scholarly journals Formulation of Change Management Model for Achieving Business Excellence in Large Organizations

2021 ◽  
Vol 18 ◽  
pp. 1452-1460
Author(s):  
Theodora Spyropoulou ◽  
Antonios Panas ◽  
John-Paris Pantouvakis
Keyword(s):  
Change Management ◽  
Case Studies ◽  
Process Model ◽  
Organisational Change ◽  
Research Process ◽  
Theory And Practice ◽  
Structured Interviews ◽  
Change Models ◽  
Main Challenge ◽  
Business Excellence

This study aims to investigate how the different leadership levels can apply change management successfully in larger organisations, in order to facilitate business excellence. First, change models and leadership theories are analysed under EFQM principles, as it is selected as the framework for excellence. Then, a theoretical change management process is synthesised in alignment with leadership organisational levels. The main challenge of this research is to adequately connect theory about leading organisational change with practice. The research process is enriched by 6 semi-structured interviews in two different case studies, while the previous findings are validated through 3 structured interviews in a third case study. The analysis shows that although leaders believe that they identify the need for change, sometimes they do not, or they make sense of it too late. As such, a five-step change process model is created as the conclusion of the theoretical and case studies analyses. The value of this research is the connection between theory and practice as it tries to identify the responsible gaps for wrong or not fully successful organisational change projects. The suggested model simplifies the theory into practical steps while the success factors ensure that the enablers can support change efficiently. Further research based on the adoption of Senge’s systems theory for network leadership level is recommended to organisations.

scholarly journals Unpacking the package

2015 ◽  
Vol 12 (4) ◽  
pp. 346-376 ◽  
Author(s):  
Mark Evans ◽  
Basil Phillip Tucker
Keyword(s):  
Organisational Change ◽  
Clean Energy ◽  
Management Control ◽  
Theory And Practice ◽  
Structured Interviews ◽  
Informal Control ◽  
Content Type ◽  
Energy Company ◽  
Management Controls ◽  
Control Package

Purpose – The purpose of this paper is to explore the ways in which both formal and informal control, operating as a package, are implicated in responding to organisational change arising from the introduction of the Australian Federal Government’s Clean Energy Act (2011). Design/methodology/approach – This investigation is based on a review of archival data, and semi-structured interviews conducted with 15 staff at different hierarchical levels within an Australian renewable energy company. Findings – Although formal management control systems and informal control both played important roles in the organisation’s reorientation to organisational change, it was the latter form of control that predominated over the former. The influence of the prevailing organisational culture, however, was pivotal in orchestrating both formal and informal control efforts within this organisation. Originality/value – This study contributes to management control theory and practice in two ways: first, it provides much needed empirical evidence about the ways in which management controls act as a package; second, it offers insights into the relative importance of the components of a management control package in the context of a particular organisational change. In addition, it responds to Laughlin’s (1991) call for empirical “flesh” to be added to the skeletal framework he advocates to make this conceptualisation of organisational change, “more meaningful”.

Alignment of a Collaborative Resistance Model With a Change Management Process in Industry: A Case Study on Production Automation

2020 ◽  
Author(s):  
Nicole Zero ◽  
Joshua D. Summers
Keyword(s):  
Change Management ◽  
Process Model ◽  
Large Scale ◽  
Process Models ◽  
Automation System ◽  
Management Process ◽  
Structured Interviews ◽  
Resistance Model ◽  
Production Automation

Abstract Current research and literature lack the discussion of how production automation is introduced to existing lines from the perspective of change management. This paper presents a case study conducted to understand the change management process for a large-scale automation implementation in a manufacturing environment producing highly complex products. Through a series of fifteen semi-structured interviews of eight engineers from three functional backgrounds, a process model was created to understand how the company of study introduced a new automation system into their existing production line, while also noting obstacles identified in the process. This process model illustrates the duration, sequencing, teaming, and complexity of the project. This model is compared to other change process models found in literature to understand critical elements found within change management. The process that was revealed in the case study appeared to contain some elements of a design process as compared to traditional change management processes found in literature. Finally, a collaborative resistance model is applied to the process model to identify and estimate the resistance for each task in the process. Based on the objective analysis of the collaborative situations, the areas of highest resistance are identified. By comparing the resistance model to the interview data, the results show that the resistance model does identify the challenges found in interviews. This means that the resistance model has the potential to identify obstacles within the process and open the opportunity to mitigate those challenges before they are encountered within the process.

