Organisational Transformation and Social Change

Publisher: Intellect

Journal description

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.

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Additional details

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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 1477-9633
OCLC 60628620
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

Publications in this journal

  • [Show abstract] [Hide abstract]
    ABSTRACT: This article analyses the nature of leadership in the Israeli labour unions (the Histadrut) from a theoretical perspective encompassing industrial relations and organisational change. The research questions were: How did union leaders (Ramon and Peretz) effect privatisation, downsizing, and goal transformation in the Histadrut? Which leadership style characterised the Israeli labour unions? The research was conducted using qualitative methods for a case study approach, interviewing 25 Histadrut members, and analysing organisational documents. The old Histadrut was founded as a welfare agency. As a socialist entity, the Histadrut was linked politically and economically to the Labor party, which helped to fund it while in government. In 1994, a new leader, Haim Ramon, was elected. He transformed the Histadrut into a confederation of autonomous labour unions. The Histadrut underwent downsizing and focused on trade union goals. A year later, Ramon resigned, to be replaced by Amir Peretz. He wanted to restore the labour unions’ power and broaden the goal system. This article explains Ramon’s and Peretz’s leadership styles, and how they brought about privatisation, downsizing, and transformation of union goals.
    Organisational Transformation and Social Change 08/2015; 12(2):159-177. DOI:10.1179/1477963315Z.00000000040
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    ABSTRACT: This article argues that, in a non-hierarchical organisation, when value determined by position is taken away, other hierarchies emerge which introduce new power dynamics and can undermine the equality afforded by this context. It discusses various forms of hierarchy that can emerge and implications for non-hierarchal organisations. Research was undertaken with four non-hierarchical community projects on how value can be found for individuals and how they value their colleagues outside of any forms of hierarchy. The article argues that there is uncertainty as to the role of processes in this context, and they are often associated with power and control in a hierarchical context. It discusses findings from the research that show how processes can be reinvented and created to suit the relational and operational needs according to the setting.
    Organisational Transformation and Social Change 08/2015; 12(2):138-158. DOI:10.1179/1477963315Z.00000000039
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    ABSTRACT: Considering the lack of research on the historisation of educational technologies, the current study attempts to fill this void. To do so, the following research question is posed: To what extent have educational technologies and local histories controlled one another? Data for this question came from a naturalistic enquiry into a university in the Saudi Arabian public sector. Having analysed documents, interviews, and observations by means of the grounded theory technique, two key themes emerged: local histories controlling educational technologies and educational technologies controlling local histories. The consideration of both themes brought forth a theoretical proposition — that there are political dynamics between educational technologies and micro histories, with one continuously directing and driving the other. The recommendation is therefore that policymakers, scholars, and commentators should be more cognisant of the political tensions between local histories and educational technologies.
    Organisational Transformation and Social Change 08/2015; 12(2):93-120. DOI:10.1179/1477963315Z.00000000037
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    ABSTRACT: With today’s competition, organisations are facing challenges from the economic, social, and scientific environment, workplace environment, and never-ending expectations of customers. To win over these situations requires a learning organisation that has the capability to adopt, renew, and energise itself to match the changing and challenging environment. This study analyses the level of learning of individuals and the organisation, which in turn influences the performance of a private-sector bank. The study used a questionnaire to collect the primary data based on the theoretical framework developed by Watkins and Marsick (1993). For the purpose of this assessment the researchers used regression analysis and the partial least squarestructural equation model (PLS-SEM). The analysis throws light on the fact that there exists association between the learning organisation and the bank’s performance. A leading, established, private-sector bank in south India has been taken as a sample study for understanding how the concept of a learning organisation has helped the bank to improve its performance.
    Organisational Transformation and Social Change 08/2015; 12(2):178-192. DOI:10.1179/1477963315Z.00000000041
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    ABSTRACT: In Sweden, as in many other Western countries, public health care is challenged by increasing demands for care and continuing budget deficits. Person-centred care (PCC) has been introduced as a new strategy to ameliorate the perceived fragmentation in care and is expected to decrease treatment time, reduce the need for return visits, as well as increase patient satisfaction. However, the changing clinical practices necessary for the PCC approach are assumed to require new accountability practices. This article is primarily an attempt to provide a conceptual analysis of ethical accountability, i.e. a type of accountability that takes into account the human relational responsibility, partial incoherence, and power of reflection. On the grounds of this characterisation, the article aims to provide a basis, among other things, for a discussion of the possibilities of identifying and empirically studying the multimodal expressions in communication that are relevant for this type of accountability. After an initial discussion of the debate on the limits of viewing accountability as transparency, we then turn to our methodological approach and introduce a conceptual analysis of accountability. Next, we discuss some additional features of accountability. Finally, we discuss the possibilities of empirically studying the institutionalisation of ethically informed accountability within person-centred health care.
