Showing papers in "Journal of Organizational Change Management in 2018"

Planned organisational change management: Forward to the past? An exploratory literature review

Abstract: Purpose The purpose of this paper is to identify the development of planned organisational change models (POCMs) since Lewin’s three-step model and to highlight key linkages between them. Design/methodology/approach A total of 13 commonly used POCMs were identified and connections with Lewin’s three-step framework and associated process attributes were made, reflecting the connections between these models and Lewin. Findings The findings show that first Lewin’s three-step model represents a framework for planned change; however, these steps could not be viewed in isolation of other interrelated processes, including action research, group dynamics, and force field analysis. These process steps underpin the iterative aspects of his model. Second, all 13 POCMs have clearly identified linkages to Lewin, suggesting that the ongoing development of POCMs is more of an exercise in developing ongoing procedural steps to support change within the existing framework of the three-step model. Research limitations/implications The authors recognise that the inclusion of additional POCMs would help strengthen linkages to Lewin. The findings from this paper refocus attention on the three-step model, suggesting its ongoing centrality in planned organisational change rather than it being dismissed as an historical approach from which more recently developed models have become more relevant. Practical implications This paper presents opportunities for organisational change management researchers to challenge their thinking with regard to the ongoing search for model refinement, and for practitioners in the design and structure of POCM. Originality/value An analysis of the ongoing relevance of Lewin and his linkage with modern POCMs assist in rationalising the broadening, and often confusing literature on change. This paper therefore not only contributes to filtering such literature, but also helps clarify the myriad of POCMs and their use.

Organizational, technological and extrinsic factors in the implementation of cloud ERP in SMEs

Abstract: Use of cloud-based enterprise resource planning (ERP) services equips an SME to forego the requirements of high financial budget, IT infrastructure, and trained IT personnel as it is required for on-premise ERP solution. The purpose of this paper is to analyze the organizational and technological factors as well as the factors that concern the performance of cloud service provider. These concerns are known as extrinsic factors and they are compliance, network, and information security. This study links the organizational and technological factors of SMEs and the extrinsic factors of cloud vendor for the successful implementation of cloud ERP.,Resource dependence theory (RDT) was used to understand the relationship of SMEs and cloud service provider. Structural equation modeling was employed in analyzing the data of 208 SMEs that were collected through a survey.,The empirical analysis supports the RDT as the critical success factors of the SMEs have a positive relationship with the extrinsic factors (compliance, network, and information security) during the cloud ERP implementation.,The data collected in this study is from India and this acts as a limitation as the result might not hold true for other countries and regions. Also, the data collected are cross-sectional and only represent the perspective of the respondents at the time of filling the questionnaire.,This paper attempts to bring out a relationship between SMEs and cloud service provider for the successful implementation of cloud ERP.

Knowledge processes and firm performance: the mediating effect of employee creativity

Abstract: In current era, firms are facing difficulties in aligning their capabilities with the hallmarks of the knowledge-intensive economy. Notwithstanding the fact that employees’ creativity ensures competitive advantage through innovation, firms are unable to reap the required level of performance. The purpose of this paper is to investigate the linkage among knowledge processes, employee creativity and firm performance. Moreover, the current quantitative study measures the moderating effect of a knowledge-intensive culture on knowledge processes and employee creativity.,Surveys were conducted in eight services sector organizations operating in southern Punjab, Pakistan, and responses were obtained from 197 employees selected at random. To test the exposition using an empirical data analysis approach, three core hypotheses are drawn, and to test these hypotheses, multiple regression analyses, Preacher and Hayes (2004) mediation analysis and Aguinis (2004) guidelines were applied on 197 responses.,The results explain that knowledge processes have a positive impact on firm performance and employee creativity partially mediates their stated relationship. Moreover, a knowledge-intensive culture has a strengthening effect on the relationship between knowledge processes and employee creativity. In-depth investigation outlines that knowledge acquisition, sharing and application are more influencing processes to enhance firm performance. Furthermore, knowledge conversion and protection do not hold significant relevance with firm performance but are supportive elements for other processes.,In order to have a sustained performance, firms have to initiate steps to promote employees’ creativity by deploying an optimal mix of knowledge processes and flourish a knowledge-intensive culture in routine organizational life. Moreover, knowledge processes are important to promote creative behavior in employees that will lead to incessant innovation and firm performance.,This study gives meaningful thoughts to unexplored areas in the field of knowledge management. First, the indirect effect of knowledge processes on firm performance through employees’ creativity. Second, the importance of knowledge processes to enhance employees’ creativity in the presence of a knowledge-intensive culture. This study gets together the dynamic constructs in the field of knowledge management, such as knowledge-intensive culture and employee creativity, and describes the linkage between knowledge processes and firm performance.