Critical success factors in the management of ideas as an essential component of innovation and business excellence

2018 ◽  
Vol 10 (3) ◽  
pp. 214-232 ◽  
Author(s):  
Gilberto Santos ◽  
José Afonseca ◽  
Nuno Lopes ◽  
Maria João Félix ◽  
Federica Murmura
Keyword(s):  
Case Studies ◽  
Success Factors ◽  
Structured Interviews ◽  
Content Type ◽  
Critical Success ◽  
Business Excellence ◽  
Idea Management ◽  
A Company ◽  
Goals And Objectives

Purpose This research aims to focus on the idea management system (IMS) with the main purpose of identifying and describing the factors that promote success in managing ideas, grounded on the analysis of case studies. Design/methodology/approach The method used consists of a case study and semi-structured interviews with those directly responsible for the management of ideas from four companies, which are presented in this paper. Findings The main findings, critical for the success of an IMS, are as follow: the involvement of top management, evidence of results, establishment of goals and objectives, dissemination of good results, willingness to share and develop ideas, complete transparency in the management of ideas, maintenance of dynamic and proactive attitudes and mainly recognition. All have been described. Research limitations/implications This work presents a preliminary framework for further research toward the study of CSFs inherent to IMSs that is still bound by the limited number of case studies presented. Further research should be undertaken to broaden and consolidate the presented CFSs and their pertinence. Originality/value This study, although limited to four case studies, presents conclusive results that support managers of suggestion systems/IMSs in improving or deploying such systems. The main factors were identified and described. They can contribute to the effectiveness of employee suggestion system. It can be reasoned from this investigation that the contributions from employees toward the success of a company leads to excellence in business.

Transformational change in the local state? Enacting e-government in English local authorities

2006 ◽  
Vol 12 (3) ◽  
pp. 195-208 ◽  
Author(s):  
Ian McLoughlin ◽  
James Cornford
Keyword(s):  
Change Management ◽  
Organisational Change ◽  
Transformational Change ◽  
Major Change ◽  
Theory And Practice ◽  
Management Theory ◽  
Public Agencies ◽  
Conventional Models ◽  
Management Challenge ◽  
Significant Opportunity

ABSTRACTE-government represents a major change management challenge to public agencies. This paper explores the experience of English local government authorities. The proposition that ‘process’, rather than more conventional ‘event’, approaches to change management are more likely to result in change the goals of e-government being met, is explored. The article concludes by suggesting that conventional models of change management theory and practice fundamentally misunderstand the nature of technology-driven organisational change represented by e-government. A processualperspective, on the other hand, provides a more effective framework for explaining and understanding organisational and socio-technical outcomes and the reasons for variations in different contexts. Moreover, attempts to transform the state through the technologies of e-government present a significant opportunity for the processual perspective to inform practice.

Transformational change in the local state? Enacting e-government in English local authorities

2006 ◽  
Vol 12 (3) ◽  
pp. 195-208 ◽  
Author(s):  
Ian McLoughlin ◽  
James Cornford
Keyword(s):  
Change Management ◽  
Organisational Change ◽  
Transformational Change ◽  
Major Change ◽  
Theory And Practice ◽  
Management Theory ◽  
Public Agencies ◽  
Conventional Models ◽  
Management Challenge ◽  
Significant Opportunity

ABSTRACTE-government represents a major change management challenge to public agencies. This paper explores the experience of English local government authorities. The proposition that ‘process’, rather than more conventional ‘event’, approaches to change management are more likely to result in change the goals of e-government being met, is explored. The article concludes by suggesting that conventional models of change management theory and practice fundamentally misunderstand the nature of technology-driven organisational change represented by e-government. A processualperspective, on the other hand, provides a more effective framework for explaining and understanding organisational and socio-technical outcomes and the reasons for variations in different contexts. Moreover, attempts to transform the state through the technologies of e-government present a significant opportunity for the processual perspective to inform practice.

Disturbing practices: training workers to be lean

2014 ◽  
Vol 26 (6/7) ◽  
pp. 392-405 ◽  
Author(s):  
Keiko Yasukawa ◽  
Tony Brown ◽  
Stephen Black
Keyword(s):  
Case Studies ◽  
Workforce Development ◽  
Lean Production ◽  
Organisational Change ◽  
Structured Interviews ◽  
Content Type ◽  
Expansive Learning ◽  
Increase Productivity ◽  
Cultural Historical Activity ◽  
And Training

Purpose – The purpose of this paper is to explore the possibilities for expansive learning during organisational change. It considers the introduction of “lean production” as a disturbance to the existing work practices. Design/methodology/approach – The paper considers two case studies of “lean production” training with production workers in manufacturing firms. Data for the study consisted of semi-structured interviews, observations of workers during work and training. Engeström’s third-generation cultural historical activity theory was used as the key theoretical tool for analysis. Findings – The study found that the introduction of and training for “lean production” did not lead to expansive learning. The training did not afford spaces to address the fundamental contradictions between the “earning a living” and ”productivity” motives of work. Research limitations/implications – Further research on the different kinds of “spaces” for learning could lead to greater insights into the affordances of expansive learning in workplaces. In particular, the concept of “third space” is useful in such an endeavour. Practical implications – Training designed to increase productivity could integrate more discussions about what workers themselves should expect to gain from increased productivity. Originality/value – The paper presents a critical perspective on recent case studies of workplace training at a time when workforce development and “lean production” are uncritically promulgated as beneficial. It highlights the opportunities that exist for critical educators to make interventions in the interests of the workers.

