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Leading organizational change
Abstract
Discusses the shift in focus of change management from change itself to the people facing change and the impact on the most powerful drivers of work behaviour: purpose, identity and mastery. Observes that leaders need to align these behaviours with organizational change by explaining the who, what, where, why and how of the change. Describes the change management cycle: understand the current situation, develop a change plan, enlist others to develop critical mass and track and stabilize results. Presents the “TRY” (test, recalibrate, yes) model to help change leaders’ resistance to change and lists what is needed in leaders to increase their ability to manage organizational change effectively.
... While effective change management through the frontline leadership level literature was lacking, the relational topic of change leadership was plentiful. Moran and Brightman (2001) explored the vital role of all leadership levels in successful organizational change. Change leadership is top-down and bottom-up to provide vision, encourage participation, and generate support (Moran & Brightman, 2001). ...
... Moran and Brightman (2001) explored the vital role of all leadership levels in successful organizational change. Change leadership is top-down and bottom-up to provide vision, encourage participation, and generate support (Moran & Brightman, 2001). Farahnak et al. (2020) tested transformational leadership and leadership attitudes toward organizational change when implementing evidence-based practices. ...
... Frontline supervisors and managers must motivate employees to look beyond self-interest and commit to organizational success (Luu & Phan, 2020). Ultimately, leading change is a shared responsibility for the leader and employees, and if either is unprepared or closed to the change effort, the change will fail (Moran & Brightman, 2001). Prosci (2019) and McCloskey (2009) identified four categories (solutions, Figure 1) that organized the 31 practices provided in Round 1 of the study's survey, with the practices pulled from change management literature. ...
Frontline supervisors impact organizational change. Supervisors who anticipate and address the root causes behind change resistance can increase employee change adoption. This modified Delphi project asked 15 change management expert panelists to respond to a 4-round survey process. The project aimed to learn how frontline supervisors can best motivate and encourage their employees to embrace change. The experts analyzed 31 original change management practices from previous literature and distilled those into 10 new practices they agreed would assist their frontline employees in adapting to and accepting change. The practices included: Understanding the change before communicating it to employees, providing a simple reason for the change, using real stories and examples to present the change, describing the change in a favorable light, providing clear and simple tasks and goals for the change, listening to employee feedback about the change, allowing employees autonomy respecting the change, openly praising employees for adopting the change, communicating legitimate employee concerns to upper management about the change, and discussing change challenges with other frontline colleagues. The study culminated with a new framework for frontline change management.
... Change management is the process of continually renewing a company's direction, capabilities and structure in order to serve the changing needs of internal and external customers (Moran &Brightman, 2001). Burnes (2004 commented that it has become the accepted view that, for society at large, the magnitude, speed, unpredictability and impact of change are greater than ever before. ...
... This implies that due to change in organizational plans and policies, the performance of employees have improved. Based on the data from the above table, thirty three (33) respondents which constitute fifty seven percent (57%) agreed to a very great extent that there is improvement in the skills of employees due to organizational change, eleven (11) respondents which constitute nineteen percent (19%) agreed to a great extent, six (6) respondents which constitute ten percent (10%) agreed to a moderate extent, five (5) respondents which constitute nine percent (9%) agreed to a little extent and three (3) respondents which constitute five percent (5%) not at all agree that there is improvement in the skills of employees due to organizational change. This means, due to organizational change, there has been improvement in the skills of employees. ...
The central focus of this study was to ascertain business sustainability through change management within the banking industry in Sierra Leone. Rokel Commercial Bank, like other banks, has undergone and is currently undergoing a series of significant changes, mainly due to competition, continuous value addition, and an emphasis on customer satisfaction and profitability.
Present trends show a sense of urgency on the part of the bank to revitalise a system that is able to provide sustainable banking services. This means employees are expected to adjust their thinking and practices to respond to the changing needs and expectations of customers.
The study spanned approximately 5 years, and the data was gathered from 58 employees who were randomly selected from a population of 100 to provide answers with the aid of questionnaires and interviews, while descriptive tools were applied for data analysis.
Findings revealed that there is a positive relationship between Change Management and organisational sustainability at RCB.
These understandings help employees accept, facilitate, and support the change, making it become lasting and also improving employee performance and sustainability.
This study recommended that the guiding principles for change programs should be undertaken by a strong team that adopts a flexible change management technique.
Keywords: Sustainability, Business Sustainability, Change, Change Management, Performance
... Exploring such an asset to its full potential will help integrate and utilise the required qualities. Effective change management contributes by helping corporates shape and reshape continuously by focusing on the "organisation's direction, structure, and capabilities to serve the ever-changing needs of external and internal customers" (Moran & Brightman, 2001). ...
Effective change management creates value for firms prepared to respond to market challenges robustly and forthrightly to gain competitive advantage. This study identifies the role of effective change management in promoting the capabilities of firms to remain sustainable and resilient amid economic crises. After engaging with the concept of crises and change management, this study analyses the banking sector in Angola with a particular focus on commercial banks. The financial statements of banks were scrutinised over the period between 2013 and 2023 with a view to determine the Sustainable Growth Rate (SGR), which is considered an indicator of sustainability and resilience. Only four banks managed to successfully navigate through the roller-coaster period of crisis with a positive SGR throughout the period of analysis. This case study attempts to bridge theories and praxis to inform both scholars and practitioners. The study concludes by identifying four important contributions and suggesting opportunities for further research and application.
... Change management, as a multidisciplinary field, concentrates on processes, tools and strategies whose general aim is to navigate organizational change. Its essence lies in the continuous renewal of an organization's direction, structure and capabilities to meet the changing needs of both external and internal stakeholders (Moran and Brightman, 2001). The increasing importance of change and innovation in daily business operations further accentuates the need for innovative solutions encapsulated within the concept of change management (Pop et al., 2023). ...
Purpose
This paper aims to present a systematic literature review of 176 studies relating to change management in the context of process optimization and to investigate how companies effectively use change management to optimize processes across different industrial sectors.
Design/methodology/approach
Descriptive statistics are used to represent patterns, trends and correlations between change management strategies, research methods applied for processes optimization and industry field. A comprehensive analysis of the papers’ keywords, crossed with research methods and industrial sectors, allowed us to substantiate the results in analytic terms. For some selected studies, chosen on the basis of their significance to the research field, the contents were mapped and discussed in detail.
