scholarly journals Towards A Minimum Conceptualisation Of Ethical Organisational Change: The Platform Provided By The "King II" Report

2006 ◽  
Vol 4 (3) ◽  
Author(s):  
C. L. Van Tonder
Keyword(s):  
Corporate Governance ◽  
Organisational Change ◽  
Ethical Framework ◽  
Change Processes ◽  
Negative Consequences ◽  
Success Rates ◽  
Change Initiatives ◽  
Ethical Change ◽  
Governance Risk ◽  
Point Of Departure

Despite the fact that organisational change is one of the most frequently recurring organisational phenomena of our time, organisations do not succeed at instituting change processes effectively and dismal change "success rates" are recorded. Van Tonder and Van Vuuren (2004) suggested that the adoption of an ethical framework would significantly mitigate the implicit risk of change practices and reduce the negative consequences of such change initiatives. The literature on ethical change practices however is exceedingly sparse and offers little guidance to management on how to conduct change practices ethically. This study argues that the King II report on corporate governance indirectly yet substantially informs issues of governance, risk and ethics in change management and provides a useful point of departure for establishing ethical change practices.

scholarly journals ‘…These Workshops are like Sunday´s Church Visit – but then, it’s Monday Again…’—using Understanding to Bridge Ambitious Talk and Action

2021 ◽  
Author(s):  
Thomas Schumacher ◽  
Marc Krautzberger
Keyword(s):  
Action Research ◽  
Single Case ◽  
Organisational Change ◽  
Change Processes ◽  
Single Case Study ◽  
Change Initiatives ◽  
Missing Link ◽  
Organisational Communication ◽  
Successful Communication

AbstractOrganisational renewal and change often include the experience of a dichotomy between talk and action, leading to increasing skepticism about organisational change initiatives. Our action research is based on a single case study and explores how the divide between talk and action can be overcome to manage change. The study reveals an often-neglected aspect of organisational communication; in addition to utterance and information, successful communication requires understanding to find the missing link between talk and action, as well as creating impact in change processes. The article shows how an intervention can be built on communicative understanding, putting the Luhmannian approach into practice: introducing regular organisation-wide feedback on a change initiative through reflection workshops helped foster understanding of change initiatives and supported bridging the gap between talk and action.

scholarly journals The march of time and the "evolution" of change

2004 ◽  
Vol 30 (3) ◽  
Author(s):  
C. L. Van Tonder
Keyword(s):  
Change Management ◽  
Systems Thinking ◽  
Management Practices ◽  
Organisational Change ◽  
Success Rates ◽  
Change Initiatives ◽  
The Past

Change and organisational change are some of the most discussed topics of our time. Yet despite this, reported success rates for major organisational change initiatives remain exceptionally poor. Part of the problem is that contemporary change management practices assume a stable, unidimensional concept of organisational change. By contrast an analysis of organisational and systems thinking over the past five decades or so reveals an evolving concept of organisation and consequently invalidates the assumption of organisational change as a stable unidimensional concept. The evolving character of organisational change and its implications for change management practices are briefly indicated. Opsomming Verandering en organisasieverandering is van die mees besproke onderwerpe van ons tyd. Ten spyte hiervan bly die gerapporteerde sukseskoers vir primêre organisasieveranderingsinisiatiewe buitengewoon swak. Deel van die probleem is daarin geleë dat kontemporêre veranderingsbestuurspraktyke die aanname maak dat organisasieverandering ’n stabiele, een-dimensionele konsep is. In stryd hiermee toon ’n ontleding van organisasieen sisteemdenke oor die afgelope vyf of so dekades egter ’n ontwikkelende konsep van organisasie wat gevolglik die aanname van ’n stabiele en een-dimensionele organisasieveranderingskonsep ongeldig verklaar. Die ontwikkelende karakter van organisasieverandering en die implikasies daarvan vir veranderingsbestuurspraktyke word kortliks aangedui.

