tasks and long-term, strategic goals. The capacity for change describes the appropriate organizational context, leadership, organizational learning and takes into account previous experience with changes and the extent to which these are considered fair and personally beneficial by employees. Readiness and capacity for change are not always clearly distinguishable and, in some cases, appear as interchangeable terms denoting similar phenomena. This conceptual article explores the two constructs based on a theoretical study of conceptual and empirical studies. The research conclusions support the proposition that the two constructs share similarities but also differences, which justify their distinct roles in deepening our understanding of change in organizations and how to manage and successfully implement it.

The competence loop

2015 ◽  
Vol 8 (2) ◽  
pp. 279-299 ◽  
Author(s):  
Rolf Medina ◽  
Alicia Medina
Keyword(s):  
Learning Strategies ◽  
Dynamic Capabilities ◽  
Organizational Context ◽  
Empirical Studies ◽  
Content Type ◽  
Parent Organization ◽  
Competence Management ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive ◽  
Exploration Exploitation

Purpose – Knowledge-intensive organizations tend to be project intensive having many projects of different size and importance. In this context, competence evolves through projects. The purpose of this paper is to identify the mechanisms that steers competence management in these kinds of organizations and also the factors that are involved in the human capital contribution to competitive advantage in relation to the interaction between parent organizations and projects. Design/methodology/approach – This study has a contingency theory perspective and consists of a literature search in the following domains: project-intensive organizations, knowledge-intensive organizations, competence management, human resource management and dynamic capabilities and learning. Findings – The main contribution of this study is the theoretical framework derived from different domains. The framework is called the competence loop and explains how projects generate competence that the parent organization can either exploit in further activities or use for strategy adjustment. It also explains how an organization can use learning strategies to support competence exploration/exploitation. Another contribution is the description of the relationship between dynamic capabilities and organizational learning in project-intensive organizations. Research limitations/implications – This paper is a conceptual paper intended to create a base for further empirical studies. Originality/value – The paper combines different domains to define a framework that is a new approach to competence management in a project-parent organizational context. The framework includes learning and competence management characteristics and has both theoretical and practical value.

scholarly journals Exploring frontliners' knowledge, participation and evaluation in the implementation of a pay-for-performance program (PMAQ) in primary health care in Brazil

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fabiana da Cunha Saddi ◽  
Matthew Harris ◽  
Fernanda Ramos Parreira ◽  
Raquel Abrantes Pêgo ◽  
Germano Araujo Coelho ◽  
...  
Keyword(s):  
Primary Care ◽  
Organizational Context ◽  
Health Workers ◽  
Organizational Capacity ◽  
Successful Implementation ◽  
Policy Feedback ◽  
Implementation Theory ◽  
Content Type ◽  
Theoretical Concepts ◽  
The City

PurposeThis paper employs implementation theory and the political literature on performance measurement to understand how frontline health workers know, participate and evaluate the Brazilian National Program for Improving Access and Quality of Primary Care (PMAQ, 2nd round).Design/methodology/approachThis paper develops an implementation theory-driven qualitative analysis. The research is developed in the city of Goiania (Brazil): a challenging organizational context in primary care (PHC). Interviews were carried out with 25 frontliners – managers, doctors, nurses and community health workers. Data were thematically and hierarchically analysed according to theoretical concepts such as policy knowledge, policy adherence, forms of accountability, alternative logics, organizational capacity and policy feedback.FindingsResults show the need to foster organizational capacity, knowledge, participation and policy feedback at the frontline. Successful implementation would require those adaptations to counteract policy challenges/failures or the emergence of alternative logics.Research limitations/implicationsThe study was conducted in only one setting, however, our sample includes different types of professionals working in units with different levels of organization capacity, located in distinct HDs, expressing well the implementation of PMAQ/P4P. Qualitative researches need to be developed for further exploring the same/other factors.Social implicationsFindings can be used to improve discussions/planning and design of P4P programs in the city and State of Goias.Originality/valueThe majority of analysis of PMAQ are of a quantitative or results-based nature. This article focuses on politically significant and unanswered questions regarding the implementation of PMAQ.

