Organisational Transformation and Social Change

Publisher: Intellect


The International Journal of Organisational Transformation and Social Change (OTSC) is timely in its appearance in that there is now a general awareness in both societies and organisations that change is endemic. In the 1980s, the Business guru, Tom Peters, wrote a book in which he examined the nature of enterprise excellence, and he listed the top ten companies ranked according to their profitability. He later realised that it was more adaptability than profitability but that was important. This, perhaps coupled with positive and proactive perspective, can come under the heading of the learning/intelligent organisation. The two are connected, but while learning organisations are more associated with knowledge management, intelligent organisations are more concerned with viability and draw on cybernetics and systems. These subject areas are close to the interests of this Journal. The Journal looks to research on the shaping of organisational theory - through more traditional areas like human resource development and management systems - that has led to some interesting changes in recent years. Organisational theory has at its base the sociological ideas that concern the interests of societies. Interestingly, as the subject has developed, ideas are now being fed back into sociology that have impact upon the way we see societies. The distinction between societies and organisations is now expressible in terms of scale and focus or level. The population of an entire nation state might see culture at a macroscopic level just as the population of an organisation might see the same at a microscopic level. In this way, societies can be seen as macroscopic organisations and common principles can be applied: the Journal encourages such a perspective.

  • Impact factor
  • 5-year impact
  • Cited half-life
  • Immediacy index
  • Eigenfactor
  • Article influence
  • Website
    International Journal of Organisational Transformation and Social Change website
  • Other titles
    Organisational transformation and social change (Online), Organizational transformation and social change, OTASC, Journal of organisational transformation & social change
  • ISSN
  • OCLC
  • Material type
    Document, Periodical, Internet resource
  • Document type
    Internet Resource, Computer File, Journal / Magazine / Newspaper

Publisher details


  • Pre-print
    • Author can archive a pre-print version
  • Post-print
    • Author can archive a post-print version
  • Conditions
    • Publisher's version/PDF cannot be used
    • Publisher copyright and source must be acknowledged
    • DOI details to be given where possible
  • Classification
    ​ green

