Improving Small Firm Performance Through Collaborative Change Management and Outside Learning

2011 ◽  
Vol 2 (1) ◽  
pp. 1-24 ◽  
Author(s):  
Thomas Menkhoff ◽  
Chay Yue Wah
Keyword(s):  
Change Management ◽  
Small Firm ◽  
Small Firms ◽  
Resistance To Change ◽  
Change Leadership ◽  
Change Implementation ◽  
Strategic Learning ◽  
Ethnic Chinese ◽  
Management Approaches ◽  
Firm Owners

This empirical-exploratory article sheds light on the change management approaches used by Chinese owner-managers of small firms in Singapore and their openness toward strategic learning. The paper examines widespread common-sense assumptions that ethnic Chinese adopt mostly directive-coercive (autocratic) change management approaches, which may stifle innovation. Great diversity exists amongst small firm owners in Asia with regard to their change leadership practices, and respective change implementation approaches are contingent on both demographic variables and situational forces like the urgency of change, the degree of resistance to change, and/or the dynamics of the environment in which the firms operate. Data from a SME survey in Singapore (n = 101) serves to substantiate several propositions about change management of Chinese owner-managers of SMEs in Singapore. Three hypotheses about the openness of SME owner-managers to outside sources of learning are presented to ascertain the prediction that such knowledge can give SMEs a performance headstart by helping them to work smarter.

Improving Small Firm Performance Through Collaborative Change Management and Outside Learning

2013 ◽  
pp. 97-122
Author(s):  
Thomas Menkhoff ◽  
Chay Yue Wah
Keyword(s):  
Change Management ◽  
Small Firm ◽  
Small Firms ◽  
Resistance To Change ◽  
Change Leadership ◽  
Change Implementation ◽  
Strategic Learning ◽  
Ethnic Chinese ◽  
Management Approaches ◽  
Firm Owners

This empirical-exploratory article sheds light on the change management approaches used by Chinese owner-managers of small firms in Singapore and their openness toward strategic learning. The paper examines widespread common-sense assumptions that ethnic Chinese adopt mostly directive-coercive (autocratic) change management approaches, which may stifle innovation. Great diversity exists amongst small firm owners in Asia with regard to their change leadership practices, and respective change implementation approaches are contingent on both demographic variables and situational forces like the urgency of change, the degree of resistance to change, and/or the dynamics of the environment in which the firms operate. Data from a SME survey in Singapore (n = 101) serves to substantiate several propositions about change management of Chinese owner-managers of SMEs in Singapore. Three hypotheses about the openness of SME owner-managers to outside sources of learning are presented to ascertain the prediction that such knowledge can give SMEs a performance headstart by helping them to work smarter.

Critical performativity and the small firm: Challenges and prospects

2018 ◽  
Vol 36 (4) ◽  
pp. 368-379 ◽  
Author(s):  
Paul Edwards
Keyword(s):  
Social Science ◽  
Small Firm ◽  
Small Firms ◽  
Management Practice ◽  
Critical Social Science ◽  
Firm Owners ◽  
Critical Social

The idea of engaging directly with management practice while retaining a strongly critical social science stance has become popular under the banner of critical performativity. This idea has yet to be applied to small firms, and it also needs specification: as usually stated, it lacks grounds within science to define with whom to engage and with what goals. In total, three themes are addressed: the nature of a ‘radical pluralist’ view of engagement, the distinct challenges in a small firm context and a set of three illustrations of possible lines of engagement. Engagement is both desirable and feasible, though large challenges remain, notably the demands of small-firm owners and the requirements of close engagement over a period of time.

scholarly journals Planning Change in an Organization; MCB Bank Limited, Pakistan

2015 ◽  
Vol 4 (2) ◽  
pp. 75-107 ◽  
Author(s):  
Fazal Haleem
Keyword(s):  
Change Management ◽  
Resistance To Change ◽  
Change Leadership ◽  
Change Resistance ◽  
Management Model ◽  
Management Approach ◽  
Cultural Issues ◽  
Change Models ◽  
Resource Implication ◽  
Kurt Lewin

Abstract This paper is primarily based on a case study of a leading bank in Pakistan, that is, MCB Bank Ltd. Four established change models have been applied to the bank to find out how a change comes in/ is brought in, managed, and how it affects organizational environment and its stakeholders, particularly customers and employees. The four established change models applied are the change management approach by Ansoff and McDonnell; the change management model by Kurt Lewin; the 7S framework by Thoman J. Peters and Robert H. Waterman; and the change management model developed by Stephanie Elam. The study covers a change management aspect such as strategic intervention technique; a need for change management; resource implication; planning change; strategies in change management; system effectiveness; managing resistance to change; leadership issues; cultural issues; people issues; external environment issues; workable approach to overcome change resistance; appropriate model and implementing the model.