Successful implementation of value-based selling: a value co-creation and dynamic capabilities perspective

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yanzhe Liu ◽  
Xiaoyu Zhao
Keyword(s):  
Conceptual Framework ◽  
Dynamic Capabilities ◽  
Empirical Studies ◽  
Theoretical Research ◽  
Future Research ◽  
Successful Implementation ◽  
Marketing Practice ◽  
Content Type ◽  
Industrial Marketing ◽  
Future Research Agenda

Purpose This study aims to investigate the new connotations, key antecedents, outcomes and contingency factors of value-based selling (VBS) in the context of business to business (B2B) industrial marketing. Design/methodology/approach This study develops a comprehensive conceptual framework of VBS by analyzing and synthesizing the existing literature on VBS and associated solutions. Findings The paper describes the research streams of VBS; proposes a comprehensive conceptual framework consisting of the factors influencing VBS at the organizational, individual, customer and environmental levels, together with 12 research propositions; and provides an agenda for future research. Research limitations/implications The paper is conceptual; empirical studies are required for examining the suggested propositions and agenda. Practical implications VBS is a process-oriented sales approach that involves multiple value creation and plays a crucial role in industrial solution selling. The successful implementation of VBS depends on the micro-foundations of an organization’s dynamic capabilities and considers the influence of individual, customer and environmental factors. Originality/value To the best of the authors’ knowledge, this study is the first to introduce value co-creation and dynamic capability theory into VBS research in the context of industrial marketing. It discusses the antecedents, outcomes and contingency factors of VBS in detail in the form of a comprehensive research framework and proposes a future research agenda. These discussions expand the theoretical research on VBS and provide useful implications for B2B marketing practice.

DECONSTRUCTING LAWSON AND SAMSON’S CONCEPT OF INNOVATION CAPABILITY: A CRITICAL ASSESSMENT AND A REFINEMENT

2019 ◽  
Vol 23 (06) ◽  
pp. 1950053 ◽  
Author(s):  
ARMAND DJOUMESSI ◽  
SHU-LING CHEN ◽  
STEPHEN CAHOON
Keyword(s):  
Factor Analysis ◽  
Dynamic Capabilities ◽  
Innovation Management ◽  
Empirical Studies ◽  
Capabilities Approach ◽  
Three Dimensions ◽  
Innovation Capability ◽  
Maritime Industry ◽  
Firm Level ◽  
Confirmatory Factor

For almost 20 years, research on firm level innovation have relied upon [Lawson and Samson (2001). Developing innovation capability in organisations: A dynamic capabilities approach. International Journal of Innovation Management, 5(3), 377–400] concept of innovation capability (IC). Of note, these authors stated that this concept needs to be ‘refined, validated and tested using other research methods’ [Lawson and Samson (2001). Developing innovation capability in organisations: A dynamic capabilities approach. International Journal of Innovation Management, 5(3), 377–400], p. 396. To date, empirical studies heeding this call have been challenging to find. By researchers relying on this untested concept, they risk not attaining comprehensive insights into the firm level mechanisms underpinning the transformation idea and knowledge into innovations. This paper proposes a rethinking of the IC concept. The analysis is based on survey data of 69 firms involved in the Australian maritime industry using exploratory factor analysis (EFA) and confirmatory factor analysis (CFA). The results suggest that the IC concept might be refined from seven dimensions, initially conceptualised, to three dimensions. The three dimensions are renamed as institutionalising innovation, implementing innovation and stimulating innovation.

scholarly journals Customer Needs Linked to Production Strategy and Firm’s Dynamic Capabilities

2013 ◽  
Vol 4 (2) ◽  
pp. 63-69
Author(s):  
Jari Koskinen ◽  
Daniel Sahebi
Keyword(s):  
Dynamic Capabilities ◽  
Empirical Studies ◽  
Case Study Research ◽  
Business Environment ◽  
Company Strategy ◽  
Customer Needs ◽  
Internal Customers ◽  
Production Strategy ◽  
Additional Value ◽  
Delivery Accuracy