Quality of work life of Emirati women and its influence on job satisfaction and turnover intention: Evidence from the UAE

Abstract: Purpose The purpose of the paper is to examine the quality of work life (QoWL) and its influence on job satisfaction and turnover (job-leaving) intention of Emirati women employed in various public sector organizations in the United Arab Emirates (UAE). Design/methodology/approach Data were collected through a structured questionnaire gleaned from literature, and were analyzed through partial least squares structural equation modeling. Findings QoWL was found to have a significant relationship with all variables in the model, and was found, as hypothesized, to have a positive effect on job satisfaction and a negative effect on turnover intention. Research limitations/implications One of the main limitations of this study is that the sample is drawn from only Emirati female employees who were working in public organizations based in the Abu Dhabi region, the capital of UAE, and hence, cannot be generalized. Practical implications This study helps policy makers by identifying crucial points that can improve Emirati female employees’ QoWL with a commensurate reduction in turnover intention in a collectivistic society. Public sector organizations should address the factors that directly affect Emirati women’s QoWL and job satisfaction, as it will ultimately result in less staff turnover, greater productivity, and will also support the localization strategy. Originality/value The study is one of the first enquiries which stresses the importance of understanding how Emirati female employees perceive and categorize themselves as a valuable element of the workplace alongside the significance of augmenting their sense of belongingness to their organization.

Resistance to change: an empirical investigation of its antecedents

Abstract: Resistance to change (RtC) is widely recognized as the main reason of failure, when it comes to change initiatives. Despite its importance, there is still a rather limited knowledge concerning the factors that trigger this behavior at the workplace. The purpose of this paper is to identify the factors affecting RtC in healthcare organizations (namely, hospitals) and specifically, in emergency departments (EDs).,An original conceptual framework (research model) has been developed and empirically tested using primary data collected from EDs of six Greek hospitals. In total, the actual sample incorporates the responses of 158 ED health professionals who completed a structured questionnaire.,The findings verified the initial assumption that “disposition towards change (DtC),” “anticipated impact of change (AIC)” and “attitude towards change (AtC)” mediate the impact of various personal and behavioral characteristics on “RtC.” The results suggested that “RtC” is (indirectly) influenced by four main factors (“employee-management relationship,” “personality traits,” “employee participation in the decision-making process” and “job security”).,This study investigates how several factors affect, both directly or indirectly, employee reactions toward “RtC.” It also examines the mediating effect of three factors (“DtC,” “AtC,” “AIC”) that capture three different dimensions of individual evaluation toward change, something that goes beyond previous work. In addition, the present study examines a wide range of antecedents of RtC, including both personality-related and job-related factors.

Employee empowerment and job satisfaction in urban Malaysia

Abstract: The topic of employee empowerment and job satisfaction, and its implications for organizational change management, is underexplored in developing countries. Consequently, the purpose of this paper is to investigate the relationship between the two variables in the context of urban Malaysia as an emerging market. Differences in empowerment and job satisfaction in relation to organizational and socio-cultural environments were also assessed. The findings are then discussed in terms of their implications for organizational change management in Malaysia and other emerging countries.,Using survey data gathered from 125 local employees working in the capital city of Kuala Lumpur, the effect of empowerment on job satisfaction was tested using correlation and regression analyses. ANOVA tests were used to determine differences in empowerment and satisfaction among sub-groups divided according to four factors in the organizational and socio-cultural environments, namely, form of ownership, job sector, type of industry and organizational hierarchy.,The results demonstrate that employee empowerment has a strong positive effect on job satisfaction. However, significant differences in employee empowerment and job satisfaction between higher and lower levels of the organizational hierarchy raise concerns about organizational change diffusion and the sustainability of strategic changes.,Empirical evidences are provided for the generalizability of the theoretical link between employee empowerment and job satisfaction in the urban Malaysian context. Nevertheless, the findings have highlighted the need to further examine specific issues faced by employees in lower levels of the organizational hierarchy which affect their rates of empowerment and satisfaction in a rapidly changing environment.,Implications on power relations between managers and their subordinates are discussed, as well as on succession and goal-sharing during periods of intense organizational change.,By demonstrating the influence of organizational hierarchy on employee empowerment and job satisfaction in a non-western setting, this study has contributed new insights on the role of socio-culture and power relations in organizational change management.

