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Dynamics of Organizational Change and Learning
Abstract
Jaap BoonstraWHY ORGANIZATIONAL CHANGE IS DIFFICULTPOLICY-STRATEGIC MANAGEMENTORGANIZATIONAL STRUCTURESDIVISIONLABOURPOWER, POLITICS,DISCIPLINEORGANIZATIONAL CULTURESUNCERTAINTYRESISTANCECHANGEPROCESSESORGANIZATIONAL CHANGETHE MANAGEMENT OF CHANGEPLANNED CHANGECASE STUDY: PLANNED CHANGEINTRODUCTIONEUROORGANIZATIONAL DEVELOPMENTCASE STUDY: ORGANIZATIONAL DEVELOPMENTTRANSITIONFINANCIAL SERVICESPLANNED CHANGE, ORGANIZATIONAL DEVELOPMENT,INTERACTIVE LEARNINGPLAYING WITH DYNAMICS AND UNCERTAINTYORGANIZATIONAL DYNAMICSSENSE-INTERACTIVE LEARNINGCASE STUDY: TRANSFORMATIONINTERACTIVE LEARNINGNEIGHBOURHOODSTHEORY IN PRACTICEACADEMIC RESEARCHAPPLIED RESEARCHREFLECTIVE ACTION RESEARCHREFERENCES
... Literatürde yeterli bir çalışma olmaması ile, yüz yüze eğitimdeki öğrenme deneyimi eşitliği ile uzaktan eğitimdeki öğrenme deneyimi, öğrenme sonuçlarının tür ve niteliğine bağlı olarak değişip değişmeyeceği belirsizlik göstermektedir (Karataş, 2003, s. 100 (Doğru & Uyar, 2012, s. 120). Birçok araştırma, değişim sürecinin oldukça zor olduğu, yapılan değişim girişimlerinin %70'inin beklenen şekilde sonuçlanmadığını göstermektedir (Boonstra, 2004). Değişime direnç, değişimin mevcut düzenin bozulması, bilinenden uzaklaşmak, alışılmıştan vazgeçmek söz konusu olacağı için rahatsız edici bir olay olarak algılanır (Koçel, 2014, s. 798). ...
This study was conducted to determine the effect of distance education perception on institutional commitment in the Covid-19 process. In the study, "Views on Distance Education Scale" developed by Yıldırım et al. (2014) and originally Turkish was used to measure the perception of distance education. The "Institution Commitment" scale, developed by Meyer and Allen (1993) and adapted to Turkish by Wasti (2000) was used to measure the level of corporate belonging. The research was carried out with the participation of students studying at the Faculty of Tourism, Keşap Vocational School and Dereli Vocational School, which continue their educational activities as units affiliated to Giresun University in the borders of
Keşap District of Giresun province. In total, 461 students participating in the application constitute the sample of the research. Multiple linear regression analysis was used to test the hypotheses put forward in the research. According to the results of the research, the perception of distance education during the pandemic period has a negative meaningful effect on corporate belonging.
... Literatürde yeterli bir çalışma olmaması ile, yüz yüze eğitimdeki öğrenme deneyimi eşitliği ile uzaktan eğitimdeki öğrenme deneyimi, öğrenme sonuçlarının tür ve niteliğine bağlı olarak değişip değişmeyeceği belirsizlik göstermektedir (Karataş, 2003, s. 100 (Doğru & Uyar, 2012, s. 120). Birçok araştırma, değişim sürecinin oldukça zor olduğu, yapılan değişim girişimlerinin %70'inin beklenen şekilde sonuçlanmadığını göstermektedir (Boonstra, 2004). Değişime direnç, değişimin mevcut düzenin bozulması, bilinenden uzaklaşmak, alışılmıştan vazgeçmek söz konusu olacağı için rahatsız edici bir olay olarak algılanır (Koçel, 2014, s. 798). ...
In this study, it was conducted to determine the effect of the distance education system that developed during the Covid-19 pandemic on the resistance of teachers to change. In the study, "Online Learning Systems Acceptance Scale" developed by Ilgaz (2008) was used to measure teachers' perception of distance education. To measure the resistance to change; The "Resistance to Change Scale" was used, which was created by Oreg (2006) and adapted and developed into Turkish by Çalışkan (2019). The research was carried out with the participation of high school teachers who continue their education and training activities in the Unye district of Ordu province. In total, 562 teachers from 10 schools participating in the application form the sample of the study. In total, 562 teachers from 10 schools participating in the implementation constitute the sample of the study. Correlation analysis and multiple linear regression analysis were used to test the hypotheses put forward in the research. According to the results of the research, the distance education process of teachers during the pandemic period has a negative significant effect on the resistance of change.