Abstract This study identifies and analyzes the key factors of an efficient customer oriented production strategy. The paper supports the view that dynamic capabilities can be used successfully for improving company’s efficiency. This research is a case study research related to production strategy. In a case company, totally 31 interviews were made from 16 subsidiaries and 13 from end customers. The present paper focuses more on end customers’ than internal customers. Key findings can be identified as follows: effective information flow, flexibility, speed and responsiveness need more focus in the study of dynamic capabilities. Delivery accuracy is the key, while short delivery time is a competitive factor. This research is focused to power electronics business segment which is research limitation. To make wider conclusions, more empirical studies are needed. As a Practical implications, this research helps firms to improve their strategy process by understanding real customer needs. The research results bring additional value to the previous studies regarding company strategy, business environment, innovativeness and operational excellence.

scholarly journals Are You Ready for This? Preparing for School Change by Assessing Readiness

2019 ◽  
Author(s):  
Katherine McKnight ◽  
Elizabeth Glennie
Keyword(s):  
Standardized Testing ◽  
School Change ◽  
Major Change ◽  
State Standards ◽  
Readiness For Change ◽  
Change Initiatives ◽  
School Year ◽  
Bullying Programs ◽  
New Policies ◽  
Change Efforts

Schools routinely face federal and state mandated changes, like the Common Core State Standards or standardized testing requirements. Sometimes districts and schools want to take on new policies and practices of their own, like anti-bullying programs or using technology to deliver instruction. Regardless of the origin of the change, implementation requires them to take on additional work; yet experts estimate that only 30 to 50 percent of major change efforts in organizations will succeed. Failing change efforts result in not only financial losses but also lowered organizational morale, wasted resources, and lost opportunities. For schools where resources are already stretched thin, the consequences of failed change initiatives can be particularly devastating. In this paper, we discuss results of a study, over a school year, of school principals who were working on implementing a new change initiative in their schools. We apply lessons from the change management literature and focus on the importance of assessing readiness for change as a key step in ensuring the success of new initiatives. We share examples of a change readiness rubric to help schools and districts successfully lead change.

scholarly journals Driving Organizational Readiness for Change through Strategic Workshops

2020 ◽  
Vol 7 (1) ◽  
pp. 1-28
Author(s):  
Johan Roos ◽  
Viktor O. Nilsson
Keyword(s):  
Practical Problem ◽  
Predictive Power ◽  
Change Readiness ◽  
Readiness For Change ◽  
Theory And Practice ◽  
Drivers Of Change ◽  
Change Initiatives ◽  
Health Care Settings ◽  
Organizational Readiness For Change ◽  
Vast Literature

Change initiatives in organizations often fail because people are neither committed to nor convinced they can implement the change successfully. The change challenge is a practical problem for most leaders. The vast literature on change management offers insights into obstacles to change and how to overcome them, and the emerging literature on readiness for change offers a plethora of instruments for how to assess it, though primarily in health care settings. However, there is limited advice about how to design workshops around new initiatives in organizations to increase readiness for change. To address this problem, we developed a model of the drivers of change readiness, based on survey data from 374 participants in 69 independently facilitated workshops to test hypotheses. The findings show which constructs have the most predictive power. These results have important implications for how to design and facilitate workshops that increase participants’ readiness for change. The study makes several contributions to the theory and practice of creating shared readiness for change.

Dynamic managerial capabilities, organisational capacity for change and organisational performance: the moderating effect of attitude towards change in a public service organisation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sunu Widianto ◽  
Yetty Dwi Lestari ◽  
Beta Embriyono Adna ◽  
Badri Munir Sukoco ◽  
Mohammad Nasih
Keyword(s):  
Dynamic Capabilities ◽  
Middle Managers ◽  
Middle Manager ◽  
Organisational Performance ◽  
Content Type ◽  
Organisational Capacity ◽  
Dynamic Managerial Capabilities ◽  
Managerial Capabilities ◽  
Capacity For Change