Exploring the role of goal setting and external accountability mechanisms in embedding strategic learning plans in small firms

2020 ◽  
Vol 27 (5) ◽  
pp. 705-725 ◽  
Author(s):  
Felicity Kelliher ◽  
Monica Murphy ◽  
Denis Harrington
Keyword(s):  
Social Learning ◽  
Goal Setting ◽  
Small Firm ◽  
Learning Theory ◽  
Social Learning Theory ◽  
Small Firms ◽  
Strategic Learning ◽  
Content Type ◽  
External Accountability ◽  
Learning Plans

PurposeThis paper explores the role of goal setting and external accountability mechanisms in embedding strategic learning plans in small firms. The research question asks, does an external learning intervention influence how strategic learning plans are embedded in small firms?Design/methodology/approachInsights from in-depth action research carried out with three small firm owner-managers (OMs) inform the study.FindingsFindings present valuable insights into how small firms learn strategically, and the link between OM goal setting and external accountability mechanisms in pursuit of embedded learning. A framework for embedding strategic learning plans in small firms is presented.Research limitations/implicationsThis study offers a contribution to knowledge in the areas of small firm learning, strategic planning and social learning theory. While the sample size is small, data and case protocols are in place which allow for replication of the study. As the research is embedded in social learning theory, alternative theoretical frameworks may shed a different light on the research question.Practical implicationsThe study will be of interest to practitioners working in the design, development, delivery and evaluation of learning interventions for small service firms. Given the importance of the small firm sector to the global economy, the research may also be of interest to government agencies, who strive to protect the survival and growth of small firms generally and who set aside resource amounts each year to fund training programmes for small firm OMs.Originality/valueThe research contributes to the body of existing knowledge in the small firm setting concerning social learning theory and small firm learning strategies. It has identified a link between OM goal setting and external accountability mechanisms in pursuit of sustainable organisational learning in small firms and offers a framework for embedding strategic learning plans in small firms. The study answers calls for a more robust framework to advance understanding of how OMs learn and whether that learning is consequently embedded in the organisation. The proposed framework can be used as a guideline for support organisations in assisting small firms in reaching their learning potential. It can also be used by small firms in the attainment of strategy learning capability.

Exploring the role of goal setting and external accountability mechanisms in embedding strategic learning plans in small firms

2020 ◽  
Vol 27 (3) ◽  
pp. 449-469
Author(s):  
Felicity Kelliher ◽  
Monica Murphy ◽  
Denis Harrington
Keyword(s):  
Social Learning ◽  
Goal Setting ◽  
Small Firm ◽  
Learning Theory ◽  
Social Learning Theory ◽  
Small Firms ◽  
Strategic Learning ◽  
Content Type ◽  
External Accountability ◽  
Learning Plans

PurposeThis paper explores the role of goal setting and external accountability mechanisms in embedding strategic learning plans in small firms. The research question asks, how are strategic learning plans embedded in small firms?Design/methodology/approachInsights from in-depth action research carried out with three small firm owner-managers (OMs) inform the study.FindingsFindings present valuable insights into how small firms learn strategically, and the link between OM goal setting and external accountability mechanisms in pursuit of embedded learning. A framework for embedding strategic learning plans in small firms is presented.Research limitations/implicationsThis study offers a contribution to knowledge in the areas of small firm learning, strategic planning and social learning theory. While the sample size is small, data and case protocols are in place which allow for replication of the study. As the research is embedded in social learning theory, alternative theoretical frameworks may shed a different light on the research question.Practical implicationsThe study may be of interest to practitioners working in the design, development, delivery and evaluation of learning interventions for small service firms. Given the importance of the small firm sector to the global economy, the research may also be of interest to government agencies, who strive to protect the survival and growth of small firms generally and who set aside resource amounts each year to fund training programmes for small firm OMs.Originality/valueThe research contributes to the body of existing knowledge in the small firm setting concerning social learning theory and small firm learning strategies. It has identified a link between OM goal setting and external accountability mechanisms in pursuit of sustainable organisational learning in small firms and offers a framework for embedding strategic learning plans in small firms. The study answers calls for a more robust framework to advance understanding of how OMs learn and whether that learning is consequently embedded in the organisation. The proposed framework can be used as a guideline for support organisations in assisting small firms in reaching their learning potential. It can also be used by small firms in the attainment of strategy learning capability.

scholarly journals Managing Change in Asian Business – A Comparison between Chinese-Educated and English-Educated Chinese Entrepreneurs in Singapore

