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Employee Resistance To Organizational Change
Abstract
As change management becomes an essential ingredient of organizations performance, the body of literature describing successful and unsuccessful change management initiatives continues to expand. Numerous articles and studies provide an insight into the nature of change management and its most common pitfalls. The most recurring themes include resistance to change, readiness for change, leadership effectiveness, employee commitment and participation in change initiatives, and the roles and competencies needed to ensure the success of strategic change. The present article focuses on one of these themes: resistance to change. Understanding of resistance may enable managers to reduce conflict and increase collaboration. To meet these challenges, leaders must be trained and educated to overcome resistance to change. This article points out important types of resistance for organizations to address.
... To counteract such resistance, some scholars have suggested the adoption of certain strategies (see table 2). Effective communication is a first indispensable cornerstone during organizational Causes of resistance to change (Bateh et al., 2013) -Poor management and supervision. ...
... While the aforementioned strategies hold promise, Bateh et al. (2013) caution that employees are prone to resisting planned changes if they can discern evident Proposed initiative (Boohene and Williams, 2012) Lowering resistance by encouraging employee input into decision-making processes. (Yılmaz and Kılıçoğlu, 2013) Proper communication curbs employee RtC (Bateh et al., 2013) Managers might be able to lessen conflict and boost cooperation if they had a better grasp of the phenomenon of resistance. ...
... While the aforementioned strategies hold promise, Bateh et al. (2013) caution that employees are prone to resisting planned changes if they can discern evident Proposed initiative (Boohene and Williams, 2012) Lowering resistance by encouraging employee input into decision-making processes. (Yılmaz and Kılıçoğlu, 2013) Proper communication curbs employee RtC (Bateh et al., 2013) Managers might be able to lessen conflict and boost cooperation if they had a better grasp of the phenomenon of resistance. (Hon, 2014). ...
... Sorko et al. [37] explore which factors influence employee acceptance of the digital technologies "augmented reality" and "virtual reality". Bateh et al. [2] categorize different types of employee resistance to organizational change. Long and Spurlock [22] provide factors influencing acceptance, reasons for employee resistance to change, and recommendations for management on how to design the implementation of new technologies. ...
... Thus, employees also have different levels of change readiness at different points in time. Aspects such as experience and motivation to recognize the urgency of change [2], knowledge about as well as ability to change [6,37], and willingness to take risks [22] can also be allocated to change readiness. The following four manipulating parameters for change readiness can be identified from the literature: willingness to change [5,20,22,37], innovation mindset [5,37], technology affinity [23,29,30,38] and competence for the change implementation [6,37]. ...
... The presented acceptance improvement process is generalized and has to be targeted to the individual company, region and production system with respect to survey intensity and individualized acceptance measured that are feasible within the individual setting. However, realizing an operationalization through frequent follow ups is crucial in all settings, as acceptance is time-variant [2] and influenced by the selected measures. ...
Industry 4.0 and the digitization provides unprecedented technological opportunities for digital Shopfloor Management (dSFM) in a globalized world. Nevertheless, technology, involves millions of workers, each with different backgrounds, expectations and dreams. Thus, the effectiveness of implementing dSFM depends on the acceptance of local workers. Therefore, we proposes an acceptance model for dSFM, which can be used to evaluate the local and individual acceptance of dSFM in global manufacturing. The results of a preliminary validation showcase this localization need. In a nutshell, global manufacturing and its digitization solely achieve future proofness by local worker acceptance and the implementation of localized dSFM.
... Companies are observed to rely on their leaders to control these changes to minimise the risk and to restrain the resistance of the employees (Melhem and Ibrahim, 2008). Failing in managing the consequences of the change process may harm the company performance and interrupt with the consistency of the brand promise (Bateh et al. 2013). ...
... al., 2009). Bateh et al. (2013) underlined the importance of the leadership effectiveness suggesting that creating employee participation through training and creating awareness of change enables managers to reduce conflict and increase collaboration to overcome employee resistance to change. ...