Planned organisational change management

2018 ◽  
Vol 31 (2) ◽  
pp. 286-303 ◽  
Author(s):  
David Rosenbaum ◽  
Elizabeth More ◽  
Peter Steane
Keyword(s):  
Change Management ◽  
Group Dynamics ◽  
Organisational Change ◽  
Planned Change ◽  
Field Analysis ◽  
Content Type ◽  
Change Models ◽  
Step Model ◽  
Force Field Analysis ◽  
Research Group Dynamics

Purpose The purpose of this paper is to identify the development of planned organisational change models (POCMs) since Lewin’s three-step model and to highlight key linkages between them. Design/methodology/approach A total of 13 commonly used POCMs were identified and connections with Lewin’s three-step framework and associated process attributes were made, reflecting the connections between these models and Lewin. Findings The findings show that first Lewin’s three-step model represents a framework for planned change; however, these steps could not be viewed in isolation of other interrelated processes, including action research, group dynamics, and force field analysis. These process steps underpin the iterative aspects of his model. Second, all 13 POCMs have clearly identified linkages to Lewin, suggesting that the ongoing development of POCMs is more of an exercise in developing ongoing procedural steps to support change within the existing framework of the three-step model. Research limitations/implications The authors recognise that the inclusion of additional POCMs would help strengthen linkages to Lewin. The findings from this paper refocus attention on the three-step model, suggesting its ongoing centrality in planned organisational change rather than it being dismissed as an historical approach from which more recently developed models have become more relevant. Practical implications This paper presents opportunities for organisational change management researchers to challenge their thinking with regard to the ongoing search for model refinement, and for practitioners in the design and structure of POCM. Originality/value An analysis of the ongoing relevance of Lewin and his linkage with modern POCMs assist in rationalising the broadening, and often confusing literature on change. This paper therefore not only contributes to filtering such literature, but also helps clarify the myriad of POCMs and their use.

THE INTELLECTUAL CAPITAL DIMENSIONS OF DUCATI'S TURNAROUND: EXPLORING KNOWLEDGE ASSETS GROUNDING A CHANGE MANAGEMENT PROGRAM

2008 ◽  
Vol 12 (02) ◽  
pp. 161-193 ◽  
Author(s):  
GIOVANNI SCHIUMA ◽  
ANTONIO LERRO ◽  
DAMIANO SANITATE
Keyword(s):  
Change Management ◽  
Intellectual Capital ◽  
Organisational Change ◽  
Management Program ◽  
Theory And Practice ◽  
Knowledge Assets ◽  
Strategic Resources ◽  
Management Perspective ◽  
Successful Change ◽  
The Impact

Despite the growing awareness of the importance of researching core strategic resources and capabilities for supporting organisational change, the work that has been done to the date has rarely examined and taken into account the relevance of Intellectual Capital (IC) for the success of a company's strategic turnaround program. Moreover, little attention has been given on what encompasses IC and how it can be conceptualised and interpreted in a change management perspective. Through an extensive review of the literature on IC and along with a case study of the Ducati Motor Holding — one of the leading world brands in the sportive motorcycles manufacturing — this paper aims to bridge this gap first of all by identifying which are the key-knowledge assets involved in a turnaround program, and then focusing on the impact IC has on turnaround actions. Findings highlight important implications both for theory and practice, and reveal interesting relationships that suggest further effort should be placed on the development of a knowledge base-view of company's turnaround and on the analysis of the dynamics that links knowledge assets and successful change management programs.

A spatial approach to transformational change

2017 ◽  
Vol 19 (4) ◽  
pp. 285-299 ◽  
Author(s):  
Mari Anna Chatarina Skogland
Keyword(s):  
Real Estate ◽  
Change Management ◽  
Cultural Change ◽  
Organisational Change ◽  
Transformational Change ◽  
Transition Process ◽  
Structured Interviews ◽  
Content Type ◽  
Management Actions ◽  
The Right

Purpose The purpose of this paper is to explore how strategic alignment of the corporations’ real estate with the organisational strategy may be used to facilitate change within an organisation’s collaborative culture. The focus is on the interconnectedness between spatial and behavioural artefacts in the transition process to a new workplace concept. Design/methodology/approach The discussion builds on observational studies and semi-structured interviews with 65 employees in a Norwegian organisation. Findings The findings indicate that the physical change, when supported by behavioural artefacts as change management actions, paved way for a cultural change towards increased collaboration between employees and across hierarchical levels. However, misalignments between the new workplace concept and existing behavioural artefacts and cultural constructs also restricted the organisation in fully achieving the intended ends. Research limitations/implications Applying a socio-material perspective with explicit focus on issues such as management and culture in workplace studies is important to develop better models for strategic use of a corporations’ real estate. Originality/value When new workplace concepts are implemented with the aim of effecting organisational change they require support of a focused change management process where both spatial and behavioural artefacts are designed to support employee adaptation to the new concept. By conducting the change as a continuous iterative process, extending beyond the moving process itself, the corporate real estate management (CREM) may add to the success by guiding and steering the organisation in the right direction.

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