Retóricas, metáforas y su papel en el cambio organizacional

Oikos ◽  
2014 ◽  
Vol 16 (33) ◽  
pp. 69
Author(s):  
Luis Muñoz Medina ◽  
Rafael Pizarro Rodríguez
Keyword(s):  
Scientific Literature ◽  
Organisational Change ◽  
Change Processes ◽  
Emotional Burden ◽  
New Approaches ◽  
Palabras Clave ◽  
The Creation ◽  
Change Concept

The Role of Rhetoric and Metaphors in Organisational Change  RESUMEN El presente artículo es una recopilación de literatura científica que demuestra la relevancia de comprender nuevas formas de construir el concepto de cambio organizacional a través del lenguaje, en especial a través de claves lingüísticas como la retórica y metáfora. Esta construcción ayuda a generar procesos de cambio organizacional que presenten una menor intensidad y carga emocional negativa para los individuos, así como una mejor comprensión del mismo cambio para los empleados. Palabras clave: cambio, organización, retórica, metáfora. ABSTRACT This article is a compilation of scientific literature about the importance of understanding new approaches to the construction of the organisational change concept through language, especially through linguistic devices such as rhetorical and metaphorical ones. This construction helps the creation of organisational change processes with lower levels of impact and a lower negative emotional burden for individuals as well as a better understanding of such changesKeywords: changes; organisation; rhetoric; metaphor. 

Communicate belonging? Duoethnography of an organisational change study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ivana Crestani ◽  
Jill Fenton Taylor
Keyword(s):  
Change Management ◽  
Sense Of Belonging ◽  
Management Practices ◽  
Organisational Change ◽  
Change Initiatives ◽  
Content Type ◽  
Inclusive Language ◽  
Employee Resistance ◽  
Practical Implications

PurposeThis duoethnography explores feelings of belonging that emerged as being relevant to the participants of a doctoral organisational change study. It challenges the prolific change management models that inadvertently encourage anti-belonging.Design/methodology/approachA change management practitioner and her doctoral supervisor share their dialogic reflections and reflexivity on the case study to open new conversations and raise questions about how communicating belonging enhances practice. They draw on Ubuntu philosophy (Tutu, 1999) to enrich Pinar's currere (1975) for understandings of belonging, interconnectedness, humanity and transformation.FindingsThe authors show how dialogic practice in giving employees a voice, communicating honestly, using inclusive language and affirmation contribute to a stronger sense of belonging. Suppressing the need for belonging can deepen a communication shadow and create employee resistance and alienation. Sharing in each other's personal transformation, the authors assist others in better understanding the feelings of belonging in organisational change.Practical implicationsPractitioners will need to challenge change initiatives that ignore belonging. This requires thinking of people as relationships, rather than as numbers or costs, communicating dialogically, taking care with language in communicating changes and facilitating employees to be active participants where they feel supported.Originality/valueFor both practice and academy, this duoethnography highlights a need for greater humanity in change management practices. This requires increasing the awareness and understanding of an interconnectedness that lies at the essence of belonging or Ubuntu (Tutu, 1999).

Proximity to broad bond rating change and CEO power

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Akhilesh Bajaj ◽  
Li Sun
Keyword(s):  
Corporate Governance ◽  
Personal Characteristics ◽  
Chief Executive ◽  
Negative Consequences ◽  
Ceo Power ◽  
Bond Ratings ◽  
Rating Data ◽  
Bond Rating ◽  
Content Type ◽  
Rating Change

PurposeBorderline firms whose bond rating has a plus or minus specification by a rating agency face a greater potential for an upgrade or downgrade by the agency. The authors examine the level of chief executive officer (CEO) power in firms with a plus or minus bond rating. The authors test whether CEOs of these firms become more or less powerful, along with the effect of corporate governance and existing bond rating.Design/methodology/approachThe authors use a panel sample with 16,429 observations from 1992 to 2016 from the ExecuComp database.FindingsThe authors find that CEOs of borderline-rated firms tend to be less powerful, relative to firms with a non-proximate rating. This result is largely present in firms with a plus rating. The authors also find that our primary findings are mainly driven by firms with low bond ratings (i.e. below investment grade) or by firms with weak corporate governance. Lastly, the authors document that CEO personal characteristics (i.e. CEO age, gender and tenure) impact our findings.Research limitations/implicationsFirst, firms in our sample are large public companies, and the external validity of our results to smaller firms that may also be private is unknown. Second, the Compustat database discontinued reporting bond rating data (i.e. S&P bond ratings) in 2017. Hence, the authors are unable to analyze the CEO power of borderline firms in years after 2016.Practical implicationsThe study contributes to the larger debate on whether having powerful CEOs is beneficial to an organization or not, because prior research has examined the consequences of CEO power with mixed results. The authors document evidence to support the research stream that links CEO power to negative consequences.Social implicationsThe authors find that our primary results are enhanced in firms with weak corporate governance, which is consistent with prior research that finds effective governance may mitigate CEO power and agency problems between the CEO and the Board.Originality/valuePrior research primarily uses CEO power as a driver for performance. Our study focuses on CEO power as a dependent variable, with the bond rating change proximity as a driver of CEO power. The authors believe that this helps develop a more comprehensive understanding of CEO power.