... They are considered as discomfort that begins with disapproval and fear; Chaos and then boredom; Trying to bargain; then Approval. As Bateh et al. (2013), argued about leadership effectiveness by creating employee participation as an initiator of change through training and creating awareness of change enables managers the management to reduce conflict and increase collaboration around employee. The results of a study conducted by Oreg (2006), show that the reason for the domination of employees on the organization by creating negative feelings of resistance, generated as a result of a collective intention to leave the job, can be summarized as the lack of strong leaders capable to defend and motivate the desired change. ...
Background: Charismatic leaders play a crucial role in the organisational change process. This is due to their unique relationship with followers. The current theories of charismatic leadership mainly emphasises on the leader’s personality, behaviour and its impact on social change. There is a gap, however, in explaining the role that leader/follower interaction plays on the organisational change process. This study aims to propose a theoretical model to explore how charismatic leadership style can overcome the employee resistance to organisational change process.
Method: A qualitative method is used in a case study based on “Amman International Airport” where a charismatic leadership style is observed in defending the organization’s position in overcoming employee resistance against the chosen organizational change.
Results: The results suggest that charismatic leaders employ a set of coherent communication strategies in bringing up change in organisations and on the control of individuals and groups.
Conclusion: Understanding the role of charismatic characteristics and features of leadership style gives us important insights into the role of the charismatic leader as well as his influence on his followers and their perceptions. Perhaps more importantly, it helps us understand how leaders can use, or at least take advantage of, organizational change processes and control of individuals and groups.
... Change readiness, as opposed to resistance to change, is another concept subject to debate in the literature. Until now, readiness "has been considered a fundamental precursor for the implementation and management of productive changes" (Bateh et al, 2013). ...
... Change readiness to, as opposed to resistance to change, is another concept subject to debate in the literature. Until now, readiness has been considered a fundamental precursor for the implementation and management of productive changes (Bateh et al, 2013). ...
... One of the most pervasive challenges in effecting organizational change is resistance. (Bateh, Castaneda, and Farah, 2013) emphasize that resistance to change is a significant barrier that organizations must address. They argue that understanding the nature of resistance can enable managers to reduce conflict and foster collaboration. ...
... This involves a multifaceted approach that includes talent acquisition, development, and retention, as well as fostering a culture that embraces change One of the primary roles of HR in driving the change agenda is to ensure that the organization's human capital is aligned with its strategic goals. (Bateh, Castaneda, and Farah, 2013) emphasize the importance of HR in facilitating a culture of continuous learning and adaptation. They argue that HR must be proactive in identifying skill gaps and ensuring that employees are equipped with the necessary competencies to navigate the changing landscape of the renewable energy sector. ...
In the rapidly evolving landscape of Nigeria's renewable energy sector, the role of Human Resources (HR) in driving and managing organizational change is paramount. This systematic review aims to elucidate the specific functions and strategies employed by HR professionals in facilitating such transitions within the sector. Drawing from a comprehensive analysis of empirical studies, industry reports, and case studies, several key insights emerge. Firstly, HR's proactive involvement in strategic planning and decision-making is crucial in anticipating and addressing potential challenges. Secondly, continuous training and development programs are instrumental in equipping employees with the necessary skills and knowledge to adapt to technological and regulatory shifts. Moreover, HR's role in fostering a culture of innovation and resilience cannot be understated, as it directly influences employee morale and retention during periods of change. In conclusion, HR plays a pivotal role in ensuring the seamless integration of change initiatives within Nigeria's renewable energy sector. Their strategic involvement, capacity-building efforts, and emphasis on organizational culture are vital components in navigating the complexities of the industry's transformation. Keywords: Human Resources (HR), Organizational Change, Renewable Energy Sector, Nigeria, Strategic Positioning, Change Management, Workforce Alignment, Capacity Building, Training and Development, Communication, Stakeholder Engagement, Resistance Mitigation, Impact Evaluation, Continuous Improvement, Socio-economic Impact, Sustainability Goals, Innovation, Agile Organizations, Strategic Importance, Sectoral Growth.