Findings
This study provides numerous insights into the various applications of change management across different industry fields. In general, change management appears to be no longer a theoretical discipline, showing instead practical relevance, which is reflected in testing theories through case studies and real implementations. The review emphasizes the need for careful and systemic planning by companies, effective communication, employee involvement and supportive organizational culture. These factors are crucial for enhancing process efficiency and employee acceptance of change. Digital technologies also prove to be valuable support for change management during process optimization.
Originality/value
The innovative contribution of this paper consists of the joint perspective taken when looking at process optimization and the application of change management strategies. Such a perspective favors an in-depth examination of the interactions between the two aspects and provides more comprehensive results compared to the existing literature.
... It also requires personal changes and knowledge that improve awareness and identity and play a key role in a person's interaction with the living environment. At the same time, it is important to remember that all human behavior should be aligned with organizational change, the process of continuously updating the organization's direction, structure, and capabilities to meet ever-changing needs (Moran, 2001). We consider the field of organizational change management as a special case of changes in a person's living environment, where the transition from one state to another is the manifestation of new properties, functions, and relationships in this process (Aldrich, 2006). ...
The exponential growth of technology contrasts with the slower linear relationships of organizational growth. In the face of constant changes in the world, it is important to understand whether an organization is ready to implement innovative ideas, since otherwise this will not increase its creativity and competitiveness. However, many organizations today are exactly the same as they were in the previous days. This situation mainly concerns the practice of interaction and change management. This means that the organization must be able to realize its potential at the same speed as new opportunities appear in the world. This empirical study is aimed at managing change in an organization, as well as addressing the question of how to act so that the implemented changes are comfortable, appropriate, useful and take root; how to ensure that a smart idea is executed well and ultimately delivers value. The real situation is researched from an observational point of view. An empirical model for managing organizational change in conditions of intense changes in the eco-environment and human nature itself is presented.
... Because of the importance of change in organizations, an Organizational Change Management (COM) theory has emerged in the literature. According to Moran and Brightman (2000), OCM is defined as a process in which actions are taken to ensure the continuous renewal of various organizational aspects (e.g., capabilities, direction, structure) to deal with changes related to internal and external stakeholder demands, as pointed by Oliveira Neto et al. (2015). ...
This study conducts a systematic literature review to investigate the state of the art of Cleaner Production (CP) across various dimensions. First, we categorize and discuss CP practices within distinct domains, including Product Change, Change Input Materials, Technology Change, Reuse Material On‐site, and Improved Housekeeping. Subsequentially, we map and analyze the phases of CP implementation – including the planning, pre‐assessment, assessment, and implementation options – underscoring the pivotal role of senior management commitment, multidisciplinary teams, and employee training. Lastly, we delve into multiple facets of CP evaluation, covering corporate governance, measurement of CP practices, benefits of CP implementation, evaluation of CP projects, and the instruments employed. We also pinpoint contradictions and research gaps in the field and propose diverse avenues for future research. This research makes significant contributions by synthesizing, integrating and discussing existing CP categories, highlighting trends and gaps in the literature, and offering practical insights to industry practitioners, policymakers, and organizations.
... As determined by the literature review, change management is a process of continuously renewing a direction and structure and adjusting for internal and external clients (Moran & Brightman, 2001;Yin et al., 2022). Todnem (2005) asserted that in the change management literature, there was a general consensus regarding two aspects. ...
The paper deals with the issue of engineering change management (ECM). ECM has received much less attention in the literature than general change management. Moreover, due to their specifics (complexity and multifaceted nature), hitherto developed ECM models are difficult to implement in companies. The paper aims to develop a simplified, universal, and hence easily applicable model of ECM. We based our assumptions on a case study of a manufacturing company with low-volume production, representing a high-mix type, posing the following research question: how to improve the ECM process to make it simpler and more quickly adaptable in companies with the analyzed type of production when compared to the existing models? To answer this question, an exploratory qualitative study was conducted in late 2021/early 2022 using in-depth personal interviews. The research sample included 31 employees involved in ECM processes. Conventional qualitative content analysis was the primary technique for analyzing and interpreting the data. The study identified gaps and bottlenecks in the existing ECM model. On this basis, a proposal for a new ECM model was developed, distinguished by its simplicity and versatility (it can be implemented in companies operating in various industries). Particular emphasis was placed on ensuring the flow of information and circulation of technical documentation between the departments involved and clarifying the role of the change administrator. The paper sheds new light on how to implement engineering changes in organizations and has considerable application value.
... In this work, the latter understanding of change is used. Nevertheless, both levels of change are highly related and can often be handled by the same or similar measures, since managing change is about managing people as the core activators of workplace performance (Moran and Brightman 2000). Motivation, including the elimination of the aforementioned possible resistances, is a prerequisite for successful change. ...
Data science and artificial intelligence have passed the stage of innovative trends. The applications in practice increase with every year with enterprises of all industry sectors creating new solutions utilising their data. However, there is much to learn for the enterprises, especially for those new to the implementation of information technology and data-based projects. Data science process models can assist in structuring such projects by giving ideal-typical project structures and assist with the provision of explanations, best practices, and concrete tools. One aspect which is rarely covered by data science process models is the utilisation of the results beyond their technical integration. This includes the risk of failing in operation due to missed requirements regarding affected employees or organisational aspects of the enterprises, especially their business processes. This paper provides an overview of relevant aspects for the integration of new data-based solutions into practice, i. e. the socio-technical system environment of the enterprise. Bridges to different project phases and results are shown to derive measures for integration. In addition, common tools for handling the arising challenges and tasks are listed and briefly discussed.
... Effective CM requires addressing human factors and implementing strategies to navigate necessary changes. It involves ongoing revitalization of direction, structure, and capabilities to meet evolving needs (Moran, 2001). Change management is crucial in today's dynamic environment, and organizations must consider organizational structure and change as intertwined elements (Burnes, 2004). ...
This research examines the impact of change management on employee engagement in the Restaurant Industry of Hyderabad, Pakistan, using Kurt Lewin's Model. Factors influencing engagement, such as self-efficacy, work-life balance, and internal communication, are investigated. The study highlights the importance of change management in fostering employee engagement and provides guidance for organizations in the sector. To enhance change management in the Restaurant industry, involve employees, establish effective communication, align tasks and workload, conduct motivational sessions, and foster belief in capabilities. These actions lead to smoother transitions and improved performance. The findings contribute to a better understanding of the relationship between change management and employee engagement in this specific industry, enabling organizations to devise strategies for enhancing engagement during periods of change.
