New technologies, organizational change and the skill bias: what do we know?

2013 ◽  
Author(s):  
Eve Caroli
Keyword(s):  
Organizational Change ◽  
New Technologies ◽  
Skill Bias

IS-Related Organizational Change and the Necessity of Techno-Organizational Co-Design(-In-Use)

2012 ◽  
pp. 289-310
Author(s):  
Chiara Bassetti
Keyword(s):  
Organizational Change ◽  
Action Research ◽  
Change Management ◽  
Emergency Response ◽  
New Technologies ◽  
Cooperative Work ◽  
Medical Emergency ◽  
Transformative Potential ◽  
The Everyday ◽  
Everyday Work

This chapter considers some aspects of an ethnomethodologically oriented ethnography that has been carried out in a medical Emergency Response Centre (ERC) before, during, and after an IS-related organizational change. After a description of the everyday work in the ERC and its larger social arena, the authors discuss the main changes and the users group’s resistance that mediated the new technologies’ transformative potential: the rejection of abandoning ‘old’ cooperative work practices, and the emergence of an innovative one, with its own condition of appropriateness, applicability, and accountability. Finally, starting from the evidence that solutions to problems emerging in a field must be coherent with the endogenous organization of activities of that field, with the configuration of inter-actions that actually sets up that context, the authors discuss the necessity of co-design(-in-use), and the possibilities provided by ethnomethodological ethnography as a tool for action research in IT design and techno-organizational change management.

Upside-Down Organizational Change

2021 ◽  
pp. 76-105
Author(s):  
Alexandra Rheinhardt ◽  
Dennis A. Gioia
Keyword(s):  
Organizational Change ◽  
Organizational Identity ◽  
New Technologies ◽  
Strategic Change ◽  
Processes Of Change ◽  
Identity Change ◽  
Top Down ◽  
Environmental Pressures ◽  
Current State ◽  
New Generation

From a sensemaking perspective, organizational change is typically portrayed as being planned and driven by executives at the top of the organization, usually in response to external (environmental) pressures. We argue that because of dramatically changing workplace dynamics (i.e., characteristics of a new generation of employees, new technologies, and powerful new communication platforms), change is more likely to be influenced and initiated by employees at the bottom of the organization than ever before. The types and processes of change stemming from the bottom are likely to be qualitatively different from traditionally studied top-down changes. After reviewing the current state of the sensemaking/sensegiving literature on organizational change and organizational identity change, as well as addressing these new workplace trends, we discuss the process and put forth a model of “upside-down” organizational change. Our model draws upon and contributes to the literatures on sensemaking, sensegiving, organizational identity change and strategic change.

Use of New Technologies in Organizational Change Process in Aprosub

2014 ◽  
pp. 180-191
Author(s):  
Juan Antonio Gonzalez Aguilar
Keyword(s):  
Decision Making ◽  
Organizational Change ◽  
Change Process ◽  
New Technologies ◽  
Third Sector ◽  
Organizational Management ◽  
Current Status ◽  
Medium Term ◽  
Electronic Tool ◽  
Effectiveness And Efficiency

Use of new technologies in the field of organizational management is a key element to achieving enhanced outcomes in terms of effectiveness and efficiency (Schalock & Verdugo, 2013). Third sector organizations (NGOs) usually see the use of new tools as an expense rather than as an investment that will allow them to obtain, at a short or medium term, better outcomes in diverse areas and to assess approximation to their vision and attainment of their stated mission. This chapter sees organizational change implemented by Aprosub and how this electronic tool has been incorporated, allowing one to know the current status, thus easing swift and precise decision making.

Issues Influencing Electronic Commerce Activities of SMEs

2012 ◽  
pp. 1035-1055 ◽  
Author(s):  
Muammer Zerenler ◽  
Sitki Gözlü
Keyword(s):  
Organizational Change ◽  
Supply Chain ◽  
Electronic Commerce ◽  
Information Technologies ◽  
New Technologies ◽  
Cognitive Learning ◽  
Chain Management ◽  
Automotive Supplier ◽  
Integration Problems ◽  
Distribution Problems

This study aims to investigate the issues of electronic commerce activities in small and medium sized enterprises as a consequence of organizational change initiated by the adoption of information technologies. The fundamental issues influencing electronic commerce practices of SMEs are their insufficiency of cognitive learning and organizational strategy, financial and distribution problems specific to SMEs, limitations of supply chain management, reluctance of organizational culture for electronic change, problems of information technologies usage, insufficiency of human resource, resistance of top management to organizational change as required by the adoption of information technologies, integration problems of new technologies with the existing systems, lack of confidence on the side of customers towards electronic commerce. A study of the Turkish Automotive Supplier Industry has revealed that electronic commerce has been adopted and its benefits are accepted. However, the industry has to overcome some technical and managerial difficulties to implement it more efficiently and effectively.

Organizations Facing the Disruptive Change

2018 ◽  
pp. 115-136
Keyword(s):  
Organizational Change ◽  
Organizational Development ◽  
New Technologies ◽  
Organizational Transformation ◽  
Organizational Capacity ◽  
Innovation Process ◽  
Point Of View ◽  
Social Changes ◽  
Avant Garde

Organizations take the lead of any innovation process and thus they pave the way for further social changes. Small companies and start-ups are in the avant-garde of innovations, proposing disruptive solutions on the market. In the present chapter the author will analyze the role of organizations in the framework of new digitalization shift. The first part of the chapter will discuss organizational development from institutional point of view. Then there will be outlined the main understanding of organizational change, organizational change management in the framework of the system theory. Further there will be assessed the mechanisms and methodologies for measuring maturity assessment models and its impact on organizational capacity to adopt new technologies. Finally, there will be analyzed some of the key findings of digitalization processes including business model innovations and organizational transformation. In the end, a general analysis will be made about digitalization shifts, company transformation, and the role of the institutions in this process.