... Depending on the criteria used and how they are measured, studies indicate that agile projects are 12-73% more successful than waterfall projects. The digital transformation of healthcare includes the need to adapt current routines, workflows and organisational cultures as part of change management [25]. Using agile methodology in the public sector comes with several challenges. ...
... Communication and cooperation challenges are common in the development process of an eHealth project, especially where experts from different organisational cultures and backgrounds are involved [32]. Preventing communication failures and providing personnel with the necessary information and knowledge will prepare the client for change and enable them to contribute to the transformation process [25]. ...
Background
Agile projects are statistically more likely to succeed then waterfall projects . The overall aim of this study was to explore the nursing staffs’ experiences with an agile development process, from its initial requirements to the deployment of its outcome of ICT solutions aimed at supporting discharge planning.
Methods
An explorative design with quantitative and qualitative methods was used. Qualitative data was collected through seven focus group interviews. Quantitative data was collected via an ICT-system, and with an evaluation form submitted by fourteen registered nurses and nine district nurses.
Results
Qualitative result of the experiences with the agile development process and its outcome resulted in one theme, four categories, and ten subcategories. The theme was found to be about time and timing, namely the amount of time for the different activities and the timing of activities within and between organisations. The agile development process increased the participants’ readiness for change by offering time to learn, practice, engage and reflect, and then adopt the ICT as a support to daily practice. Quantitative results showed a variated adoption of the ICT.
Conclusion
There is a need for time to prepare, understand and adopt new tools, services and procedures and a need for additional time to prepare, understand and adopt the new among individuals, collectives, organizations, and sometimes even between different collectives or organizations. The agile development process offered the end-users involvement through the development process, which gave them time to change it both individually and collectively. However, there is a need for close collaboration between the development project team and management to reach an organizational change that is timely for both the individual and the collective change. When time or timing fails in the development or implementation process, there is a huge risk of non-adoption of new tools, services, or procedures or among the end-users.
... Perhaps one of the most difficult components of effective change management is change implementation. The success of change management depends on many factors, however, the employees' willingness to work towards the change-related goals, their commitment to changes, engagement and participation in change initiatives are seen as the most important ones (Bateh et al. 2013; Brisson-Banks 2010). They can influence the level of resistance to changes which is seen as one of the main barriers and limitations to implementing change. ...
... They can influence the level of resistance to changes which is seen as one of the main barriers and limitations to implementing change. There is a lot of reasons explaining why resistance to changes appear, from simple fear to acting deliberately to the detriment of the organization, however at the root of them often lay misunderstanding, broken agreements, trust violations or wrong quality or relationships among change participants (Bateh et al. 2013;Ford et al. 2007). Awareness and understanding, that could be a fruitful foundation for building a proactive attitude to change, seem to be thus factors enabling effective change management. ...
Chapter 16, page 195.
In the paper realization of three objectives is presented:
1: Conduct the literature review on maturity frameworks developed for analysis and improvement of processes running at HEIs.
2: Discover the research works dedicated to developing maturity frameworks for the personalization of education and reveal the gap (if any) in this research area.
O3: Develop the author’s version of a maturity framework for assessment of higher education personalization.
... Perhaps one of the most difficult components of effective change management is change implementation. The success of change management depends on many factors, however, the employees' willingness to work towards the change-related goals, their commitment to changes, engagement and participation in change initiatives are seen as the most important ones (Bateh et al. 2013; Brisson-Banks 2010). They can influence the level of resistance to changes which is seen as one of the main barriers and limitations to implementing change. ...