... Organisational change occasionally happened involuntarily or can be introduced as a way in which the organisation can function more effectively by utilising new technologies and resources. Moran and Brightman (2001) proclaim that there are several common characteristics of leaders who most successfully help people and organisations to manage change, these are: (1) The leaders consider change in terms of results for the organisation as a whole as well as the effect on the individual. (2) Encourage a condition where people are able to share the change. ...
p>The survival of an organisation is not only depends on continuous change to encounter the rapid shifting in marketplace and organisational alliances, but also to adjust their operational process. This study examines the role of the leader in the process of leading and managing organisational change, with some parts focused on higher education institutions. The critical function of higher education institutions has been changed to a more pragmatic role. In terms of the provision of qualified manpower and the production of knowledge, universities have changed their previous role not only to serve society, but also more focus on supporting the economy and promoting the quality of life of its citizens. The main role of the higher institution leader in this situation is as mediator between policy and practice. They have responsibilities for preparing all requirements for academic work and ensuring that their institution can perform as a public institution and an academic organisation. In conclusion, organisational change is an inevitable process in contemporary organisations, including higher education institutions. The leaders should create and share vision, develop a strong partnership from those who can contribute to change, improve competence, and reinforce new structure and culture which appropriate to the new environment, by encouraging motivation, communication, participation, empowerment and commitment.</p
... Change management is important in universities as it is important in all organizations. Change management can be defined as the process to encourage continuous learning and the capability to meet the changing needs of stakeholders (Moran and Brightman, 2001). ...
The current survey study was designed to explore the mental health status, reactions, concerns, and expectations of university students during the COVID-19 pandemic, and the potential relationships between mental health and their reactions and macroeconomic expectations. The results show that the student's mental health worsened during Covid-19 which accelerated their pessimism, causing a decline in their academic success and purchases, and causing an increase in their negative expectations about macroeconomic indicators. The results also show that concerns about the economy, financial situation, and future are associated with mental deterioration. The analysis reveals that the most prevalent concern among the students is anxiety about the future. Moreover, gender, educational level, and income level also significantly impact the reactions and the macroeconomic expectations of the students.
... Due to the impact of change in organizational life, organizational change has become a pivotal managerial skill (Blackwood, 2016;Hood & Wilson, 2001). Change management helps adaptation to the everchanging external or internal needs (Moran & Brightman, 2001). ...
The current review overview attempts to create order in the overall fragmented scenario regarding output on organizational change management. Grounded on 39 selected reviews out of 113 identified, the manuscript creates a theoretical summary of knowledge and allows change determinants to emerge. Whereas the existing literature refers to a theory or an implementation model and then introduces the analysis of several patchy variables, the proposed organizational change taxonomy refines well-established models by introducing the study of nine thematic groups containing a total of 41 variables. The strategic and behavioral change variables are classified according to the role (antecedent, moderator, mediator, outcome), the direction (positive, negative) and level (micro, meso, macro) of the change phenomenon. This summary clarifying change characteristics and intrinsic complexity suggests directions for future empirical studies and practical tools for managers to design organizational change management architecture with implementation success.
MAD statement
Since research on change management proceeds at a dizzying pace, it is useful to periodically take stock of the situation on the state of the art. This review provides an updated overview on the current organizational change management scenario. While the manuscript presents a renewed framework, it also suggests a research agenda with new possible ways to further study the field.
... Change management is about serving customers' needs by renewing organizational structures, capabilities, and direction [68]. Furthermore, in order to innovate the value proposition, it needs to create new solutions for clients and offers through new channels [63]. ...
Digital transformation is inevitable in today's business world. Applying digital technologies in business processes creates innovative value propositions but causes substantial changes to the organization. The main objective of our research is to understand how technology and change management affect value proposition innovation of organizations. This article introduced a model that explains value proposition innovation in Iranian companies considering three essential factors of technology, change management, and environment (industry pressure and government regulation). We evaluated our model based on the data gathered by 220 organizational leaders from different Iranian organizations, and statistically validated our model. The results showed that technology and change management significantly impact value proposition innovation. Additionally, environment has a substantial effect on change management and technology.
... CM can be defined as a process of continuous renewal of firms' capabilities, structures, and directions (Moran & Brightman, 2001). This subsection focuses on CM's role in integrating LM with I4.0. ...
This paper explores the prevalent themes for integrating Industry 4.0 and Lean Management to provide a red thread concerning 'what' and 'how' to execute their integration. Furthermore, gaps in current literature are identified, and an agenda for future research is developed. The research is based on a systematic literature review of 111 papers that were published in academic journals between 2015 and 2021. In contrast to previous reviews, we focus on constituting elements of Lean Management and Industry 4.0 to offer a perspective closely related to practical implementations. The findings suggest Total Productive Maintenance as one exemplary constituting element representing the 'what' level and Change Management as a discipline with answers concerning the 'how' level. The paper offers a holistic view for practitioners facing the need for an integrated implementation of Industry 4.0 and Lean Management. Prevalent themes can be included in organisational transformation efforts to increase success rates in change projects. Deriving gaps in the current literature and developing an agenda for future research focused on operational concepts offers possibilities for further research with high practical relevance.
... The term change management can be understood as a continuous process of renewal to align the capabilities and structure of an organization. The objectives of change management are based on both internal and external customers of the company and the constantly changing requirements of the company [29]. The process of change and the associated changes are omnipresent in current organizations, which can also be foreseen further in the future [2]. ...
Due to the pandemic, teaching formats had to be transformed from analog to digital within a very short time. Many teachers and students had not enough time to meet these changes in an organized way. In this study, we examine, how an agile change process can be designed in the university sector according to the change management guidelines. First, the implementation of the agile change process according to Scrum will be described. Then, the requirements for an agile process model based on the students’ viewpoint will be evaluated at a German University. In total, 1300 students participated in an online survey with open and closed questions from 5/15/2020 till 5/22/2020 at the University of Osnabrück. We distinguish between novice (first and second semester) and advanced (third and higher semester) students. A total of 779 statements from open questions were available for further evaluation. The content analysis results in 48 items and eight dimensions. These items represent requirements from students’ viewpoint. The dimension communication offers the greatest potential for improvement in digital teaching. In future contributions, activities should be developed to implement the collected requirements in an agile framework with relevant recommendations for action.
... Adopting a change management perspective (Cameron and Green 2004) allowed us to focus on factors under the control of leaders who are managing reform at the organisational level and which affect successful introduction of change at the team and individual level. Change management requires iterative cycles, reviewing the goals of an organisation, its structure and capabilities for reaching those goals, in relation to internal and external stakeholders' needs (Moran and Brightman 2001). Organisational readiness for change requires that stakeholders believe: that they are capable of implementing the changes; that the changes are appropriate and useful; that there is commitment amongst leaders for that change; and that the change benefits all members (Holt et al. 2007). ...