The effects of collaborative cultures and knowledge sharing on organizational learning

Abstract: Purpose The purpose of this paper is to investigate the effects of collaborative cultures and knowledge sharing on organization learning. Design/methodology/approach This research used a sample of 288 non-profit state-owned organization employees, which was taken using the simple random sampling technique. The hypotheses were tested using the partial least square approach. Findings This research provides insights that organizational learning is influenced significantly by knowledge sharing and collaborative cultures existing within the organization. The successfully built theoretical implication provides evidence that knowledge sharing and collaborative cultures within an organization can provide support for the real organizational learning to take place. Knowledge sharing and collaborative cultures prove to be among the determinants for the occurrence of organizational learning. The right culture can promote good organizational learning. Research limitations/implications The right culture can promote organizational learning. This research investigates the effects of collaborative cultures and knowledge sharing on organizational learning in a non-profit state-owned organization. Future research can further expand the scope of various types of organizations, both for-profit and non-profit ones. Practical implications This research reveals the effects of collaborative cultures and knowledge sharing on organizational learning. Originality/value This research provides insights into the factors supporting organizational learning.

Organizational network and strategic business performance: Does organizational flexibility and entrepreneurial orientation really matter?

Abstract: Purpose The purpose of this paper is to address the key issues, how organizational networks influence the strategic business performance (SBP) through the mediating role of organizational flexibility, and the moderating role of entrepreneurial orientation (EO). Contextualizing small and medium enterprises in developing countries, the authors have developed and tested a theoretical model of SBP to provide a framework for analyzing its major antecedents. Design/methodology/approach This research used a quantitative approach with cross-sectional data. The authors used correlation, regression and Baron and Kenny Approach (Causal Step Approach) for analyzing the data collected from 737 CEOs/MDs/owners of different small and medium enterprises to test the theoretical model developed for this study. Findings Findings revealed that organizational flexibility mediates the relationship between organizational network and SBP. Furthermore, stronger EO strengthens the relationship between organizational flexibility and SBP. Originality/value This study contributes in two ways: first, it provides empirical evidences that how to flourish the mechanism of SBP in SMEs. Second, this work contributes to understand the effects of organizational networks, flexibility and EO on SBP.

Emerging organizational parameters and their roles in implementation of organizational change

Abstract: The purpose of this paper is to investigate new emerging organizational parameters and their roles in successful change implementation. These organizational parameters are rarely investigated especially in the context of organizational change (OC) in private and public sector organizations.,In cumulative, 403 valid responses have been obtained randomly from public sector workers by using self-administered questionnaires.,The results reveal that knowledge sharing regarding incremental and radical changes can helpful for effective OC implementation. Findings highlight the significant role of emotional and social intelligence in managing resistance and bringing openness to change in these organizations. It is also found that social media has become an important emerging organizational parameter to foster effective communication and knowledge sharing during OC implementation. Apart from the direct effects, readiness to change has multiple effects coupled with emerging organizational parameters to implement change successfully.,The results of the current study offer diversified implications for theory, practice and global society. The theoretical base is taken from the well-known theories of management (i.e. Lewin’s three-step model, field theory, intelligence theory, cost-effective theory, social exchange theory, social network theory and social penetration theory). Emerging organizational parameters that have a potential impact on effective change implementation are identified. The findings suggest that global organizations should have to initiate effective networking structure using social media applications and social intelligence skills to remain connected and get positive responses about change formulation and implementation decision.,A majority of studies have presented the research model on OC implementation in the context of developed countries, which form 30 percent of the world’s population, mostly the Americas and Europe. It is observed that a developing country, such as Pakistan, has a culture that is based on power distance, collectivism and more political influence as compared to developed countries. Triandis et al. (1980) argued that any theoretical contribution without considering the cultural aspect can lead to bias findings. There is limited research available in the world that is conducted to examine the interactive effects of readiness to change on the relationship between effective change implementation, knowledge sharing, intelligence and social media. These findings are useful to plan and execute OC using new emerging organizational parameters.

From resistance to readiness: the role of mediating variables

Abstract: The purpose of this paper is to explore the role of trust, perceived organizational support, and emotional attachment in bridging the gap between resistance and readiness to change.,A conceptual model including five constructs is developed. The questionnaire survey using the study variables readiness to change, trust, perceived organizational support, emotional attachment, and resistance to change was used in this study. Descriptive statistics and mediation regression analysis are used to test all hypotheses using the survey data of 276 middle-level managers.,The findings reflect how readiness to change reduces the impact of resistance to change during organizational change. Furthermore it also finds that how trust, perceived organizational support, and emotional attachment mediates the relationship between resistance and readiness and reduces the gap between the two.,The findings in the study have made significant contribution to the literature especially on middle-level managers in the Indian context. There was a paucity of research done on the study variables. The mediating effects of the study variable have never been explored earlier and therefore make an immense contribution to the field of knowledge for practitioners and academicians.,The research results have many practical implications. It could be established that trust, perceived organizational support, and emotional attachment have a strong and positive association with the management of change. Linking of study variables during change is helpful for the top managers for better understanding during a major organizational change. Supporting the employees through human touch during change will lead to easier transition. Understanding of various dimensions that influence employee to readiness for organizational change is an important endeavor for organizational change.,The research is of utmost significance for the top management as it can provide a better insight to understand and keep in mind the key aspects during organizational change in such a way that chances of resistance reduces to minimal. If the employees are contented by receiving support from their bosses, if there exists a mutual trust which increases emotional attachment, introducing change in the organization will be much easier for the management.,This research attempts to investigate how during times of turbulent change in an organization trust between the employees and their supervisor, perceived social support, and emotional attachment with the organization positively impact the change management process. The findings provide valuable insights for the top management to understand the psyche of its employees and provide them a human touch during the time of organizational change.