... They can influence the level of resistance to changes which is seen as one of the main barriers and limitations to implementing change. There is a lot of reasons explaining why resistance to changes appear, from simple fear to acting deliberately to the detriment of the organization, however at the root of them often lay misunderstanding, broken agreements, trust violations or wrong quality or relationships among change participants (Bateh et al. 2013;Ford et al. 2007). Awareness and understanding, that could be a fruitful foundation for building a proactive attitude to change, seem to be thus factors enabling effective change management. ...
The essential aim of this paper is to answer the question whether the use of an efficiency measure based on corporate sustainability pillar scores as a criterion for classifying the largest U.S. companies brings about changes in a leading position of the Fortune 500 ranking.
The main method of conducted empirical research was Data Envelopment Analysis (DEA), which allowed assessing the efficiency of a company with the use of sustainability performance in its particular dimensions. The empirical studies were carried out between 2015–2019 among the largest U.S. non-financial com¬panies, which were listed at least once in the top 10 of the Fortune 500 ranking for the 2016–2020 period. The financial and sustainability data of investigated companies from 2014–2019 were retrieved from Refinitiv Thomson Reuters da¬tabase and efficiency measures were calculated applying free DEA Frontier soft¬ware. In order to characterize variables being outputs and inputs in the employed input-oriented CCR model, which is regarded as the basic model in the DEA method, their descriptive statistics were analysed.
... Perhaps one of the most difficult components of effective change management is change implementation. The success of change management depends on many factors, however, the employees' willingness to work towards the change-related goals, their commitment to changes, engagement and participation in change initiatives are seen as the most important ones (Bateh et al. 2013; Brisson-Banks 2010). They can influence the level of resistance to changes which is seen as one of the main barriers and limitations to implementing change. ...
... They can influence the level of resistance to changes which is seen as one of the main barriers and limitations to implementing change. There is a lot of reasons explaining why resistance to changes appear, from simple fear to acting deliberately to the detriment of the organization, however at the root of them often lay misunderstanding, broken agreements, trust violations or wrong quality or relationships among change participants (Bateh et al. 2013;Ford et al. 2007). Awareness and understanding, that could be a fruitful foundation for building a proactive attitude to change, seem to be thus factors enabling effective change management. ...
A VISION FOR EU SOCIO-ECONOMIC RECOVERY POST-COVID-19
PANDEMIC
... The widespread assertion in organisational change literature is that more than 70% of organisational change initiatives failed (Bateh et al., 2013;Miller, 2001;Pellettiere, 2006;Warrick, 2009;Kotter, 2012). One compelling reason for the high rate of failure is the claim that employees are not ready for change and resist it such measure (Bouckenooghe et al., 2009;Armenakis et al., 1993;Stevens, 2013). ...
... Leadership plays a prominent role in the success or failure of the change process in organisations, where organisational change is one of the main topics addressed by researchers (Bateh et al., 2013). Several researchers identified change readiness as a prevalent factor in influencing employees' initial support for change initiatives (Holt et al., 2007a). ...
Abstract: This study examines the impact of transformational leadership (TFL) and transactional leadership (TSL) on readiness for change (RFC) and learning organisational culture (LOC), as well as the effect of LOC on RFC. It also explores the role of LOC as a mediator in the relationship between leadership style and RFC. A total of 330 administrative staff of three educational ministries in Yemen participated in this study. PLS-(SEM) software was utilised to analyse the data and test the research hypotheses. The findings indicate that TFL and LOC influence RFC. Meanwhile, TSL influences LOC but has no effect on RFC. More interestingly, LOC was found to be a partial mediator in the relationship between TFL and the RFC and a full mediator between TSL and the RFC. The study highlights the importance of transformational leadership and learning organisation culture in leading change initiatives through enhancing the level of readiness for change among the employees.
... Perhaps one of the most difficult components of effective change management is change implementation. The success of change management depends on many factors, however, the employees' willingness to work towards the change-related goals, their commitment to changes, engagement and participation in change initiatives are seen as the most important ones (Bateh et al. 2013; Brisson-Banks 2010). They can influence the level of resistance to changes which is seen as one of the main barriers and limitations to implementing change. ...