PurposeThe aim of this study is to explore dynamic managerial capabilities (DMCs) and their effect on public organisational performance. While the previous research has focused on how leadership style impacts on organisational performance, the authors have investigated how the dynamic managerial capabilities of middle managers and their organisational capacity for change as well as their attitude towards the change are linked to organisational performance.Design/methodology/approachThe dataset was gathered during the field research carried out in a large public Indonesian government institution. In total, 313 managers and their direct followers participated in this study. The authors have employed structural equation modelling to test the hypotheses.FindingsThe results of this study demonstrate the role of the dynamic capabilities of the middle managers associated with organisational performance. The results show that dynamic managerial capabilities and organisational performance are mediated by the organisational capacity for change.Practical implicationsMiddle managers should equip and develop their capabilities in order to embrace change in the organisation through the communication between the different staff levels, uniting the vision and mission with the organisational members. Further, the organisation should empower the role of the middle managers by increasing their authority and participation in the policy-making that is part of the change process. In addition, the workplace could implement interventions to optimise the dynamic managerial capabilities held by the middle manager and employees through assessments and mentoring. Finally, particular training programmes could be implemented to boost the employees' skills and flexibility, thereby keeping them agile in the context of the changes in the work environment.Originality/valueThe role of the dynamic managerial capabilities of the middle manager is a prominent factor when facilitating a high level of organisational performance in a public organisation. However, the role of dynamic managerial capabilities does not have a direct effect on organisational performance if the organisation does not have the capacity to change, particularly in the Indonesian context.

Unveiling business school interns' satisfaction toward online summer internship program amid COVID-19

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rashmi Maini ◽  
Sanandi Sachdeva ◽  
Guneet Kaur Mann
Keyword(s):  
Business School ◽  
Structural Equation ◽  
Empirical Studies ◽  
North India ◽  
Equation Modeling ◽  
Successful Implementation ◽  
Cross Sectional ◽  
Content Type ◽  
Global Pandemic ◽  
The University

PurposeThe objective of this research is to explore factors that influence interns' satisfaction (is) toward the e-internship program, an alternate adopted by management institutes in lieu of the regular summer internship amidst the global pandemic, coronavirus disease 2019 (COVID-19).Design/methodology/approachA cross-sectional research design with a self-reported questionnaire was conducted on business school (B-school) interns to rate the factors that contribute to their e-internship satisfaction. Structural equation modeling was used to examine the responses obtained from 203 B-school interns with a diverse demographic background belonging to a government university of North India. Convenience sampling was employed to get valid responses from interested respondents.FindingsResults revealed that although all the four factors under consideration, faculty mentors' preparedness (FMP), industry mentors' preparedness (IMP), interns' readiness toward online internship and interns' Internet efficacy (IIE) are significantly related to IS, industry mentors' role was found to have a major impact on the IS. The study unravels that industry mentors' interaction has a potential role in the successful implementation of e-internships.Research limitations/implicationsThe study has implications for the university as well as the companies to ponder on factors that satisfy interns during the virtual internship and designing an effective internship program by having a collaborative approach.Originality/valueThere is a dearth of empirical studies on internships in general and e-internship in particular, so this study fills the gap and contributes to the existing literature and provides ways to satisfy B-school interns toward e-internship by addressing the key factors.

Dynamic Capabilities of Decision-oriented Service Systems

2021 ◽  
pp. 957-984
Author(s):  
Rainer Schmidt ◽  
Michael Möhring ◽  
Alfred Zimmerman
Keyword(s):  
System Architecture ◽  
Dynamic Capabilities ◽  
Business Processes ◽  
Service Systems ◽  
Technological Capabilities ◽  
Information System Architecture ◽  
New Class ◽  
Strategic Goals ◽  
Computing Environments ◽  
Oriented Approach

A new class of information system architecture, decision-oriented service systems, is spreading more and more. Decision-oriented service systems provide services that support decisions in business processes and products based on the capabilities of cloud-computing environments. To pave the way for the creation of design methods of business processes and products based on decision-oriented service systems, this article introduces a capability-oriented approach. Starting from technological capabilities, more abstract operational and dynamic capabilities are created. The framework created is based on an integrated conceptualization of decision-oriented service systems that allows capturing synergetic effects. By creating the framework, the gap between the technological capabilities of technologies and the strategic goals of enterprises shall be narrowed.

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