... Ways of doing things change daily, new technologies emerge, and businesses merge, restructure, or reorganize to find common answers... All of this shows that change has become the steady state itself, rather than a transition between two stable states (Boonstra, 2008;Kanter, 2003). ...
Audit social et économie territorialisée The governance of meta-organizations in relation to territories: the binding laws and the rise in competence in collective catering in France in the case of meta-organizations.
... Ways of doing things change daily, new technologies emerge, and businesses merge, restructure, or reorganize to find common answers... All of this shows that change has become the steady-state itself, rather than a transition between two stable states (Boonstra, 2008;Kanter, 2003). Organizations are transforming on multiple levels. ...
This paper first expounds the connotation of entrepreneurship education and the significance of offering entrepreneurship education courses in tourism management majors.Then take Baicheng Normal University as an example to conduct a questionnaire survey on the effect of entrepreneurship education in tour management major, and analyze the corresponding conclusions. Finally, the idea of promoting the entrepreneurship education of tourism management major in local undergraduate colleges is proposed
... Ways of doing things change daily, new technologies emerge, and businesses merge, restructure, or reorganize to find common answers... All of this shows that change has become the steady-state itself, rather than a transition between two stable states (Boonstra, 2008;Kanter, 2003). Organizations are transforming on multiple levels. ...
... This research utilized an action research (AR) approach, which applies scientific methods to help organizations identify problems, discover their underlying causes, and generate new knowledge about organizations and change, which can be applied elsewhere [23]. AR is frequently utilized to assess and validate the adoption of technologies in information systems [24,25]. ...
The European Blockchain Services Infrastructure (EBSI) is a major policy initiative of the EU and European Blockchain Partnership, to leverage blockchain to create cross-border services for public administrations, businesses, citizens, and their ecosystems, to verify information and increase trust in services. The EBSI aims to provide a secure and interoperable system infrastructure, utilizing new digital technologies such as digital wallets, verifiable credentials, and decentralized identifiers. These technologies are expected to change the way government services are organized between citizens and service providers. This article presents empirical findings from a cross-border pilot that was the first case to utilize this new blockchain infrastructure, and which tested the institutional, technical, and user-specific requirements for wider adoption. The pilot tested and assessed the verification of education credentials through the EBSI blockchain in a cross-border setting between a Belgian and an Italian university. The research was based on action research with the ICT units of the participating universities, wallet solution providers, the Belgian government, and EBSI officials. The findings highlight the following as key challenges for the wider adoption of the EBSI and verification credential use case: (1) onboarding of the EBSI ecosystem governance, (2) issuance of EBSI-compliant digital wallets and data schemes for transcript validation, (3) interoperability issues concerning digital identity systems.
... Various authors have advocated a developmental approach in organizations where there are several perspectives on problems, and where the direction of change is not yet completely clear (Boonstra, 2004). Organizational development (OD) is defined as a systematic process for applying behavioural science principles and practices in organizations in order to increase individual and organizational effectiveness (French & Bell, 1998). ...
Reflecting on my engagement with organizational change as a scholar and reflective practitioner, I observe that my perspective has evolved from a planned change approach to a playful view on organizational change and transformation. Planned change and organizational development are still the dominant approaches to change in most organizations. These perspectives on change management were successful in the last century in a stable business environment. Now that many organizations are confronted with dynamic and turbulent business environments, these approaches are no longer suitable for such unpredictable circumstances. In an adaptive business environment, there is a need for adaptive change to prepare our organizations for the future. In this reflection I describe the basic assumptions and misconceptions behind planned change and offer a perspective on organizational change as collaborative play. This play perspective is a collective search process in which players work together to organize, change and innovate. In this way, play provides a positive view of change in organizations as a collective learning and transformation process.
MAD statement
This article makes a difference by offering a perspective on organizational change as collaborative play. Changing organizations in a turbulent world is enriched by a playful perspective on adaptive change. The theory and practice of change as play are contrasted with more traditional approaches to planned change and organizational development. Leaders in organizations and organizational networks, change agents and consultants, and scholars and academic researchers, are invited to reflect on their own assumptions about organizational change and to consider a more playful way of changing organizations in a dynamic and turbulent world.