Publications in this journal

  • Organisational Transformation and Social Change 08/2013; 8(2):155-174.
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    ABSTRACT: Sustainability issues are appearing with increasing frequency. Education for global sustainability, therefore, must achieve long-term maintenance of resources. For successful sustainability education, a novel learning process must be developed that converts didactic perspectives and designs into sustained deep learning. Incorporating neurobiological mechanisms, such as conscious explicit-declarative and unconscious implicit-procedural learning constructs, psychosocial attention, and value-based motivation, is necessary to make learning sustainable, ensuring successful adaptation to the environment. The authors derive a generalizable, sustained, deep-learning framework from neurolinguistic research concerning language acquisition in autism that transcends many current learning paradigms and provides heuristics to develop pedagogic strategies for global sustainability.
    Organisational Transformation and Social Change 07/2013; 10(2):124-147.
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    ABSTRACT: Skilled and knowledgeable staff equipped to respond to change is a key learning and growth goal of the University of Wollongong Library. But how do front line staff develop and maintain their client-centred service skills and behaviours? How do they manage the myriad of diverse needs and expectations from a constantly changing student population, within a volatile technological environment? By challenging established approaches to service delivery training, it was possible to demonstrate a need to be more adaptable and responsive. We recognized that earlier approaches such as on-the-job training were no longer adequate. In 2009 the University of Wollongong Library introduced competency-based training. This represented a new approach to staff training and an opportunity for renewal. Numerous factors contributed to this decision, with the overarching goal being to keep our staff on the cutting edge of service delivery. A systematic approach was used that involved researching competency-based training ideologies; identifying core client service skills, knowledge and behaviours; identifying learning outcomes; developing module content; identifying assessment criteria; and programme delivery.
    Organisational Transformation and Social Change 12/2011; 8(3):281-296.
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    ABSTRACT: Best planning day ever, green, fun, play, flexible … are terms not usually associated with strategic planning. At the University of Technology, Sydney (UTS), plans to open a new library building in 2016 have ignited discussions about the library of the future, its meaning and role in a digital world, and the implications of further rapid changes. The Library's strategic planning process in 2010 was an opportunity to take the collective energy further by involving library staff in the strategic thinking and planning. The process aimed to provide conditions for open conversation through Gadamerian play, and creative modelling based on ideas of revealing and imagineering. The planning started with a playful engagement to generate ideas and promote divergent thinking, and moved through several stages of increasingly convergent thinking to arrive at strategic actions, which were created and supported by all participants. The formal goals of strategic planning were maintained throughout the process and resulted in a client-focused annual plan. This article considers issues of organizational creativity and strategic planning, and relates them to experiences with the strategic planning at the UTS Library. It argues for a systematic approach to fostering creativity and innovation in libraries.
    Organisational Transformation and Social Change 12/2011; 8(3):261-279.
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    ABSTRACT: To work against threats and to obtain new possibilities, new forms of interorganizational collaborations are formed. The management literature deals mainly with one single organization although aspects of collaborative processes are discussed. In this article problems with inter-organizational management and decision-making are discussed. In this article the possibilities and the limits of using the Viable System Model (VSM) for diagnosing and design of inter-organizations are discussed. The conclusion is that VSM seems to be promising but further evaluation must be performed. Organizational learning and negotiation support systems are approaches that should be used in inter-organizational management.
    Organisational Transformation and Social Change 02/2011; 8(1):73-81.
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    ABSTRACT: This article presents a decision-making framework and a technology that senior managers can use to steer the enterprise within a volatile and competitive commercial environment. The main aim of introducing such a technology would be to maximize the enterprise's value vector by ensuring that business objectives are consistently unfolded throughout the enterprise and used by all managers to make decisions that are consistent with the purpose and objective of the organization. The article illustrates how a cybernetic intervention into the business model of a large organization can be used to achieve this.
    Organisational Transformation and Social Change 02/2011; 8(1):35-49.
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    ABSTRACT: The task of creating a future eSociety is best achieved with a third-generation system design approach. This means that everyone who is going to be affected by the future system also has to take part in its design. By combining Beer's Team Syntegrity Protocol with a WIKI tool into the new WIKITEGRITY concept, a means for this design by the people is created. A first field test indicates that the approach imposes some restrictions but also provides new possibilities. Hence, WIKITEGRITY has to be further improved and refined for becoming a true community cybernetic vehicle.
    Organisational Transformation and Social Change 02/2011; 8(1):51-71.
  • Organisational Transformation and Social Change 01/2011;
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    ABSTRACT: In trying to understand any aspect surrounding the success and failure of information systems (IS) practice, concepts of organizational analysis become increasingly important. Many issues arise and must be dealt with when an information system is to be developed and implemented. In order to avoid information system failures, information system analysts should adopt an approach that exploits the intrinsic and contextually dependent characteristics of organizational activities. Such an exploitation acknowledges the uniqueness inherent in individual organizations and may inform the adoption of appropriate technologies that can then be innovatively employed for competitive advantage. In order to facilitate successful future organizational change practices and to lay the base for supporting overall information system effectiveness, there is a need to employ both in theory and in practice, ideas of organizational learning and (critically informed) interpretivist information system analysis, design and implementation.