The purpose of this systematic literature review of empirical studies was to analyse the results of 20 years of research, related to education reform, to identify factors that support or hinder change efforts. An electronic search identified a total of 160 relevant primary studies published between 2000 and 2020 that were included in the review. Whilst recognising that change processes are not linear, this paper reports factors (possibilities and constraints) that are reported in the literature as change is planned for and introduced into schools. The review suggests that, to heighten the success of change initiatives at the initial stage, those designing and mandating the changes need to consider six overarching factors: coordination of the reform; coherence between goals, strategies and professional learning and the vision and needs of the school; connection between the new reform and ongoing changes occurring across schools; flexibility of the reform to address different needs between schools and within schools; fit with sociocultural factors found in each school context; and construction of school leadership capacity to manage change.
... Change management is defined as "the process of continually renewing an organisation's direction, structure, and capabilities to serve the ever-changing needs of external and internal customers" (Moran and Brightman, 2001). Knowing what changes need to be made and how to make them would appear to be key aspects for organisational change, in addition to knowing that it requires certain routines (Luecke, 2003). ...
Purpose
The purpose of the paper is to present a service design (SD)-based methodology developed to help small and medium enterprises (SMEs) undertake organisational change.
Design/methodology/approach
This research used the design science research methodology, which enabled the creation of the Service Design for Organisational Change (SD4OCh) methodology. A real case study of a small service company specialised in neuropsychological disorders was used for the definition and validation of SD4OCh.
Findings
The main outcome of this study is the SD4OCh methodology, which is based on three key stages: diagnosis (knowing where to begin by detecting the organisation's strengths and weaknesses), innovation (improving the structure/processes and designing/redesigning services by employing a customer-centric approach), and implementation (enabling the definition of the route towards organisational change). There is also a transversal evaluation stage, which quantifies the organisational changes.
Research limitations/implications
This study adds valuable knowledge to the service science research field and contributes to the awareness of the usefulness of SD theory within companies, especially those which are small and medium-sized, since those companies lack the tools and methods required to tackle organisational change, signifying that the challenges the companies confront are different to those of larger companies.
Originality/value
Although this is a SD-based research, the SD4OCh methodology was developed in order to enable companies to make holistic changes, namely, to innovate their services, structure, and processes, thus supporting and guiding organisational change.
... Change management has been described as the process of continually renewing an organization's direction, structure, and capabilities to serve the ever-changing needs of external and internal customers (Moran and Brightman 2001). It is concerned with the internal administration and implementation of structural change or restructuring (Ali & Anwar 2021). ...
In 2018, the University of Ghana Library System (UGLS) experienced an unprecedented rotation of staff within its main library and satellite libraries. The changes were long overdue as the regular rotation of staff by the Human Resource and Organisational Development Directorate (HRODD) somehow, never affected library personnel. Fifty (50) Junior and senior library staff who had been in one position for more than a decade were rotated within the UGLS. This paper reflects on how the change was achieved, the pre-and post-interviews of staff involved, and lessons learned one year later. Findings emphasize the value of communication, the structured process and transparency to make the change easier and implementation smoother. The paper concludes that regular rotation of staff and the management of such change are significant for the development of the UGLS and for the university as a whole. Recommendations for libraries in Ghana and in Africa embarking on similar staff rotation are captured in the paper.
... There is a large body of literature from several disciplines about change management and what makes it succeed (Teczke et al., 2017). Change management is defined as the process of continually renewing an organization's direction, structure, and capabilities to serve the ever-changing needs of external and internal customers (Moran and Brightman, 2001). Harrison and Pitt (1984) argued that change encompasses both structure and power. ...
Every organization operates in dynamic and volatile environment and for this reason organizations should adopt the approaches to managing change. This conceptual study presents the tools for managing changes in the organization. The findings of this study offer a number of practical implications. It is expected to increase our understanding about the change management process in organizational context and this study will be of value to the academic researchers and practitioners. The study may be equally useful to the entrepreneurs who are engaged in initiating their new businesses.
... The omnipresence of change and challenges with its implementation, highlight the importance of change management (By, 2005), defined by Moran and Brightman (2001) as 'the process of continually renewing an organization's direction, structure, and capabilities to serve the ever-changing needs of external and internal customers' (p.111). Much research into change management focuses on designing the perfect change implementation template or process (e.g. ...
Public sector effectiveness necessitates planned change; however, many initiatives fail. For planned change to be successful, employees’ mental models need to be amended to support new behaviours. One mechanism to achieve this is employee performance conversations, which can elicit behavioural change through introducing new ideas to an individual’s reality. However, many conversations fail to create shared understandings of the need for change. Ford and Ford's [The role of conversations in producing intentional change in organizations. Academy of Management Review, 20(3), 541–570] typology identifies different conversational forms to create the shared understandings required to enact change. This paper reflects on the learnings from a management development intervention based upon Ford and Ford’s typology where managers applied the conversational forms to initiate mental model amendment, thereby enabling planned change. Analysis of qualitative data collected during the intervention suggests that using different types of conversations in a structured manner enabled shared understandings regarding why change was required and what success looked like. Managers recognized that slowing down the conversational process led to more effective mental model amendment, facilitating behavioural change. The paper demonstrates how different conversational forms enable leaders to discuss a planned change from an individual and organizational perspective and elicit mental model amendment to realize change.
MAD statement
This paper explores a new approach to undertaking employee performance management to enable organizational change. The paper applies Ford and Ford’s (1995) conversational typology as a practice model for developing the conversational competencies of managers and leaders. The paper highlights the importance of taking account of employees’ and managers’ different mental models in order to enable planned change. It argues that it is not more conversations that is needed, but instead the capacity to recognize and utilize different conversational forms to realize mental model amendment to elicit behavioural change and thus achieve change. The paper outlines an intervention that applies this new approach to employee performance management training.
... What is desired in organizational change is to optimize activities or increase revenues in order to improve and sustain things (Wheatley, 2015). There are several factors that make organizations work satisfactorily. ...
Starting from ancient times, philosophers in human history have
made intense efforts to define the phenomenon of "change". But the ancient
Greeks argued that tampering with the basic structure and character of
beings or phenomena was a bad thing that could result in disaster.
However, in modern Western culture, the phenomenon of "change" has
been handled as a more flexible concept and has been perceived as a mean
of ending one's destiny (Kanter, Stein & Jick, 1992: 10).