Complexity surrounding the holistic nature of customer experience has made measuring customer perceptions of interactive service experiences challenging. At the same time, advances in technology and changes in methods for collecting explicit customer feedback are generating increasing volumes of unstructured textual data, making it difficult for managers to analyze and interpret this information. Consequently, text mining, a method enabling automatic extraction of information from textual data, is gaining in popularity. However, this method has performed below expectations in terms of depth of analysis of customer experience feedback and accuracy. In this study, we advance linguistics-based text mining modeling to inform the process of developing an improved framework. The proposed framework incorporates important elements of customer experience, service methodologies and theories such as co-creation processes, interactions and context. This more holistic approach for analyzing feedback facilitates a deeper analysis of customer feedback experiences, by encompassing three value creation elements: activities, resources, and context (ARC). Empirical results show that the ARC framework facilitates the development of a text mining model for analysis of customer textual feedback that enables companies to assess the impact of interactive service processes on customer experiences. The proposed text mining model shows high accuracy levels and provides flexibility through training. As such, it can evolve to account for changing contexts over time and be deployed across different (service) business domains; we term it an “open learning” model. The ability to timely assess customer experience feedback represents a pre-requisite for successful co-creation processes in a service environment.
Since its inception, PT Pertamina (Persero) has experienced many organizational dynamics or changes. ranging from changes in name and status, refining the vision, to restructuring the company. Through a qualitative approach by applying the literature review method, it is interesting to analyze, describe, and discuss further the dynamics or changes that occur in PT Pertamina (Persero), namely restructuring in 2018 to 2021 through the formation of a holding company, as well as the implications in relation to company performance. As a result, it appears that the holding-sub-holding framework as a form of restructuring is an appropriate choice taken by the Indonesian government (as a shareholder) in connection with a series of positive results (in the form of profit optimization and operational cost efficiency) that are quite significant. Because of restructuring, the organizational or operational structure of PT Pertamina (Persero), which was originally so fat and large, resulting in a slow decision-making process, has become lean. This has good implications for the company, which has become faster, more agile and concise in the decision-making process. In addition, there is clarity of authority between PT Pertamina (Persero) as a holding company and its sub-holdings.
Purpose
The purpose of this study is to discover the learning mechanisms and temporal dynamics of implementing systems (Six Sigma) as it unfolds over time.
Design/methodology/approach
The data come from a European engineering company that was implementing a Six Sigma-based quality management system (QMS) over a seven-year period. The analysis is based on an event-sequence reconstruction of the implementation process as it unfolded over time and discovers four different learning mechanisms that emerged: programmatic, persistent, adaptive and dialectical learning mechanisms. The research follows a process design study, where the authors study how the process unfolds over time.
Findings
Much of the literature on implementing management systems suggests that implementation follows a prescribed sequence of “turn-key” steps. However, the findings show that only 40% of all events were driven by prescribed “turn-key” generic practices, while 56% of events required constructing new practices via adaptive and dialectical learning. Moreover, the implementation process did not proceed in a linear programmatic fashion, but instead followed a punctuated equilibrium pattern, which alternated between periods of incremental change and major organizational change. The study also found that implementation required changing many complementary organizational structures and practices that were interdependent with the management system (i.e. Six Sigma). By understanding the implementation process, managers can better assess the time and effort involved, better adapt the system to their situated context and predict critical junctures where implementation could break down.
Originality/value
This research complements the few studies that have examined the process of implementing management systems. Most studies examine factors or conditions that result in implementation success (the what of implementing systems), but few examine the process of implementation and the learning that takes place during implementation (the how of implementing systems), which is a complex nonlinear process that involves different modes of learning.
Most perspectives on change propose that communication occurs in the context of change. This article inverts that perspective by proposing both that communication is the context in which change occurs and that the change process unfolds in a dynamic of four distinct types of conversations. The fundamental nature of speech as performative suggests that change is linguistically based and driven and that producing intentional change is facilitated by intentional communication. The relationships among the conversations are discussed, and implications for theory, research, and practice are given.
This chapter presents a conceptual refiguration of action-research based on a "sociorationalist" view of science. The position that is developed can be summarized as follows: For action-research to reach its potential as a vehicle for social innovation it needs to begin advancing theoretical knowledge of consequence; that good theory may be one of the best means human beings have for affecting change in a postindustrial world; that the discipline's steadfast commitment to a problem-solving view of the world acts as a primary constraint on its imagination and contribution to knowledge; that appreciative inquiry represents a viable complement to conventional forms of action-research; and finally, that through our assumptions and choice of method we largely create the world we later discover.