Issues Influencing Electronic Commerce Activities of SMEs

2010 ◽  
pp. 313-334
Author(s):  
Muammer Zerenler ◽  
Sitki Gözlü
Keyword(s):  
Organizational Change ◽  
Supply Chain ◽  
Electronic Commerce ◽  
Information Technologies ◽  
New Technologies ◽  
Cognitive Learning ◽  
Chain Management ◽  
Automotive Supplier ◽  
Integration Problems ◽  
Distribution Problems

This study aims to investigate the issues of electronic commerce activities in small and medium sized enterprises as a consequence of organizational change initiated by the adoption of information technologies. The fundamental issues influencing electronic commerce practices of SMEs are their insufficiency of cognitive learning and organizational strategy, financial and distribution problems specific to SMEs, limitations of supply chain management, reluctance of organizational culture for electronic change, problems of information technologies usage, insufficiency of human resource, resistance of top management to organizational change as required by the adoption of information technologies, integration problems of new technologies with the existing systems, lack of confidence on the side of customers towards electronic commerce. A study of the Turkish Automotive Supplier Industry has revealed that electronic commerce has been adopted and its benefits are accepted. However, the industry has to overcome some technical and managerial difficulties to implement it more efficiently and effectively.

scholarly journals An analysis of factors that impact the change management process

2021 ◽  
pp. 18-20
Author(s):  
Gentisa Furxhi ◽  
Elda Dollija
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
New Technologies ◽  
Readiness To Change ◽  
Employee Commitment ◽  
Management Process ◽  
Society Business ◽  
Change Models ◽  
Effective Change ◽  
The Impact

Business are facing new threats or opportunities due to globalization, changes in costumers demands, new technologies, new expectations from society. Business change to stay competitive and to survive. It is very important to find the proper change and to manage it effectively. Many researchers, (Lewin, 1951; Kotter, 1996; Peddle et al., 1998; Paton and McCalman, 2000), have developed change models which describe important stages involved in effective change management process. Organizational change can be planned or unplanned. Organizations may change their products, structure, strategy or people. Although, what type of change an organization is undertaking, it had been argued that organizational change will fail without effective communication, appropriate leadership, employee commitment and readiness to change.  Managers, know that a change to be successful needs to be managed effectively. There are many factors that create effective change management. In this paper we will focus on the impact of leadership, communication and employee commitment to change. Employees implement changes in organization and if they do not have the necessary information why organization needs the change and what is the outcome of proposed change they probably will refuse it. Also, leadership has an important role in change management. Employees need to feel security from their leader that change will improve their organization and will bring benefits to all of them. Employees are very concern to know if organization has the capacity to implement the proposed change.

Principles of Low-Vacuum SEM

1992 ◽  
Vol 50 (2) ◽  
pp. 1304-1305
Author(s):  
Klaus-Ruediger Peters
Keyword(s):  
New Technologies ◽  
High Vacuum ◽  
Optical Microscope ◽  
Specimen Surface ◽  
Electrical Field ◽  
Gaseous Environment ◽  
New Information ◽  
Gas Molecules ◽  
New Interactions ◽  
Gas Pressures

Only recently it became possible to expand scanning electron microscopy to low vacuum and atmospheric pressure through the introduction of several new technologies. In principle, only the specimen is provided with a controlled gaseous environment while the optical microscope column is kept at high vacuum. In the specimen chamber, the gas can generate new interactions with i) the probe electrons, ii) the specimen surface, and iii) the specimen-specific signal electrons. The results of these interactions yield new information about specimen surfaces not accessible to conventional high vacuum SEM. Several microscope types are available differing from each other by the maximum available gas pressure and the types of signals which can be used for investigation of specimen properties.Electrical non-conductors can be easily imaged despite charge accumulations at and beneath their surface. At high gas pressures between 10-2 and 2 torr, gas molecules are ionized in the electrical field between the specimen surface and the surrounding microscope parts through signal electrons and, to a certain extent, probe electrons. The gas provides a stable ion flux for a surface charge equalization if sufficient gas ions are provided.

Structural dynamics of P-type ATPase ion pumps

2019 ◽  
Vol 47 (5) ◽  
pp. 1247-1257 ◽  
Author(s):  
Mateusz Dyla ◽  
Sara Basse Hansen ◽  
Poul Nissen ◽  
Magnus Kjaergaard
Keyword(s):  
Structural Dynamics ◽  
Single Molecule ◽  
New Technologies ◽  
Atp Hydrolysis ◽  
Resonance Energy Transfer ◽  
Resonance Energy ◽  
Time Resolved ◽  
Dynamics Simulations ◽  
Types Of Information ◽  
P Type

Abstract P-type ATPases transport ions across biological membranes against concentration gradients and are essential for all cells. They use the energy from ATP hydrolysis to propel large intramolecular movements, which drive vectorial transport of ions. Tight coordination of the motions of the pump is required to couple the two spatially distant processes of ion binding and ATP hydrolysis. Here, we review our current understanding of the structural dynamics of P-type ATPases, focusing primarily on Ca2+ pumps. We integrate different types of information that report on structural dynamics, primarily time-resolved fluorescence experiments including single-molecule Förster resonance energy transfer and molecular dynamics simulations, and interpret them in the framework provided by the numerous crystal structures of sarco/endoplasmic reticulum Ca2+-ATPase. We discuss the challenges in characterizing the dynamics of membrane pumps, and the likely impact of new technologies on the field.

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