Although the causes of changes, which are an inevitable fact of
life, are outside of our sphere of influence, their results cause us to change
at an individual or organizational level. Economic conditions, social
institutions, political mechanisms, organizational environment,
competitors, preferences and expectations of individuals are constantly
changing. Changes affect technological, economic and political life, and
organizational structures and management mentalities are also changing.
According to the system approach, organizations, which are open systems
as a product of the environment they are in, are affected not only by their
own internal dynamics, but also by the changes in various fields in their
external environment with globalization. In this sense, the sustainability of
organizations in a chaotic and volatile competitive environment has
become dependent on their ability to gain competitive advantage and adapt
to the changes in economic, political, socio-cultural and technological
fields that occur both on a macro and micro levels.
Until the industrial revolution, the change phenomenon, which had
a slower effect on individuals, societies and institutions due to the low
momentum of change dynamics, gained a more dynamic structure and
quality with the industrial revolution, and in the 1990s, it gained increasing
importance with the effect of the development in information technologies.
After this period many factors such as; increasing globalization and
increasing competition, gaining importance of international and regional
integrations, new technological inventions, establishing international standards, understanding the importance of human resources, raising
awareness of consumers and changing expectations, increasing the
importance of information have led to significant changes both in
management styles and corporate structures, operations and in processes.
Organizations are directly affected by the social, cultural,
economic and administrative changes that occur in their environment.
Organizations that want to survive have to anticipate the changes occurring
in their environment beforehand and take necessary precautions to prevent
their external environment from being a threat and danger. Variables such
as why, how, when, or why and how not, triggered or prevented
organizational change have been the subject of various studies. The
dominant approach in theories explaining organizational change in the
literature is the classification or ordering of the elements subject to change,
the definition of hierarchical structures between the concepts, the
generalization of the approach and its presentation as applicable to the
whole. This classification/sorting method emerges as the most natural form
of the functioning of the human mindset (Cohen & Lefebvre, 2005: 2). It
is noteworthy that methods and techniques such as total quality
management, change engineering, strategic cooperation, downsizing, lean
organizations have started to dominate organizational structures and
processes in the adaptation of organizations to the changing environment.
All these concepts, methods and techniques emerge as a result of
developments and changes in environmental elements and reveal the set of
managerial and organizational obligations required to create a qualified
business environment (Naktiyok, 2000: 207).
Increasing and accelerating changes in the 21st century have led
organizations which are in constant interaction with their environment,
creating outputs by taking inputs from their environment and which have
dynamic and open systems, to seek appropriate methods and strategies to
maintain their existence and realize their organizational change and
development by keeping up with the changes in their environment. The
inability of organizations which are in a constant relationship with their
environment, to meet the need for change and remain stagnant, leads to
dissolution and end (entropy) in the organization. (Koçel, 2011). In the
organizational context, change refers to the process that an organization
goes through to become more efficient, more economical, more
competitively and more qualified products and services in a shorter time.
The vision and goals adopted by the members of the organization and
especially by the managers have a significant effect on the change efforts
of the organizations. The main purpose of this effort is to bring the
organization to a higher performance level by working more effectively
and efficiently. Today, it has become more important than the necessity of
change, how to achieve it, in other words how to manage the change process. Change management has been a subject of research in the field of
management since the second half of the 20th century. However, it has
gained momentum since the 1980s, when all economic, political and social
institutions entered a period of rapid change. Organizations that previously
thought only on a regional and national scale have come to take
international developments into account with globalization. Developments
in communication technologies have expanded the areas of communication
and increased economic, political, social and cultural interaction. This
process not only affected the individual and social sphere, but also the
management culture. Because traditional management approaches are slow
and cumbersome, far from participation and flexibility, and are centralized,
they have been insufficient to meet the increasing and diverse social needs.
The developments in the political, economic and administrative fields have
brought the existing political, social and economic institutions, processes,
mechanisms and relations to be redefined and restructured.
Change has become a standard business practice of organizations
as long-term goals need to be renewed continuously in today’s competitive,
turbulent and multivariate socio-economic organization environment. In
this chapter, which also takes this reality into consideration, the concepts
of change and organizational change will be discussed with a managerial
approach and strategic organizational change management will be
explained in a conceptual framework. Therefore, the purpose of this
chapter is to provide an overview of the managerial impact of strategic
management on organizational change. The issues of change, change
management, organizational change, strategic organizational change
management are explained in a conceptual framework within the scope of
the literature review in this theoretical research type of study. Finally, the
discussion about strategic organizational change will be concluded by
making suggestions on how to manage strategic organizational change
more effectively to identify the impact of change on organizations and thus
the critical determinants of organizational success and failure that are
important in avoiding potential pitfalls.
... Organisations have to be prepared for major transitions and find effective ways to adapt to such changes because the 'CE must be understood as a fundamental systemic [innovation] instead of a bit of twisting the status quo' [1,4]. Therefore, the concept and implementation of change management (CM), which is 'the process of continually renewing an organisation's direction, structure, and capabilities' [5], will be essential to survive in this transformative period of time. Due to the large scope of the transformation, the transition towards a CE requires a 'larger portion of change management than previous developments' [1]. ...
For the transition towards a circular economy (CE), organisations have to be prepared to adapt to major changes. Thus, the concept and implementation of change management (CM) will be essential to an organisation’s success during this transformative period. Studies have shown that organisational CE barriers were more significant than individual CE barriers. To overcome such obstacles, the most appropriate set of managerial practices should be carefully considered. These barriers also have the potential to influence the agricultural sector, which seeks to adopt more sustainable ways of production. The goal of this paper is to propose a solution framework based on CM strategies to overcome organisational challenges posed by a CE, especially for agribusinesses. To accomplish this objectively, a systematic literature review and a content analysis were conducted. The common errors in CM within the implementation process and the main CE barriers were identified and classified. An in-depth analysis of the issue’s roots led to a solid understanding of how to tackle such CM problems. This paper presents an overview of organisational CE barriers verified in the agricultural context, the common errors in CM, and the correlation between these findings. The two areas were then combined in a matrix that shows the connection between common errors in CM errors and CE barriers. Based on this result, a solution framework called 3CE2CE was developed that provides a step-by-step guide on how organisations can successfully undergo transformation processes towards a CE with the principles of CM.