    Organisational Transformation and Social Change 01/2011; 8(2):199-213.
  • Organisational Transformation and Social Change 01/2011;
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    ABSTRACT: On the back of a faltering economic year in 2007 and a major merger of motor car and truck dealerships, international motor car giant Mercedes Benz adopted a radical approach to re-aligning the company vision for their Brazilian business. Adopting a people-centred approach to change, they integrated participatory theatre and personal stories into a nationwide cultural development programme producing twelve performances in twelve cities. The central content of the performances came from employees who told personal stories that were then performed onstage. Each event acted as a unique expression of workplace values that would be led by employee attitudes and behaviour. Through the dialogic process, the company established a new code of conduct for customer care for the next phase of company activity. This article critiques various aspects of the programme and considers the value and limitations in the person-centred approach facilitated through theatre.
    Organisational Transformation and Social Change 12/2010; 7(3):301-319.
  • Organisational Transformation and Social Change 12/2010; 7(3):349-388.
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    ABSTRACT: This article discusses new and future challenges for operations and systems research during and after informational revolution, in the era of knowledge civilization. The concepts of the knowledge civilization era and its features are discussed: the informational revolution, the dematerialization of work, the conceptual revolution and the change of episteme. As an example of conceptual revolution, new micro-theories of knowledge creation and their relation to group decision processes are presented. An evolutionary theory of intuition, its tremendous power but also fallibility, is discussed. Other examples of conceptual revolution concern the multimedia principle, the emergence principle and a general spiral of evolutionary knowledge creation. Against this background, the issue of objective ranking is presented. Other challenges for operations and systems research might relate to the main conflicts and dangers in the era of information revolution, namely the main conflict of this era concerning the property of knowledge, the tension between the traditional individual combined with public property of knowledge, on the one hand, and the trend towards corporate privatization (or corporatization) of knowledge, on the other, or another important conflict the threat of computer and robot domination over humanity. Conclusions stress the need of new concepts and even change of paradigmatic basis (the hermeneutical horizon) in operations and systems research in response to the challenges, chances and threats of informational revolution.
    Organisational Transformation and Social Change 10/2010; 7(2):239-260.
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    ABSTRACT: This article presents an analysis of the states of equilibrium and Pareto optimality of the solutions in the monetary-fiscal games between the fiscal and monetary authorities each having either two or three qualitatively different strategies: expansive, neutral and restrictive. Two sets of assumptions about the influence, exerted by the instruments of the monetary policy (real interest rate) and by those of the fiscal policy (budgetary deficit related to the GDP), on the state of economy (rate of economic growth and inflation) are considered. The results obtained indicate that, along with the case of the prisoner's dilemma, to which the discussion in the major publications on the subject is limited, other situations may also occur, where the independent decisions of the central bank and the government do not necessarily lead to the choice of a Pareto non-optimal solution.
    Organisational Transformation and Social Change 10/2010; 7(2):189-210.
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    ABSTRACT: This article exploits the herring barrel metaphor, introduced by the author to describe the actual working of the real socialist or communist regimes. This metaphor, which can be treated as a proper model of the system, demonstrates that the system was based on the fundamental principle of shortage, from which power, founded on the exchange and distribution capacity, was derived. This capacity of exchange and distribution was organized as institutionalized corruption, meaning that it was recognized, partly tacitly and partly explicitly, managed and utilized, while the official doctrine denied its existence.On the surface the system seemed to be coherent and consistent, and it looked as such very much from the outside as well as from the inside. The weak points were two: (1) the real shortage and (2) the inherent falsity. But these, as well, were the cornerstones of the system. In the long run, therefore, despite the apparent consistency, it had to collapse. Yet, beware, the (multiple) motivations to install one are still present. The article shows also some mechanisms behind these motivations and their place in the contemporary political processes.
    Organisational Transformation and Social Change 10/2010; 7(2):151-165.
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    ABSTRACT: Outlining four key issues in our globalizing economy (unprecedented wealth, unprecedented poverty, ecological challenges and political and economic volatility), Professor Guptara goes on to provide a historical survey from prehistoric times (demonstrating that the roots of the current crisis lie in the Darwinians and Nietscheans defeating the moral and ethical values of the Protestants), and concludes by presenting seven essential steps to creating the right kind of globalization.
    Organisational Transformation and Social Change 07/2010; 7(1):89-103.
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    ABSTRACT: The enlargement of a highly developed trading bloc or economic union by much less developed countries (heterogeneous enlargement) and the subsequent convergence within the enlarged area presumably affect the international competitiveness of the latter vis--vis other large economies. The purpose of this article is to provide a model-based answer to the question that which are the impacts that the enlargement shock and following regional convergence have on the international competitiveness of the enlarged region measured by its terms of trade. Methodologically, the paper extends Zee's (1987) two-country model of the world economy by incorporating the enlargement of Home by a less-developed region. It is found that in the long run the terms of trade of enlarged Home deteriorate (Home's international competitiveness declines) by approximately that percentage by which the domestic population increases. As a consequence, Home's welfare decreases while Foreign's welfare increases in the long run. Along the transition path towards full convergence, the terms of trade of enlarged Home worsen and the capital intensity of the less-developed region in Home monotonically increases while the capital intensities of the developed Home region and of Foreign temporarily decrease.
    Organisational Transformation and Social Change 07/2010; 7(1):25-45.

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