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
    ​ green

Publications in this journal

  • [Show abstract] [Hide abstract]
    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.
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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.
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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.
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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.
  • Organisational Transformation and Social Change 04/2014; 11(1):50-68.
  • Organisational Transformation and Social Change 01/2014;
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    ABSTRACT: Certain equal employment opportunity and workforce diversity gains may be constrained or reversed unexpectedly in the coming years by long-standing systemic, structural forces, which are beyond the control even of employers who may diligently promote such social change opportunities for women and minorities. Such economic and social forces have independently advanced other important agendas, but now are predicted to interact to create a ‘perfect calm’ of diversity management opportunities. Propositions for examination, as well as research suggestions and implications for managers, policy makers, and affected parties, are suggested.
    Organisational Transformation and Social Change 11/2013; 10(3):218-237.
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    ABSTRACT: This article presents an analysis of data from a police integrity measurement survey administered to 107 top-level Eritrean police officers. Respondents were asked for their opinions regarding the seriousness of police misconduct, disciplinary action recommended, and their willingness to report fellow police officers engaged in such misconduct. The surveyed police officers considered some types of misconduct (e.g. off-duty work and accepting gifts) to be significantly less serious than others (e.g. opportunistic thefts from crime scenes and bribery). The findings suggest that the greater the seriousness of the offence, the more likely the officers were to recommend more severe disciplinary action. The survey evidence also indicates that, for six of the ten police misconduct cases, the majority of the respondents revealed they would report the misconduct, which suggests the police code of silence in the context of the Eritrean policing environment is weak.
    Organisational Transformation and Social Change 11/2013; 10(3):238-261.
  • 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: Sustainability is mainly used as a method or a description of environmental conservation. This article looks at sustainability in a teacher education programme. A forum for democratic dialogue among students contributed to changing a tense atmosphere and to improving the training programme, helping to develop social awareness in the student community and creating mutual responsibility for the existence of the programme. The interpretive analysis of this case study, based on discussions, interviews, and field journals, demonstrates some of the complexity in the relations that developed among the students and teachers who participated in the forum and highlights some of the resolutions that have been found. A self-study that followed the activity helped the professional development of the teachers. Despite changes in the personnel who have participated in the forum in its ten years of existence, the atmosphere of dialogue continues to flourish as students have assumed responsibility for keeping it alive.
    Organisational Transformation and Social Change 07/2013; 10(2):148-162.
  • [Show abstract] [Hide abstract]
    ABSTRACT: This article reports an adventure of collective creating in which learning psychology, sociology, professional learning, managerial and nature thinking came together and enriched the authors’ perspective on the methodology of practice-oriented research. It resulted in the manifestation of two base tunes and six ‘ecologically and transdisciplinarily inspired’ (ETI) research principles. The ETI perspective includes an ecological way of dealing with the social and physical research issues, which means holistic thinking and working and thinking in terms of connectedness. It also means that mono-disciplinary and interdisciplinary scientific and practical thinking need to be ‘transcended’ to deal with practitioner research issues. Other fundamental matters include dealing with wisdom, narratives, and the ecological fallacy; collectively and transdisciplinarily creating knowledge and improved practice with stakeholders, e.g. actors; and being cognitively inspired by nature.
    Organisational Transformation and Social Change 07/2013; 10(2):163-177.
  • [Show abstract] [Hide abstract]
    ABSTRACT: Every day, managers work to sustain the organizations wherein they work. In this article, the authors examine certain systemic boundary processes that are intrinsic to organizations and their sustainability. For readers of this journal, whose name points to the inherent connection between organizations and society, the authors present an argument that organizational boundary processes and their influence on organizational sustainability are important considerations for those of us interested in a viable future for our society. The importance of these processes for managers also is indicated.
    Organisational Transformation and Social Change 07/2013; 10(2):104-123.
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    ABSTRACT: This empirical research looks into the theoretical supposition that the social fabric can be shaped by educational technologies. It addresses the research question: how (and why) has the introduction of educational technologies into higher education institutions influenced the social configuration? This is answered through a qualitative case study of a Saudi state university, based on analysis of interviews, observations, and documents. Data analysis underpins the supposition of the study, demonstrating that the introduction of educational technologies into a university, for good or ill, deliberately or unintentionally, can engender changes in social structures, practices and relations. The recommendation for policy action, therefore, is that, given the technologically-shaped nature of society, the planning and development process of educational technologies should be more participatory, with all different categories of actors being involved and in turn able to express feelings, articulate needs, and negotiate interests. This process should be intended to arrive at a fuller understanding of these groups’ needs, thus overcoming what technologically constrains them and therefore ensuring that the technological shaping of society does not oppress the affected public.
    Organisational Transformation and Social Change 04/2013; 10(1):42-63.
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    ABSTRACT: Cultural changes in the ‘Bereshit’ factory have been influenced by the privatization process that has engulfed the majority of Israeli kibbutzim. In the wake of organizational difficulties and economic losses, the kibbutz management (the factory owner) appointed as factory manager someone from the outside to oversee changes, a person without commitment to current factory workers who were kibbutz members as well. This change of management accelerated the inevitable processes of change: the collectivist culture that had previously favoured kibbutz members and assigned primary importance to them, evolved into a far more capitalistic one. Today the factory is managed along purely business lines that leave no room for any obligations toward individuals. Nevertheless, the new management has adopted a dual value system: on the one hand, it supports a materialist and capitalistic approach to the worker, but on the other it fosters the image of the factory as a ‘home’ that both preserves classic collectivist values and expects its workers to feel a primary and familial obligation to ‘Bereshit’. This duality is examined in light of Schwarz’s organizational culture model.
    Organisational Transformation and Social Change 04/2013; 10(1):21-41.
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    ABSTRACT: To work together in virtual teams has increasingly become a natural change in how organizations work. Due to demands from the environment, organizations have had to transform from traditional ways of working to becoming more flexible and adaptive. The aim of this article is to identify obstacles, problems, and presumptions in order to enable the virtual team to be successful. A project — The TIC-project — is described, and results from a study concerning collaboration and networking among companies within Technical Communication are presented. Results show that, to a great extent, experiences from networking are lacking. Furthermore, trust must be embedded in the teams, meaning that personal meetings must precede virtual meetings. Most interviewees declared a wish to collaborate despite being competitors. Finally, questions and topics for further research are presented.
    Organisational Transformation and Social Change 04/2013; 10(1):64-80.