This research aims to understand how organizations define, understand, and interpret change management in Pakistan. The research explores how organizations are managing change and what are the major factors that can play an important role in implementing and managing change. In today's world, organizations must embrace change to remain competitive. Therefore, change management becomes an essential strategy for better implementing a change initiative. For the implementation and management of change, organizations usually come across different problems and unexpected circumstances which is one of the biggest challenges. Organizational development is a continuing and systematic procedure of executing effective organizational change. In this modern era, social, economic, and environmental changes are occurring rapidly, due to which some organizations are growing speedily, and some are gone; therefore, the main intention of the study is to highlight the management of change in Pakistan. In this paper, we have used qualitative research methodology to investigate change management. We have selected the banking sector. The tools used for this qualitative research were in-depth interviews and focus group discussions. Thematic analysis was used to analyze the data. In this study, we can infer from the data that large organizations like the case study organization understand the importance of change, and they are adapting and managing change efficiently. The findings of the study conclude that, in Pakistan, the case study organization is more toward dialogic change as compared to diagnostic change. Further, it focuses on individual change to change their mindsets, which will lead to organizational change by changing its culture. This study recognizes that the case study organization of Pakistan is also on the path of continuous change.
Change is an inevitable but difficult aspect of a growing business. Change management models are concepts, theories, methodologies, and strategies that provide an in-depth approach to organizational change. Change management strategies in Asia must take into account the unique cultural, economic, and political factors that exist in the region. Asia is a diverse region with many different cultures, languages, and traditions. It is important to understand these cultural differences in order to develop effective change management strategies. Understanding the basic principles of Asian change management models and frameworks enables organizations to draw on best practices, tactics, and strategies that they can rely on when facilitating change projects. Relying on the foundations of these change models allows organizations to develop more effective, strategic, and contextual change initiatives. There are a variety of established models available today. The challenge is to find the most appropriate change model for the organization. In this study, Lewin’s change management model, the McKinsey 7-S model, ADKAR change management model, the Kubler-Ross change curve, Kotter’s 8-step theory, and Deming Cycle (PDCA) change models are designed to serve as compasses to ensure adoption of new processes and maximize return on investment for business process changes.
Le présent article expose la stratégie d'internationalisation du Centre d'étude et de coopération internationale (CECI) élaborée dans le contexte de la politique canadienne et des cadres normatifs internationaux qui appellent au renforcement et à l'autonomisation des écosystèmes. Les résultats de cette recherche partenariale, menée à l'aide d’une méthodologie mixte, révèlent les leviers et les bloquages organisationnels du CECI dans sa stratégie de transformation. Notre analyse, basée sur des auteur·ices des courants critiques de l'action humanitaire au sein des ONG, enrichit le modèle de Perlmutter en mettant en évidence les moments clés de transition lors de la mise en œuvre de la stratégie organisationnelle du CECI afin de décoloniser son réseau.
The present article outlines the internationalization strategy of the Center for International Studies and Cooperation (CECI) developed within the context of Canadian policy and international normative frameworks that call for the strengthening and empowerment of ecosystems. The results of this collaborative research, conducted using a mixed-methods methodology, reveal the organizational drivers and barriers within CECI’s transformation strategy. Our analysis, rooted in the work of critical humanitarian action authors within NGOs, enriches Permultter’s model by highlighting key transition moments during the implementation of CECI’s organizational strategy to decolonize its network.
The continuous changes in the business environment require transformation processes and innovation in organizational structures to maintain competitiveness. Innovation is required for future orientation and need an appropriate leadership style to be implemented in the company successfully. Various studies in the literature examine the topic of change models and the requirements for effective implementation of changes. Based on the constant change in the labor market, which is due to ongoing digitalization, the need for research of transformation, change-management and radical or disruptive innovation remains topical. A new challenge arises with a transformation in the entire company which affects all essential business processes. Because several levels are simultaneously affected by the transformation process, a more complex concept is required for the implementation than it could be found in the literature. There is a lack of empirical research in general for innovation-driven transformation processes and a missing connection to the implementation of radical or disruptive innovation in company. The aim of this paper is to investigate the need for new research in change theory. The focus is on the importance of innovation leadership for a radical or disruptive innovation change process, what is to be classified under a comprehensive transformation process in the company. In addition, the need for an innovation transformation model is established.
Secondary processes in hospitals are causing a major part of hospitals’ carbon footprint. At the same time, initiating change towards sustainability is more difficult in secondary processes than in other processes: Often, they are not under the complete control of hospitals and involve other actors, such as service providers or purchasing companies. The current research aims to shed light on factors influencing change in secondary processes at the example of hospitals in Germany. Building on a framework that distinguishes change factors on a micro-, meso- and macro-level, it is analysed which aspects are positively or negatively influencing change towards more sustainability. To this end, qualitative interviews with eleven experts from hospitals and service providers have been conducted and results have been assigned to the three levels of change. Results underline the importance of inter-organisational collaboration and the design of structures and processes to establish regular cooperation and coordination. They also show that business relationships between hospitals and service providers are rather cost-related than transformational. Sustainability offers the opportunity to modify existing roles and develop future-proof businesses. The paper contributes to existing research by focusing on multi-organisational perspectives. On a practical level, it supports hospitals in designing their change strategies and processes jointly and in collaboration with other parties that are part of secondary processes. Keywords: sustainable change, (inter-) organisational change, hospitals’ secondary processes
The COVID-19 pandemic has occasioned drastic and unprecedented changes in the wider environment and structure of work in Caribbean organisations. Business owners and managers have been forced to confront the need for internal restructuring and reconfiguration of their workforce; the demands, challenges, and constraints of remote and nonstandard working arrangements; mandatory vaccination agendas; and the assorted health and safety concerns and needs of their internal and external customers. These pandemic-induced changes and reactions within the organisational environment have been heavily documented across the globe; however, little is known about how Caribbean organisations in both private and public sector spaces have navigated the same. Against this background, this chapter first exposes the rapidly changing dynamics caused by the pandemic within the environment and structure of work, regionally and locally, and narrates the reactions and responses of management to these phenomena. More materially, the chapter advances the conceptual notion of ‘change hesitancy’ and explores how it fits within the general ambit of organisational change management theory and practice across diverse Caribbean workplaces and employment settings. The chapter uncovers how effective and culturally salient change management best practices can be in overcoming change hesitancy (and resistance to change) through the building and sustaining of robust and mutually rewarding communication practices, collaborative and participative arrangements, and trust in private and public sector workplaces in the Caribbean. “The Chapter also presents, at the end, a new framework for Change Management known as the ‘4-E Framework’, comprising educating, enabling, engaging and encouraging interventions/activities in change management exercises’.KeywordsOrganisational changeWorkplaceVaccine hesitancyManagementCommunicationTrust
Background
There is growing evidence that context mediates the effects of implementation interventions intended to increase healthcare professionals’ use of research evidence in clinical practice. However, conceptual clarity about what comprises context is elusive. The purpose of this study was to advance conceptual clarity on context by developing the Implementation in Context Framework, a meta-framework of the context domains, attributes and features that can facilitate or hinder healthcare professionals’ use of research evidence and the effectiveness of implementation interventions in clinical practice.