Change leadership in the 21st century

Abstract: The purpose of this paper is to examine the field of change leadership at the beginning of the twenty-first century.,The meta-framework presented in this study is a review of the field of change leadership over a 16-year period. The authors reviewed hundreds of peer-reviewed refereed journal articles and books.,The authors identify the key themes in the study of change leadership through the lens of content and process frames of reference.,The authors identify how these new perspectives of change leadership change the way we think about/approach the field of change leadership.

Managerial support for development and turnover intention: Roles of organizational support, work engagement and job satisfaction

Abstract: Purpose This work integrates learnings from Social Exchange Theory, Organizational Support Theory and JD-R Model to explore relationship among support for development, work engagement (WE), job satisfaction (JS) and turnover intention (TI) It was hypothesized that relationship between managerial support for developmental (MSD) and TI would be explained through organizational support for development (OSD), WE and overall job satisfaction (OJS) Design/methodology/approach A cross sectional survey on a sample of 5088 service industry employees undergoing organizational change and working in the business-to-business context was employed Reponses were analyzed using IBM® SPSS® AMOSTM 20 Findings The findings were along the hypothesized lines The study found support for mediation by OSD, WE and OJS respectively of MSD and TI relationship Similarly, mediation of MSD-OJS relationship by OSD and WE respectively were also supported Furthermore, OSD mediated the relationship between MSD and WE; while the rela

The Transformation of Work in Digitized Public Sector Organizations

Abstract: The purpose of this paper is to examine what the authors can learn from organization studies of digital technologies and changes in public organizations, and to develop a research agenda that allows us to produce systematic knowledge about how work practices in the public sector change with digitization.,The paper is based on an analysis of the organizational studies literature on how digital technologies lead to changes in public sector organization. The literature comprises a wide range of different case studies, and they are analyzed with a specific focus on the insights they offer regarding bureaucracy, accountability and professionals.,The paper identifies various examples of how digital technologies change important aspects of public sector organizations relating to bureaucracy, accountability and professionals. It is a main finding that no systematic account exists in the organization literature of changes due to digitization specific to the public sector.,The knowledge produced by current and future research in this area is directly applicable for change management. To react productively on the digitization imperative, public managers need to deepen their knowledge of the organizational dimension of digitization.,The paper proposes an agenda for future research, which has the potential to produce both systematic and useful knowledge of how digitization changes central aspects of public sector organizations.

Reinforcing innovation through transformational leadership: mediating role of job satisfaction

Abstract: The purpose of this paper is to examine the direct role being played by transformational leadership (TL) dimensions in reinforcing product and service innovation. More particularly, the paper focusses on the role of job satisfaction (JS) as a mediator in this relationship.,A concurrent mixed methods technique was employed. The researcher surveyed 486 participants from three major telecoms companies that operate in Jordan to supply the society with mobile phones and internet services. In addition, 15 team leaders were interviewed for the same purpose.,The results of this paper support the positive direct impact of transformational leaders on both employees’ innovativeness and JS. In addition, JS was found to positively impact product and service innovation. Moreover, the results revealed that JS mediates the relationship between TL and innovation.,Leaders are playing a direct and significant role in reinforcing product and service innovation in an interesting manner, especially through JS. Other styles of leadership, populations, and methods may create new perceptions in further research works.,The findings in this paper indicate that practising superior level of TL behaviours enhances overall JS, which, as a result, reinforces product and service innovation within employees in the Jordanian telecom sector. Superior outputs are achieved through such styles both for the firm as a whole towards innovative products and services, and similarly, for individuals within teams who involve in further innovative team climate.,These outcomes augment understanding of practises in which transformational leaders endorse innovation, and emphasise the values added through endorsing more TL behaviours to yield more innovative outputs by employees.