Leadership of change in South Africa public sector turnarounds

2018 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mampe Kumalo ◽  
Caren Brenda Scheepers
Keyword(s):  
South Africa ◽  
Public Sector ◽  
Current Literature ◽  
Organisational Change ◽  
Director General ◽  
Change Processes ◽  
Structured Interviews ◽  
Content Type ◽  
The Public ◽  
Financial Consequences

PurposeOrganisational decline has far-reaching, negative emotional and financial consequences for staff and customers, generating academic and practitioner interest in turnaround change processes. Despite numerous studies to identify the stages during turnarounds, the findings have been inconclusive. The purpose of this paper is to address the gap by defining these stages, or episodes. The characteristics of leaders affect the outcome of organisational change towards turnarounds. This paper focusses, therefore, on the leadership requirements during specific episodes, from the initial crisis to the full recovery phases.Design/methodology/approachA total of 11 semi-structured interviews were conducted with executives from the public sector in South Africa who went through or were going through turnaround change processes and 3 with experts consulting to these organisations.FindingsContrary to current literature in organisational change, this study found that, in these turnaround situations, leadership in the form of either an individual CEO or director general was preferable to shared leadership or leadership distributed throughout the organisation. This study found four critical episodes that occurred during all the public service turnarounds explored, and established that key leadership requirements differ across these episodes. The study shows how these requirements relate to the current literature on transactional, transformational and authentic leadership.Practical implicationsThe findings on the leadership requirements ultimately inform the selection and development of leaders tasked with high-risk turnaround change processes.Originality/valueFour episodes with corresponding leadership requirements were established in the particular context of public sector turnaround change processes.

scholarly journals Corporate Governance, Risk Management, and Bank Performance: Does Type of Ownership Matter?

2021 ◽  
Vol 10 (03) ◽  
pp. 342-366
Author(s):  
Shayan Khan Kakar ◽  
Javed Ali ◽  
Muhammad Bilal ◽  
Yasmeen Tahira ◽  
Muhammad Tahir ◽  
...  
Keyword(s):  
Risk Management ◽  
Corporate Governance ◽  
Bank Performance ◽  
Governance Risk

scholarly journals Quality of Corporate Governance Risk Management in Dealing with Unanticipated Events: Evidence from Pakistan

2019 ◽  
Vol 8 (1) ◽  
pp. 1-24
Author(s):  
Rubeena Tashfeen ◽  
Saud Hayat ◽  
Afreen Mallik
Keyword(s):  
Risk Management ◽  
Corporate Governance ◽  
Stock Exchange ◽  
Governance Structure ◽  
Governance Structures ◽  
Governance Mechanisms ◽  
Market Dynamic ◽  
Average Abnormal Return ◽  
The Face ◽  
Governance Risk

This study examines the effectiveness of the corporate governance structure when coping with any potentially unexpected events. For the purpose of this research, an event study has been conducted in order to investigate the market responses of various firms through the Cumulative Average Abnormal Return (CAAR) of the stocks listed on the Pakistan Stock Exchange (PSX). The stocks data under consideration is that which was presented after the assassination of Benazir Bhutto in 2007. The overall results indicate that firms that are governed conventionally do not perform well in the markets during a crisis situation. In our comparison of conventionally, and non-conventionally governed firms, the overall pooled results show that the former record a lower CAAR. This, in short, indicates that conventional corporate governance structures may not be equipped to take timely and dynamic actions that are deemed necessary in the face of a crisis. Moreover, our results suggest that firms which have less diversified ownership, and governance mechanisms are less vulnerable to such unanticipated events. There are two reasons that support our hypotheses: first, strict governance mechanisms, and a resultant cautious/conservative approach may not allow firms to take timely and proactive decisions during these situations and second, there is a lower chance of existing agency problems, as family owners would be working for the protection of their own wealth during these events. Therefore, our findings ultimately reveal that the conventional corporate governance structures that work during normal time period, may become ineffective during a crisis. This study, aims to fill a gap in the literature in order to provide fresh insights into the stock market dynamic, and corporate governance risk management. Furthermore, it also highlights the benefits of family owned structures, and unconventional corporate governance systems, that may outperform conventional governance structure in some situations. This, however, raises the question whether one governance framework could be the correct fit in all the situations.

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