2008 ◽  
Vol 25 ◽  
pp. 50-73 ◽  
Author(s):  
Thomas Menkhoff ◽  
Ulrike Badibanga ◽  
Chay Yue Wah
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Survey Data ◽  
Business Environment ◽  
Management Style ◽  
Cultural Significance ◽  
Organizational Change Management ◽  
Ethnic Chinese ◽  
Managerial Knowledge ◽  
Management Approaches

Abstract Against the background of the current rapidly changing business environment, the article examines the organizational change management behaviour of the owner-managers of small and medium sized enterprises (SMEs) in Singapore. The analysis of survey data is aimed at ascertaining whether there are any differences between Chinese and English educated small (ethnic Chinese) businessmen in terms of Change Management (CM), a dichotomy that is of great historical and politico-cultural significance in Singapore. The survey data show that there are indeed differences between the subgroups (eg with regard to the initiation of a more participatory people management style) but these variations turned out to be far less pronounced than expected. Access to information and actionable managerial knowledge appears to be a key precursor to the various change management approaches used by both groups. Chinese educated businessmen in particular seem to be somewhat disadvantaged in this respect, as modern change management literature is still largely only published in English. Keywords: Ethnic Chinese, small and medium-sized enterprises (SME), Republic of Singapore, organizational change management.

scholarly journals Employee Resistance To Organizational Change

2013 ◽  
Vol 17 (2) ◽  
pp. 113 ◽  
Author(s):  
Justin Bateh ◽  
Mario E. Castaneda ◽  
James E. Farah
Keyword(s):  
Change Management ◽  
Strategic Change ◽  
Resistance To Change ◽  
Change Readiness ◽  
Change Leadership ◽  
Readiness For Change ◽  
The Body ◽  
Change Initiatives ◽  
Employee Resistance ◽  
Insight Into

As change management becomes an essential ingredient of organizations performance, the body of literature describing successful and unsuccessful change management initiatives continues to expand. Numerous articles and studies provide an insight into the nature of change management and its most common pitfalls. The most recurring themes include resistance to change, readiness for change, leadership effectiveness, employee commitment and participation in change initiatives, and the roles and competencies needed to ensure the success of strategic change. The present article focuses on one of these themes: resistance to change. Understanding of resistance may enable managers to reduce conflict and increase collaboration. To meet these challenges, leaders must be trained and educated to overcome resistance to change. This article points out important types of resistance for organizations to address.

A Lesson on Human Factors in Airway Management Learnt From the Death of George Washington

2020 ◽  
Vol 163 (5) ◽  
pp. 1000-1002
Author(s):  
Ahmad K. Abou-Foul
Keyword(s):  
Human Factors ◽  
Airway Management ◽  
Situational Awareness ◽  
Resistance To Change ◽  
Change Leadership ◽  
Acute Epiglottitis ◽  
George Washington ◽  
Leadership Model ◽  
Factors Analysis ◽  
Human Factors Analysis

On December 14, 1799, 3 prominent physicians—Craik, Brown, and Dick—gathered to examine America’s first president, George Washington. He was complaining of severe throat symptoms and was being treated with bloodletting, blistering, and enemas. Dick advised performing an immediate tracheotomy to secure the airway. Both Craik and Brown were not keen on trying tracheotomy and overruled that proposal. Washington was not involved in making that decision. He most likely had acute epiglottitis that proved to be fatal at the end. If Dick had prevailed, a tracheotomy could have saved Washington’s life. Human factors analysis of these events shows that his physicians were totally fixated on repeating futile treatments and could not comprehend the need for a radical alternative, like tracheotomy. That was aggravated by an impaired situational awareness and significant resistance to change. Leadership model was also based on hierarchy instead of competency, which might have also contributed to Washington’s death.

scholarly journals Getting a Foot in the Door: Small-Firm Credit and Interest Group Politics in the Netherlands, 1900–1927

2020 ◽  
pp. 1-37
Author(s):  
RUBEN PEETERS
Keyword(s):  
Small Firm ◽  
Small Firms ◽  
Power Structures ◽  
Access To Credit ◽  
Financial Infrastructure ◽  
History Of ◽  
Interest Group Politics ◽  
Group Politics ◽  
The Government

This article explores the link between the history of small-firm associations and the development of Dutch financial infrastructure geared toward small firms. In particular, it tests Verdier’s thesis about the origins of state banking using an in-depth case study of the Dutch small-firm movement. This article shows that Dutch small-firm associations did not simply became politically relevant and use their power to lobby for state banking, but rather used the topic of insufficient access to credit to rally support, mobilize members, and obtain subsidies from the government. During this associational process, they had to navigate local contexts and power structures that, in turn, also shaped the financial system. State banking was initially not demanded by small firms, but arose as the result of failed experiments with subsidized banking infrastructure and a changing position of the government on how to intervene in the economy.

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