The influence of organizational culture and job design on job commitment and human resource performance

Abstract: The purpose of this paper is to analyze the relationship between Job Design, Job Commitment and Organizational Culture with Human Resource Performance: a study of the construction services provided by national consultants.,The research population consisted of all employees of a national company offering consultation services, from four big Indonesian State-Owned Enterprises Contractors: PT. Yodya Karya Company, PT. Hutama Karya, PT. Adhy Karya, PT. Waskita Karya Referring to the approach to SEM modeling with an average population of 600 employees for each enterprises, the sample to be used as respondents consisted of 100 employees for each enterprises, and total 100×4 enterprises=400 samples.,The variables Organizational Culture and Job Design have a significant direct effect on Job Commitment. Likewise, the effect of Organizational Culture and Job Commitment on Human Resource Performance is also significant. However, a different result is shown in the result of the direct effect of the variable Job Design on the variable Human Resource Performance, which indicates that the variable Job Design does not have a significant direct effect on the variable Human Resource Performance. In other words, the intensity of the Job Design value will not affect the intensity level of Human Resource Performance. In addition, a mediating effect of the variable Job Commitment is found on the effect of Job Design and Organizational Culture on Human Resource Performance.,The use of Job Commitment to exercise a mediation effect on the relationship between the effect of Job Design and Organizational Culture on Human Resource Performance, and the research site (no previous research investigating this relationship).

Critical success factors for open innovation implementation

Abstract: A comprehensive understanding about open innovation implementation is still lacking. In particular, a compilation of drivers and barriers for OI implementation is absent from the literature. Thus, the purpose of this paper is to identify critical success factors (CSFs) for OI implementation at the firm level.,A systematic literature review was conducted in order to identify CSFs for OI implementation in previously published literature. A total of 2,894 papers were identified, 156 of which were subjected to full independent analysis by the three authors. The following aspects were considered: research strategy, approach (empirical or theoretical) and objectives; theoretical background; methodological procedures; main results; and contributions to the literature. If the paper reported empirical research that included a description of actual OI implementation, additional aspects were analyzed: industry or sector of application; firm characteristics; success of OI implementation and OI tools and techniques reported.,A synthetizing framework with six thematic categories of CSFs was proposed: leadership, internal innovation capability, network and relationships, strategy, technology management, and culture. A total of 22 CSFs for OI implementation were identified within these categories.,The proposed framework is an attempt to systematically generate a comprehensive list of factors that impact OI implementation. As such, it can support the theoretical development of OI-related capabilities, and serve as basis for future research that investigates operationalization and measurement of such capabilities.

Inbound open innovation and radical innovation capability: The moderating role of organizational inertia

Abstract: The purpose of this paper is to analyze the impact of inbound open innovation and organizational inertia on radical innovation capability (RIC). It also seeks to explore whether the existence of organizational inertia has a moderating effect and influence on the relationship between inbound open innovation and RIC.,In this empirical research, the authors collected sample of patents in smart phone industry over the 2000-2016 period. Then, the authors examined the direct roles of inbound open innovation and organizational inertia, and the moderating role of organizational inertia by using hierarchical regression analysis.,Results found that cognitive inertia (CI) has a positive influence on firms’ RIC, but network inertia (NI) has a negative influence on RIC. CI also has a significant moderating effect on the relationship between inbound open innovation and RIC, but NI only has a significant moderating effect on the relationship between open search breadth and RIC. Inbound open innovation directly affects RIC.,The authors collected the patent data of this study within the single industry and excluded other types of industries. And it may limit the generalization of the findings.,The paper includes implications for adopting an appropriate open search strategy and developing a better understanding of organizational inertia on firms’ radical innovation behavior. The findings suggest future directions to technology intensive industries for improving their RIC.,This study contributes to the relationship between organizational inertia and RIC within the framework of inbound open innovation.

Creativity and innovation through LMX and personal initiative

Abstract: Purpose The purpose of this paper is to determine empirically the influence of leader-member exchange (LMX) on employees’ creativity and innovation In addition, this study investigated the moderating role of employees’ personal initiative on the associations Design/methodology/approach Data were gathered from 1,221 employees working in organizations across various industries in Australia Findings The findings of this study revealed positive and significant relationships between LMX and employees’ creativity and innovation Also, the findings indicated employees’ personal initiative moderated the LMX-employees’ creativity and LMX-employees’ innovation relationships Practical implications Organizations should invest in LMX training and in the selection of leaders with this leadership style if their aim is to nurture and intensify employees’ creativity and innovation They also should invest in personal initiative training in order to amplify the effect of LMX on creativity and innovation in organization Originality/value This study makes vital theoretical contributions in different ways In the domain of creativity and innovation, it addresses factors that impact employees’ creativity and innovation It expands knowledge about organizational resources that nurture and enhance the creativity and innovation of employees For LMX, this study supplements existing research by examining employees’ creativity and innovation as outcomes Also, identifying personal initiative as an amplifier of the LMX-employees’ creativity and innovation relationships extends research in that domain This study is also a rare investigation of the Australian context

Impacts of personal trust, communication, and affective commitment on change success

Abstract: Successful change implementation is crucial for organizational prosperity, and even survival. The purpose of this paper is to examine the impacts of personal trust and communication on change success, through affective commitment.,Based on an empirical study conducted among 307 employees of Canadian organizations and using structural equation modeling techniques.,The authors find that communication has a direct impact on change success, as well as an indirect impact through affective commitment. Trust only exerts an indirect effect through affective commitment.,This research thus extends the literature on the role of “soft” organizational factors on organizational change. Since the authors have limited this study to “soft” variables, it can be complemented with a study of hard factors contributing to change success, in order to build a comprehensive organizational change success model.