... They can influence the level of resistance to changes which is seen as one of the main barriers and limitations to implementing change. There is a lot of reasons explaining why resistance to changes appear, from simple fear to acting deliberately to the detriment of the organization, however at the root of them often lay misunderstanding, broken agreements, trust violations or wrong quality or relationships among change participants (Bateh et al. 2013;Ford et al. 2007). Awareness and understanding, that could be a fruitful foundation for building a proactive attitude to change, seem to be thus factors enabling effective change management. ...
Modern business development has been determined by information and communication technology. ICT has enhanced the efficiency of business processes and created new, innovative business models. These developments will enable the automation of processes and reduce the cost of information processing, becoming a key factor bolstering the efficiency of modern enterprises. This transformation is known as the fourth industrial revolution. Moreover, ICT is a fundamental determinant of business models related to the development of the sharing economy and e-commerce.
The Covid-19 pandemic has become an external factor that has exerted a major impact on the development of business over the last year. It has taken its toll on economies. Only a precious few industry have not suffered losses precipitated by this crisis. However, the situation has also forced many companies to change the way they operate. Enterprises have widely transitioned to remote working. Electronic sales channels and new forms of communication with customers have been developed. All of these have also involved the development and implementation of numerous innovations. It is to be expected that a big part of these solutions will continue to be further developed after the pandemic.
The dependence of modern business on ICT and the conditions of the socio-economic environment, including in particular the Covid-19 pandemic, have made it necessary to implement fundamental changes in many enterprises. These involve financial management, business process coordination, building customer relationships, as well as human resource management. Their implementation has encountered multiple obstacles. Overcoming them is a precondition for ensuring business development and meeting the challenges of the modern economy.
This monograph is the result of scientific cooperation between the College of Management and Quality Sciences of the Cracow University of Economics and other scientific and business circles, such as Andrzej Frycz Modrzewski Krakow University, Cavalry Captain Witold Pilecki State University of Malopolska in Oswiecim, Kyiv National University of Trade and Economics, Poznań University of Economics and Business, Jan Kochanowski University in Kielce, Witelon State University of Applied Sciences in Legnica, University of Economics in Katowice, University of Kragujevac, University of Lodz, University of Messina, University of Zielona Gora, Whise-Ukraine, LLC, Wroclaw University of Economics and Business, Wroclaw University of Science and Technology and WSB University in Dąbrowa Górnicza.
The monograph deals with the issues from both a theoretical and practical perspective.
The topics are divided into the following three complementary parts:
• Digital Transformation and Innovativeness of Business,
• Impact of Covid-19 on Business and Society Development,
• Business Management Challenges in the Digital Economy.
The first part titled "Digital Transformation and Innovativeness of Business" is concerned with issues of modern business development in conditions of digital transformation. The issues discussed in this part relate to both macro- and microeconomics. The papers deal with issues involving the global development of the IT industry, commercialisation of knowledge and technology, artificial intelligence, the use of public and social networks in business, e-business, digitisation of business processes, as well as electromobility of modern society.
The second part of the monograph titled "Impact of Covid-19 on Business and Society Development" deals with the impact of the Covid-19 pandemic on the current development of business and society. It also presents general problems involved in change management and organisation development. Its main focus is on the economic recovery after the Covid-19 pandemic, remote communication and the competitiveness of enterprises. These issues are considered from the perspective of various categories of organisations, both business and public, as well as social development.
The third part titled "Business Management Challenges in the Digital Economy" presents the challenges of managing enterprises in conditions of the fourth industrial revolution, dominated by information technologies. The issues explored in this part relate both to the contemporary conditions of corporate finance management and the importance of digital competences, creating and implementing innovations, as well as the use of modern media and information technologies to stimulate companies’ effectiveness and competitiveness.
