Xueyin Zhao

Bio: Xueyin Zhao is an academic researcher from Zhejiang University. The author has contributed to research in topics: Public health & Grounded theory. The author has an hindex of 1, co-authored 1 publications receiving 9 citations.

Western organizational change capacity theory and its application to public health organizations in China: A multiple case analysis.

Abstract: As health reform becomes a crucial task for both Chinese and United States government, public health organizations are required to adopt changes based on reform policy. Organizational Change Capacity theory is a Western theory that indicates the capacities that organizations should possess when pursuing successful organizational change. This study seeks to understand the applicability of this theory to Chinese public health organizations by contrasting organizations that have achieved success or remained challenged in implementing organizational change to optimize health reform. The research questions are: Is the Organizational Change Capacity theory applicable in Chinese public health organizations? How should it be modified to best fit Chinese public health organizations? Seventy-two participants from 12 public health organizations in Beijing and Xi'an were recruited for interviews and follow-up questionnaires that asked for experiences during their organizational changes. During the analysis, a new Chinese Organizational Change Capacity theory with nine main themes emerged. This new framework provides a guideline for Chinese public health organizations to evaluate their change capacity, and offers a theoretical foundation for researchers to design interventions that increase these organizations' capacity in achieving successful change.

First steps: linking change communication to change receptivity

Abstract: Purpose – Change receptivity is recognised as an important factor in successfully implementing organizational change strategies. The purpose of this paper is to examine the process of change in the initial stages of a change agenda within a public sector organization and analyze the communication of change. It traces the resultant receptivity to organizational change. The paper investigates whether organizational change communication is a crucial element in employees' receptivity to change. Design/methodology/approach – A case study design is employed and the multiple methods employed include surveys, focus groups, archival data and participant observation. Findings – The findings indicate that the initial change communication is problematic. The employees respond to a lack of instrumental change communication with a constructivist communication approach in order to manage the implications of continuous change. Research limitations/implications – This research provides an overview of the first 100 days of change in a public sector organization only, and so the limitations of single case studies apply. However, the close investigation of this phase provides further research directions to be addressed. Practical implications – The findings suggest managers need to align employees' expectations of the change communication with understanding of the change goal. Originality/value – The primary value of the paper is in using a communicative lens to study the change process.

Dynamic managerial capabilities, organisational capacity for change and organisational performance: the moderating effect of attitude towards change in a public service organisation

Abstract: The aim of this study is to explore dynamic managerial capabilities (DMCs) and their effect on public organisational performance. While the previous research has focused on how leadership style impacts on organisational performance, the authors have investigated how the dynamic managerial capabilities of middle managers and their organisational capacity for change as well as their attitude towards the change are linked to organisational performance.,The dataset was gathered during the field research carried out in a large public Indonesian government institution. In total, 313 managers and their direct followers participated in this study. The authors have employed structural equation modelling to test the hypotheses.,The results of this study demonstrate the role of the dynamic capabilities of the middle managers associated with organisational performance. The results show that dynamic managerial capabilities and organisational performance are mediated by the organisational capacity for change.,Middle managers should equip and develop their capabilities in order to embrace change in the organisation through the communication between the different staff levels, uniting the vision and mission with the organisational members. Further, the organisation should empower the role of the middle managers by increasing their authority and participation in the policy-making that is part of the change process. In addition, the workplace could implement interventions to optimise the dynamic managerial capabilities held by the middle manager and employees through assessments and mentoring. Finally, particular training programmes could be implemented to boost the employees' skills and flexibility, thereby keeping them agile in the context of the changes in the work environment.,The role of the dynamic managerial capabilities of the middle manager is a prominent factor when facilitating a high level of organisational performance in a public organisation. However, the role of dynamic managerial capabilities does not have a direct effect on organisational performance if the organisation does not have the capacity to change, particularly in the Indonesian context.

Discomfort and organizational change as a part of becoming a world-class university

Abstract: This study examined organizational change in universities as it relates to discomfort among the organization's members.,Using the critical incident technique (CIT), data was collected from the informants in an Indonesian public university that had been mandated by the government to enter the top 500 world university ranking. This would make it a “World-Class” university.,The findings describe the causes, courses and consequences of the discomfort felt in response to the organizational change in the university context. The causes of discomfort were categorized as a fear of loss, organizational culture, systems and policies, work overload and a lack of resources. Discomfort can manifest through negative affective, cognition and behavioral tendencies. Meanwhile, the consequences result in active and passive participation in the process of the organizational change itself.,Discomfort with organizational change is a new variable that has rarely been explored, thus it requires testing and validation using different methods and contexts, as offered by this study. We have also shown that in the initial stage of organizational change (unfreezing), discomfort will always emerge that must be immediately managed in order not to trigger resistance to change. Furthermore, this study exhibits the use of the critical incident technique in the context of organizational change. Finally, we offer comprehensive views by exhibiting the causes, the reactions shown and the consequences of discomfort with the change.

Organizational change capability: a systematic review and future research directions

Abstract: Purpose The purpose of this paper is to systematically review existing research on organizational change capabilities (OCC), which remains fragmented. This study aims to fill gaps in the literature by scientifically discussing contributions and highlighting the main issues with previous research findings regarding the dimensions that comprise them, as well as the antecedents and consequences of OCC. Design/methodology/approach This paper searched all research that studied OCC and published from 2005 to 2020. In total, 48 studies out of 249, found on Scopus and EBSCO-host, were included in the review. Findings This research found that OCC is a complex concept and that it has many definitions and dimensions. The findings also suggest that existing research has found that a number of organizational and individual factors are antecedents of OCC and have consequences for organizational outcomes. Research limitations/implications This review was only conducted on scientific publications from two article databases. Future research should search other databases on OCC as the broad concept may provide additional insights. Originality/value Literature on OCC is limited, and there is still no generally accepted definition of OCC, the different perspectives and measurement dimensions. On the other hand, for academics and practitioners, this study provides a comprehensive, critical systematization of the limited OCC academic literature. This study also offers opportunities for further research to address the limitations of empirical testing of OCC constructs, antecedents and consequences of the various theories and methodologies.

Managerial cognitive capabilities, organizational capacity for change, and performance: The moderating effect of social capital

Abstract: The aim of this study is to analyze the role of organizational capacity for change as a mediator between managerial cognitive capabilities with organizational performance. Further, we investigate t...