Virtual team experiences in an emerging economy: a qualitative study

Abstract: The purpose of this paper is to document the experiences of team members in order to map the kinds of experiential outcomes that they report while working in virtual teams. The study will help to expand the understanding of various issues related to virtual work arrangements from the perceptions of information technology (IT) professionals in India.,The study was conducted by adopting an exploratory approach with the use of qualitative methodology. The method of sampling adopted was purposive cum snowball sampling. Semi-structured interviews (face-to-face and telephonic) were conducted by taking a sample of 52 respondents, who are employed by IT organisations. The interviews were recorded digitally, transcribed and analysed by using the content-coding approach followed by a thematic analysis.,The foremost contribution of the study is that it has considered the various motivators and the skills required to be a successful virtual team player. Significant challenges encountered in virtual teams have also been identified.,Virtual teams in the contemporary business environment are evolving with an unparalleled velocity. The findings of the paper have implications for managers, team leaders and change agents regarding how to transform and sustain in the rapidly changing business context of emerging economies.,In the extant literature on virtual teams very little is known about how individual members perceive this new form of teamwork. The findings of the study advance research on the topic of virtual teams by lending empirical support with respect to the interaction effects between IT and human beings. Recommendations have been provided for individual team members and organisations.

The mediating effect of service quality and organizational commitment on the effect of management process alignment on higher education performance in Makassar, Indonesia

Abstract: The purpose of this paper is to analyze the relationship between management process alignment, service quality, organizational commitment and high educational performance.,The population of this study was all higher education institutions which provide undergraduate program and operate in Makassar. This study included a total sample of 312 respondents.,There is significant effects of mediation variables of service quality (M1) and organizational commitment (M2) on the relationship between management process alignment (X) and high educational performance (Y) in Makassar, Indonesia.,For this study, cross-sectional data are used considering only one point of time due to which it is harder to see developments. There is a diversity of the characteristics of respondents, especially in terms of age, education, and status, so there is a possibility of a different perception of the content of the questionnaire that affected the selected answer.,This study considered the significant effects of mediation variables of service quality (M1) and organizational commitment on the relationship between management process alignment (X) and high educational performance. Previously, no research has been undertaken to examine the relationship between the location of the study and higher education institutions in the context of Makassar, Indonesia.

Multifunctional organisation models: A systems – theoretical framework for new venture discovery and creation

Abstract: Are entrepreneurial opportunities discovered or created? The debate around this question has crucial implications for successful organizational change management in the business world. The present conceptual paper transcends this debate by embedding the concept of the entrepreneurial opportunities within a Luhmannian systems – theoretical framework which accentuates the unique role of organization and change in the age of functional differentiation. The purpose of this paper is to show how the strategic navigation of the borders between function systems such as politics, science, education, religion, art, or, of course, economy leads to the discovery or creation new opportunities for both business and social entrepreneurship.,The paper combines Niklas Luhmann’s theory of social differentiation with Kim and Mauborgne’s Blue Ocean Strategy. The key argument is that the alternative regimes of social differentiation, such as segmentation, centralization, stratification, and functional differentiation, create distinct pools of entrepreneurial opportunities to be discovered, created, and exploited by adequate business models. (Business) Organizations, therefore, need to strategically adjust the amount of attention they devote to the different forms of social differentiation. The argument is buttressed with illustrative examples of business models related to the regime of functional differentiation.,A paradoxical finding is that the multifunctional business models which explicitly draw on the value creation potential of the most recent form of social differentiation, functional differentiation, remain little known even though they infuse business organizations with a unique capacity of new venture discovery and creation in the modern society.,Multifunctional business models have so far remained unexplored in entrepreneurship theory and practice. This paper develops a first strategic approach to the discovery or creation of both multifunctional business models and a broader framework of multifunctional organization models.