    Organisational Transformation and Social Change 08/2015; 12(2):121-137. DOI:10.1179/1477963315Z.00000000038
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    ABSTRACT: This article makes a distinction between global, organisational, and individual sustainability. It argues that sustainability relates to ethics, and that individuals and organisations are expected to follow different ethical standards. When, in a society of organisations, individuals adopt an organisational kind of ethics, global sustainability is at risk. The article discusses some effects of an organising — rather than an organisational — perspective. It is suggested that global sustainability depends on how individuals define their true interests.
    Organisational Transformation and Social Change 04/2015; 12(1):5-21. DOI:10.1179/1477963314Z.00000000032
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    ABSTRACT: Leadership requires creativity and demands responsiveness, flexibility, and risk taking. Contemporary business operations acknowledge the need for this leadership capacity at all levels of the organisation. This article reports on an action research project conducted over four years in Brisbane, Australia in which improvisation was applied to training agendas in which the developmental goals included enhancing emerging leaders’ capacities in uncertainty throughout change processes. It gives account of the way in which technical aspects of improvised theatre practice have been applied to develop capacities such as self-confidence, autonomy, trust, and resilience, and responsiveness in collaborative and competitive environments. The improvisation method drew on highly structured physical theatre languages to facilitate participants’ emerging awareness of leadership capacities and competencies through the interrogation of their own habitual positions in relation to listening, leading and following, collaboration, and problem identification.
    Organisational Transformation and Social Change 08/2014; 11(2):108-124. DOI:10.1179/1477963313Z.00000000016
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    ABSTRACT: Like many governments across the globe, the Australian Government has embarked on major healthcare reforms. Part of this reform agenda included the establishment of sixty-two primary healthcare organisations (PHOs) originally called Medicare Locals (MLs), currently to be re-structured as primary healthcare networks. Primary health organisations were tasked with the coordination of primary health care delivery and with tackling local healthcare needs and service gaps. They were to drive improvements in primary healthcare and ensure that services are better tailored and integrated to meet the needs of local communities. This article puts forward the argument that new primary healthcare organisations have the potential and the ethical aspects of healthcare organisations are largely overlooked in the literature. To address this gap we outline two complementary frameworks: a theory of ethical communities and an emancipatory method. We conclude that these frameworks could be used as potential guides for new healthcare organisations to become transformative organisations.
    Organisational Transformation and Social Change 08/2014; 11(2):125-140. DOI:10.1179/1477963313Z.00000000021
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    ABSTRACT: This article analyses the Disneyfication of the world based on the grobalisation model. As a radical form of globalisation, grobalisation refers to the imperialistic goals, desires, and needs of multinational corporations (MNCs) or even entire nations to enter diverse markets worldwide so that their supremacy, impact, and profits can grow. Regarding grobalisation and the Walt Disney Company, Disneyfication implies the internationalisation of the entertainment values of US mass culture. It is the idea of bigger, faster, and better entertainment with an overarching sense of uniformity worldwide. In this article, Disneyfication is regarded as spectacle, theming, hybrid consumption, and emotional labour. By the same token, the authors compare Disneyfication with three other types of grobalisation: McDonaldisation, Wal-Martisation, and Disneyisation.
    Organisational Transformation and Social Change 08/2014; 11(2):91-107. DOI:10.1179/1477963313Z.00000000014
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    ABSTRACT: This article aims to examine and describe the power relations between the Israeli police force and Civil Guard (CG). The CG, established as an independent organisation adjacent to the police, was intended to fight terrorism. Within a few years of its 1974 establishment, the CG began encroaching upon police duties. This research has revealed that the CG adopted goal displacement as a strategy for survival, that is, for coping with police threats which were leading to its decline as an organisation. To face these threats, and in an attempt to fend them off, the CG adapted its goals to suit the police, but this strategy did not help it to survive. Instead, the similarities between its goal system and that of the police led to the CG becoming absorbed within the police, as an internal department, thereby losing its independence.
    Organisational Transformation and Social Change 08/2014; 11(2):141-161. DOI:10.1179/1477963313Z.00000000020

  • Organisational Transformation and Social Change 04/2014; 11(1):50-68. DOI:10.1179/1477963313Z.00000000025

  • Organisational Transformation and Social Change 01/2014;