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.

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 Quản trị thay đổi (Change Management: theory and practice)

2021 ◽  
Author(s):  
Dao Duy Huan ◽  
Dao Duy Tung
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Core Values ◽  
Theory And Practice ◽  
Management Theory ◽  
Organizational Change Management ◽  
Organizational Goals ◽  
Methodical Approach

Change management is a methodical approach that includes dealing with the transformation of organizational goals, core values, processes, and technologies. The purpose of every organizational change management initiative is to successfully implement strategies and methods for effecting change and helping people to accept and adapt to change.

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.

scholarly journals The strengths and weaknesses of the transformational change management process in the South African department of correctional services: A critical analysis

2014 ◽  
Vol 3 (4) ◽  
pp. 223-234
Author(s):  
Mbongeni Mdletye ◽  
Jos Coetzee ◽  
Wilfred Ukpere
Keyword(s):  
Change Management ◽  
Organisational Change ◽  
Transformational Change ◽  
Change Implementation ◽  
Offender Rehabilitation ◽  
Extensive Literature ◽  
Management Process ◽  
Literature Study ◽  
Correctional Services ◽  
Weak Points

Change management research has become a critical focus area for change scholars because of the low success rate in change implementation. This exposition of how the transformational change process has been managed at the Department of Correctional Service was meant to show managers, particularly in the said department, that unless managers pay serious attention to certain critical aspects which must form part of the change management process, no real change would be attained. This becomes critical if one considers that there is still a long way to go in the process of transformation to the philosophy of rehbilitation, namely transforming correctional centres to effective institutions of offender rehabilitation. There is currently limited literature on organisational change approaches that are people-oriented. The available literature seems to focus more on the technical aspects (hard issues such as structures, systems and practices) in terms of change management at the expense of people issues (soft issues such as the human factors). It has been argued that the neglect of people issues in the management of organisational change processes is responsible for the high failure rate in change implementation. For purposes of contextualising transformational change management within the setting of the Department of Correctional Services, an extensive literature study was undertaken. This was followed by an empirical analysis of data collected through survey questionnaires from correctional officials and offenders respectively. The research established that there were strong and weak points in the DCS transformational change management process from the perspective of both research participants.

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.

Doctor Edwards Deming – a Thinker Against Time

2020 ◽  
Vol 27 (3) ◽  
pp. 5-10
Author(s):  
Yu.P. Adler ◽  
Keyword(s):  
Job Training ◽  
Sampling Methods ◽  
Management Practice ◽  
Theory And Practice ◽  
Mathematical Statistics ◽  
Management Theory ◽  
Modern World ◽  
Human Endeavor ◽  
On The Job Training

Dr. Edwards Deming, whose 120th birthday falls on October 14, 2020, has made outstanding contributions to management theory and practice, mathematical statistics and many other areas of human endeavor. This work, written for the anniversary of E. Deming, examines the paradoxes arising from his teachings. They relate, inter alia, to competition, motivation and remuneration, the use of sampling methods, on-the-job training, operational definitions and much more. Resolving these paradoxes is the path to a deeper understanding of the modern world and to the improvement of management practice. Already during Deming’s lifetime, numerous attempts were made to revise his teachings, and now there is a desire to abandon the use and development of his heritage. This is alarming and worrying.

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