Methods
We conducted a meta-synthesis of data from three interrelated studies: (1) a concept analysis of published literature on context ( n = 70 studies), (2) a secondary analysis of healthcare professional interviews ( n = 145) examining context across 11 unique studies and (3) a descriptive qualitative study comprised of interviews with heath system stakeholders ( n = 39) in four countries to elicit their tacit knowledge on the attributes and features of context. A rigorous protocol was followed for the meta-synthesis, resulting in development of the Implementation in Context Framework. Following this meta-synthesis, the framework was further refined through feedback from experts in context and implementation science.
Results
In the Implementation in Context Framework, context is conceptualized in three levels: micro (individual), meso (organizational), and macro (external). The three levels are composed of six contextual domains: (1) actors (micro), (2) organizational climate and structures (meso), (3) organizational social behaviour (meso), (4) organizational response to change (meso), (5) organizational processes (meso) and (6) external influences (macro). These six domains contain 22 core attributes of context and 108 features that illustrate these attributes.
Conclusions
The Implementation in Context Framework is the only meta-framework of context available to guide implementation efforts of healthcare professionals. It provides a comprehensive and critically needed understanding of the context domains, attributes and features relevant to healthcare professionals’ use of research evidence in clinical practice. The Implementation in Context Framework can inform implementation intervention design and delivery to better interpret the effects of implementation interventions, and pragmatically guide implementation efforts that enhance evidence uptake and sustainability by healthcare professionals.
This chapter starts with a brief overview of change management theories and concepts. In the second part, we take a closer look at transformation processes related to digital solutions. Enabling concepts of transformation processes are introduced and discussed. Additionally, we briefly map out all papers of this book and describe the different topic clusters.
Higher Education Institutions (HEIs) are increasingly called to substantiate their impact on society in terms of inclusivity and social sustainability, as prioritized in the pursuit of the “Third Mission” (TM). Today, HEIs are confronted with the demand to ensure refugees’ inclusivity. However, how administrative and teaching staff enact such change within the organization to match the TM goals is under-investigated. This study explores the adoption of the European Qualification Passport for Refugees (EQPR) as an instrument for universities to pursue the TM in Italy. By adopting a theoretical sense-making approach, we find that the individual role of the staff in fostering organizational change depends on the adopted “emergent” approach to change and on internal factors, such as individual perceptions and experiences. This study contributes to the literature by showing contradictory aspects of the HEIs’ pursuit of the TM. It sheds light on the interplay between different dimensions and grounded processes of sense-making.
During an organizational change, the main objective of change management actions is to generate and sustain a change commitment among the change recipients in order to increase the probability of success. This chapter therefore aims to present the antecedents, dynamics, and consequences of organizational change at a psychological and relational level, in a complex, uncertain, ambiguous, and unprecedented context. It focuses in particular on the organizational, interpersonal, and individual factors that favor coping with a turbulent scenario. This chapter shows how to develop organizational reliability, foster knowledge sharing, and adopt appropriate leadership models. Finally, the purpose of the chapter is to highlight the individual factors that favor or, conversely, hinder organizational change.
Given the increasingly significant role of small and medium-sized enterprises (SMEs) in the global economy and the ever more competitive markets in which these companies operate, SMEs’ ability to adopt artificial intelligence (AI) technologies is of utmost importance. Due to constantly evolving social, environmental, and technological scenarios, the managers of these firms must increasingly focus on incorporating new tools such as AI into SME operations in order to enjoy their benefits. However, the subjectivity and complexity of this adaptation process makes integrated analyses of key factors challenging. The present study sought to develop a multi-criteria decision-support system that applies cognitive mapping and the decision-making trial and evaluation laboratory technique in a neutrosophic context. The main objective is to overcome the limitations of previous studies and models by structuring the decision problem and identifying and understanding which factors should be central to adaptation initiative analyses. A panel of experts in AI were recruited to facilitate the construction of an analysis system that takes into account indeterminacy in decision-making processes. The results were validated by both the panel members and project managers at COTEC Portugal—a leading think-and-action network that seeks to advance technology diffusion and business innovation cooperation. The proposed system’s practical implications and benefits are also analyzed.
The Pervasive Healthcare Information Provision (PHIP) is a concept that ensures patients are covered with healthcare services with the appropriate information provision together with the technical infrastructure when needed. Clinicians can obtain the real-time information by accessing the electronic patient record that supports decision-making in providing health services. PHIP aims to provide comprehensive healthcare services to its stakeholders covering the social and technical aspect. Information architecture is a high-level map of information requirements of an organisation that possesses business processes and information flows. Organisational semiotics, a fundamental theory for information and communication, helps in understanding the nature of information. It deals with information and information systems in a balanced way, taking account of both the physical space (when physical actions take place) and the information space (which are mainly characterised by information and communication using signs, symbols, and data). Information sharing among multi-stakeholders in decision-making is essential for pervasive healthcare. The information architecture can be reflected in information systems implementation such as Electronic Patient Record (EPR) and other forms. The aim of this chapter is to derive a conceptual model of information architecture for PHIP, including technological implementation via wireless technology. The information architecture serves as requirement engine that covers social and technical needs from both patients and clinicians. The contribution of this research is two fold: 1) establishing the theoretical perspective of information architecture, which serves as backbone to support PHIP, and 2) implementing PHIP via wireless technology and agent-based system.
Hotels have experienced competitive pressures, customer preferences and unpredictable economic changes on account of challenges linked to the pandemic. In view of these changes, the hotel industry has been forced to adopt new strategies, resulting in a diverge execution and performance, in order to stay afloat. This has necessitated hotel managers to indulge in innovative entrepreneurship decisions and new approaches to sustain their businesses. This chapter examines the innovative entrepreneurship environment in the Cyprus hotel industry. Consideration is given to managers’ ability, skills and ingenuity to operate during the hard times brought about by the pandemic. Research findings from semi-structured interviews with hotel managers reveal the use of soft and hard skills to bring about innovation. The selected hotels have been able to create organisational cultures that are atypical for Cyprus standards. In this respect, novel entrepreneurship practices have supported business optimisation during the economic crises.