A grey analytic hierarchy process approach to project manager selection

Abstract: Purpose Evaluations of grey systems and systems with subjective judgements are always like an impasse for science and companies. Especially, calculations of the problems which include various units are really difficult situations. The purpose of this paper is to propose a grey analytic hierarchy process (G-AHP) for engineering and managerial problems with grey systems to make more clear and objective decisions. Design/methodology/approach Proposed G-AHP approach is applied to project manager selection for a software project of an energy company. The application includes three different units as year, score and assessment. Six engineers are evaluated with 25 criteria in the application. Weights of the factors and assessments are done by three top managers of the company as pairwise comparisons. Other data in the decision matrix are obtained from the personal information and exam results of engineers. Findings Final weights of the criteria and evaluations of engineers are all done with the proposed G-AHP. Obtained results of G-AHP are also compared with grey “VlseKriterijumska Optimizacija I Kompromisno Resenje” results as a validation of the calculations and proposed approach. Final results of the applications are ranked for the evaluations and comparison. All results of the case study are concluded with the effectiveness and applicability of the proposed G-AHP method both for this study and other fields of science, engineering and management. Originality/value This study provides to evaluate and interpret grey systems with different units and subjective judgements for science, engineering and management more clearly and objectively in an easier way.

The six emotional stages of organizational change

Abstract: The purpose of this paper is to define a model that both describes the evolution of the emotional stages of individuals during perceived negative organizational change and explains the evolution of their behavioral patterns and the effects on relationships with social environments (family, friends, co-workers, supervisor and organization).,A qualitative methodological research design was adopted, using individual interviews as the primary method of qualitative data collection. In total, 15 people who experienced perceived negative organizational changes participated in this research.,Through empirical qualitative research, an adapted Kubler (1969) model was used as a starting point. Co-occurrence analysis of the interviews led to the combination of the first two stages (denial and anger) of this model because they always appeared together. Two new stages (revising and deserting), based on the research of Schalk and Roe (2007), complete the model. Subsequently, the model comprised six emotional stages: denial and anger, bargaining, depression, revising, deserting and acceptance. The results show that individuals can move freely between the first four stages, but deserting and acceptance are always the final stages. Experiencing these emotional stages can influence the relationships between individuals and their social environments. During “denial and anger” and “bargaining,” the relationships with family, friends and co-workers improve; but during depression, the relationships with family and friends deteriorate, but because co-workers become much more important, those relationships improve. Relationships with supervisors deteriorate during denial and anger and depression but remain stable during bargaining.,Time’s passage became an inconvenience accounted for during data collection. Over time, separate events can be confused, and nuances that were once determinants can be eliminated. Longitudinal studies at various stages of the change process would complement these results.,These results can guide managers in foreseeing and anticipating the actions that would reduce the emotional impact of organizational change and mitigate the impact of individuals’ negative emotions on the organization.,This paper extends the existing theory about the strategies of coping and organizational changes.

Conceptualizing and validating workplace belongingness scale

Abstract: Previous studies have treated general belongingness as an aggregated construct that encompasses all belongingness types and have ignored the importance of context specific belongingness This omission can be attributed to the lack of any context specific instrument to measure belongingness Thus, the purpose of this paper is to develop and validate a self-report measure of workplace belongingness that will uniquely capture and test individual’s sense of belongingness in organisational context,In total, 824 managerial executives working in several Indian MNCs operating in manufacturing and service sectors participated in the study Data were collected through face-to-face survey and through online questionnaire,The 12-item unidimensional scale was revalidated through confirmatory factor analysis after obtaining the results from exploratory factor analysis,The current study developed and tested a unidimensional workplace belongingness scale that fully captures the essence of an individual’s belongingness in workplace setting

Managing Millennials: looking beyond generational stereotypes

Abstract: The purpose of this paper is to examine what managers perceive Millennial employees as doing in organizations to find generalizations rather than relying upon stereotypes.,In total, 25 interviews were conducted with managers in the hospitality industry. The transcribed data were analyzed to learn about identified category-bound activities described.,Three prominent findings are elaborated. First, Millennials express a desire for learning and training, because they see this as fostering advancement. Second, there were mixed evaluations of Millennials effectiveness in teamwork. Specific teamwork problems managers identified involved cliquish behavior. Finally, managers stated that Millennials desire feedback. In order for the Millennial employee to feel satisfied with the feedback, however, it needs to be ample, positive and personal.,The ability to generalize findings is limited because the objective of qualitative research is not to predict. The study does offer some patterned observations by managers that may be useful to future employees and other managers.,The analysis revealed that some practical problems managers may face when leading Millennial employees; however, these employees bring their own solution to the workplace: a desire for training.,Existing research on Millennials has not acknowledged the desire for training by Millennials. This is an important finding due to its implications for effective management.