Purpose
With today’s business faculty being tasked with making meaningful contributions to their community, corporate stakeholders, as well as in research and student learning, this makes faculty engagement and performance outputs key to metrics of college success. Therefore, the purpose of this paper is to understand how faculty engage in shared governance at the college level is important to ensure success of the college.
Design/methodology/approach
The authors searched for research that examined governance structures in colleges of business and found this has received scant attention. After reviewing the research examining university governance, the authors evaluate how faculty engage in shared governance at the college level.
Findings
The authors identify four categories of decision-making that often involve shared governance and outline different shared governance options for colleges of business, along with their pros and cons. The authors posit that the most appropriate governance approach for a college of business depends upon the college’s external environment, culture and other contextual dimensions. Finally, guidance for future research and practice, including considerations for changing governance, is provided.
Originality/value
How colleges of business operationalize their governance structures has received scant attention in the management literature.
تفاصيل برامج الدراسات العليا (الدكتوراه والماجستير والدبلوم العالي) في اقتصاد الالهام بعد اعتمادها من وزير التعليم العالي والبحث العلمي (السودان)
The various authors who contributed to this book shed light on a wide variety of facets of change. There is a consensus in the contributions that change affects every organization and needs to be dealt with pro-actively. The pace at which change is taking place has accelerated considerably over the past decades, driven by developments like convergence, digitization, and mediatization. However, industry surveys found that the majority of managers claimed to fail at bringing about change (75%; Stanleigh, 2008). This is a problem that has already existed for a long time. In this context, agility presents a viable concept and accounts for organizations' capabilities to embrance change in a fast-paced environment.
Innovations in the mining sector have the potential to address decreasing access to resources, lessen environmental impact, increase production and improve mineral recovery. One of the obstacles to implementing innovations in mining is organisational resistance to change. Existing innovation models do not explicitly articulate the role of people and how to engage them in the process of implementing innovations and often do not recognise the specific context of the innovation activity. The nature of mining makes innovation adoption difficult because it involves changes to the mining operation, which impact the value chain. We use a qualitative exploratory approach based on 25 interviews with highly experienced mining practitioners to understand how the innovation adoption process unfolded in that context. Using an abductive approach, we draw from the empirical data and insights from the innovation and change management literature to develop an actionable process model for innovation adoption in the context of mining. The study makes important contributions. It articulates and validates a three-phased process model of innovation adoption, which explicitly incorporates a focus on the people who are active agents in the innovation process. The model is contextualised to mining in terms of language, practices, nature of the business and nature of innovation in that business.
In recent years, the information and communication technology (ICT) sector has recorded rapid growth and development and is the driving force of the Croatian economy. At the same time, this sector is characterized by fast and dynamic changes which in the demanding business environment requires an immediate and adequate response, so the question of how organizational changes affect change management in ICT sector in the Republic of Croatia arises. To answer this question, empirical research was conducted. The research sample is structured according to data collected from 103 experts in Croatian ICT sector. It offers sufficient elements to establish a quality methodological framework to monitor the impact of organizational change on change management in this sector. This empirical research offered evidence on the possibility of using the ADKAR model of change management in analysis of need for change, implementation, and monitoring of the course of change in ICT organizations. The research results point to the conclusion that organizational change presented through ADKAR model has an impact on change management and is of key importance for ICT organizations. This paper contributes to a better understanding of organizational change and its significance for change management in Croatian ICT organizations.
This chapter discusses solutions for building relational ‘organizational intelligence’ and
the use of the latter in effecting change. The era of Industry 4.0 (aka Smart World) involves
specific priorities concerning what changes are needed and how they should be effected.
Organizations used to be viewed as compilations of tasks, products, employees, profit centers
and processes. Today, they are increasingly seen as intelligent systems designed to manage
knowledge in a relational setting. Multiple techniques and solutions have been proposed for
attaining Industry 4.0 priorities, often causing confusion rather than helping to deliver results.
This chapter develops a framework for a systematic analysis of organizational intelligence
and its application. Due to the multifaceted nature of the issue, the study includes a method
for monitoring factors that stimulates organizational intelligence, factors such as new,
disruptive technologies. The framework helps improve change processes leading to
implementing relational strategies.
Keywords: Organizational Intelligence, Industry 4.0, Technology, Relational Strategies,
Organizational Change
Initiatives to implement interprofessional simulation education programs (ISEP) often fail due to lack of support, resources from management or proper integration into the organization system. This paper aims to identify factors that ensure the successful implementation of an ISEP. Further, the study explores the potential effects an ISEP can have on organizational processes and culture. The case study describes the implementation process of an ISEP in a non-academic community hospital using interviews, participative observations and archival data over six years. A thematic approach has been used to analyze the data guided by Kotter’s 8-step model for organizational change. Strategies for a successful implementation of an ISEP include: 1) make a case for interprofessional simulation-based education (SBE), 2) search for healthcare champions, 3) define where the ISEP will lead the organization, 4) spread the word about interprofessional SBE, 5) ensure that structures, skills and supervisors align with the change effort, 6) win over smaller entities, 7) enable peer feedback and create more change, 8) institutionalize the ISEP. Indicators of how the ISEP impacted hospital culture are presented and discussed. ISEPs – if implemented effectively – provide powerful opportunities to span boundaries between professional groups, foster interprofessional collaboration, and eventually improve patient care.
Objective: We aim to reflect on the introduction of risk-based approaches to public health, driven by legislation outlining the expected local government public health functions and roles by identifying factors that most influenced organisational change within the Western Australia local government sector when developing and submitting child and young people's health and social policy to an annual Awards program.
Methods: This paper uses 10 years of data from a WA-based Local Government Policy Awards scheme to identify planned organisational change within the local government sector by applying a tangible organisational change model to develop a change narrative to describe factors that influenced local governments to address public health. Semi-structured interviews of 83 local government officers over the 10 years since implementation were used to create the narrative and identify factors that strengthened or hindered policy development and implementation at the local organisational level.
Results: Participant interviews highlighted that the Policy Award Scheme contributed to steps outlined in the Pettigrew et al. (1992) stepped model of organisational change theory to support policy development.
Implications for public health: Few studies have explored these elements in their own right. We argue that advocacy for structured policy development is continually needed to support and promote internal policy prioritisation and implementation in practice.
Brightman Journal of Workplace Learning: Employee Counselling Today
- W John
- Moran
- K Baird
John W. Moran and Baird K. Brightman
Journal of Workplace Learning: Employee Counselling Today
Volume 12. Number 2. 2000. 66±74