Lean Office contributions for organizational learning

Abstract: Purpose In organizational contexts, learning fosters the creation of knowledge at the individual and collective levels. In Lean Office, processes are customer oriented through continuous improvement and elimination of waste. In addition, Lean Office can promote changes in the corporate environment and drive organizational learning. Thus, the purpose of this paper is to identify and analyze the Lean Office factors that contribute to the organizational learning. Design/methodology/approach The method consists in a qualitative analysis of researches on Lean Office carried out in Brazil, based on the theoretical framework for analyzing organizational learning proposed by Argote and Miron-Spektor (2011). This framework defends the relevance of context and experience in knowledge conversion processes in organizations. Findings The study shows that Lean Office provides benefits for the learning process through Work Cells, Value Stream Mapping and Continuous Improvement. The effects of Lean Office are present in the organizational context, culture and behaviors, attitudes and skills of individuals. Practical implications This study brings for academics a discussion on Lean Office from the standpoint of elements pertaining to the organizational learning process. In this aspect, the study proposes treating the topic at a strategy level, striving to break out of the research boundaries that limit their scope to their operational results. For practitioners, the study introduces Lean Office factors that add positive results to the organizational learning process. Originality/value The paper presents a reflection of Lean Office in the field of organizational learning. In addition to the elimination of waste, the study investigates other functions in which Lean initiatives play a role, such as providing solutions for organizational problems and creating favorable learning contexts.

Applying an organisational agility maturity model

Abstract: The purpose of this paper is to identify the baseline model required to measure whole-of-organisation agility within a university information services division The paper seeks to analyse the process of identifying and applying such a model,The qualitative methodology applied is that of a single case study The organisation analysed was an Australian university’s information services division A structured survey, based on Wendler (2014), was administered to all staff as part of a multi-phased approach, thus facilitating a triangulation process,The current research has confirmed the applicability of Wendler’s model to the higher education information technology sector Application of the model establishes not only a baseline agility maturity score across the whole-of-organisation but also provides granular scores based on organisational units Triangulation of survey results is recommended to achieve a more in-depth perspective,Further research comparing similarly and differently sized universities could provide valuable insights More research is needed to extend the applicability of Wendler’s model to a wider range of domains and industries,The grouping of survey questions under particular broad themes reflected the strategic focus of the division being surveyed Organisations implementing the proposed model will need to select themes that correspond with their respective strategic goals and culture,The paper has extended the research and resultant model developed by Wendler by applying them not only to both managers and staff but also to a different domain, specifically higher education

Corporate Social Responsibility (CSR) communication patterns in an emerging market: An exploratory study

Abstract: The purpose of this paper is to explore the concept of Corporate Social Responsibility (CSR) communication. This paper specifically aims at introspecting into CSR communication patterns in the Egyptian context, where the top ten companies in the Egyptian Stock Exchange–Environmental, Social and Governance Index (EGX-ESG) are sampled.,The paper presents an exploratory study where content analysis of the communications of the ten top-listed companies in the ESG Index in Egypt was analyzed.,The results showed that most companies are using the “stakeholder information” strategy, with the “stakeholder involvement” strategy being the least used.,The results are limited to the use of the content analysis method which is a qualitative methodology. Hence, the results should be generalized with caution.,CSR communication is crucial to the success of companies, regardless of business size, industry or culture. Several aspects of CSR communication, to this day, remain vague for academics and practitioners alike. Therefore, additional insights about the topic should be generated. The present work aids in the understanding of CSR communication as a facet of organizational change and a new trend in emerging markets.,The current exploratory study sheds light on the topic of CSR communication in an important emerging market in transition, namely Egypt. The results of the communication strategies utilized by the top-listed companies can be generalized to other similar contexts.,The majority of the studies conducted on this particular topic took place in the USA and Europe; hence, few insights are provided about the concept in emerging markets.

A job resources-based intervention to boost work engagement and team innovativeness during organizational restructuring : for whom does it work?

Abstract: The purpose of this paper is to investigate the effectiveness of a job resources-based intervention aimed at proactively increasing work engagement and team innovativeness during organizational restructuring using a person-centered approach.,The intervention was conducted in two organizations: two departments served as participants (n=82) and two as controls (n=52). The aim was to first identify sub-groups of employees with different developmental patterns of work engagement, and then to determine whether these sub-groups benefited differently from the intervention with respect to team innovativeness and work engagement.,Latent profile analysis identified three different patterns of work engagement among the participants: high and stable (n=64), moderate and decreasing (n=13), and low and decreasing (n=5). The χ²-test yielded no significant difference between participants and controls (n=52) with respect to team innovativeness over time. However, t-tests showed that team innovativeness increased in the high work engagement class and somewhat decreased in the moderate and low work engagement classes.,During organizational changes, those initially work-engaged seem to be able to proactively build their team innovativeness via a job resources-based intervention and remain engaged; whereas those initially not work-engaged may not, and their work engagement may even decrease.,This study reveals that an initial level of work engagement is a prerequisite why some employees profit more from a job resources-based intervention than others and provides tailored knowledge on the effectiveness of the intervention.