... Uncertainties and complexity in transforming healthcare may create an unpredictable work situation and resistance to further development among healthcare staff. Preventing communication breakdowns and providing employees with necessary information and knowledge will facilitate change readiness and enable them to contribute to the transformation process (Bateh, Castaneda, & Farah, 2013). Managers' learning processes are reflective, as they have to understand how information is given meaning and becomes useful knowledge in the social context of the workplace (Schwandt, 2005). ...
... This perception may be connected to a communication breakdown. A communication breakdown often results from managers not providing employees with sufficient information nor involving them in planning and developing organizational change (Bateh et al., 2013). ...
eHealth is considered a solution to current challenges in healthcare. However, its use is not very well developed, and its potential has been little exploited. There are many reasons for the limited diffusion of eHealth. Knowledge, opportunities for training and collaborative activities are examples of factors that influence diffusion. Managerial responsibility is decisive in transforming healthcare. This paper aims at exploring middle management strategies that can facilitate workplace learning when introducing eHealth and new ways of providing healthcare. Introduction of eHealth will imply new and innovative working processes, where both employees and managers need to be aware that their work will change fundamentally, from routine work to work that involves learning, skills development and continuous changes in work practice. This study takes a qualitative approach by analysing data collected through focus group interviews. The findings indicate a necessity for a shift towards learning-oriented leadership and adaptive management that emphasizes employee involvement and opportunities for learning. Helping employees make sense of the complexities associated with continuously changing work practices is another identified middle management strategy. Scenario planning and backcasting stand out as suitable tools for sensemaking in complex organizations and as techniques that can promote workplace learning.
... The widespread assertion in organisational change literature is that more than 70% of organisational change initiatives failed (Bateh et al., 2013;Miller, 2001;Pellettiere, 2006;Warrick, 2009;Kotter, 2012). One compelling reason for the high rate of failure is the claim that employees are not ready for change and resist it such measure (Bouckenooghe et al., 2009;Armenakis et al., 1993;Stevens, 2013). ...
... Leadership plays a prominent role in the success or failure of the change process in organisations, where organisational change is one of the main topics addressed by researchers (Bateh et al., 2013). Several researchers identified change readiness as a prevalent factor in influencing employees' initial support for change initiatives (Holt et al., 2007a). ...
Abstract: This study examines the impact of transformational leadership (TFL) and transactional leadership (TSL) on readiness for change (RFC) and learning organisational culture (LOC), as well as the effect of LOC on RFC. It also explores the role of LOC as a mediator in the relationship between leadership style and RFC. A total of 330 administrative staff of three educational ministries in Yemen participated in this study. PLS-(SEM) software was utilised to analyses the data and test the research hypotheses. The findings indicate that TFL and LOC influence RFC. Meanwhile, TSL influences LOC but has no effect on RFC. More interestingly, LOC was found to be a partial mediator in the relationship between TFL and the RFC and a full mediator between TSL and the RFC. The study highlights the importance of transformational leadership and learning organisation culture in leading change initiatives through enhancing the level of readiness for change among the employees.
Keywords: transformational leadership; transactional leadership; learning organisation; readiness for change; RFC; Yemen.
... Implementing a new standard within an organization brings with it the trials and tribulations of organizational change (Johnson, 2004), be it in organizational culture or work processes (Handfield & Ghosh, 1994). This can make adoption of DIN 33459 more difficult, due to the nature of organizational resistance among personnel (Bateh et al., 2013;Erwin & Garman, 2010;Thomas & Hardy, 2011). However, seeing as many of the standards set in DIN 33459 are those most education organizations probably already set beforehand, resistance could be drastically reduced. ...
When a new standard is adopted in a field, new opportunities arise for entrepreneurs, who might identify competitive advantages. With the introduction of Deutsches Institut für Normung (DIN) 33459 in Germany, a new standard for assessing and maintaining competencies of learning facilitators leads to an exciting phase for educational entrepreneurs. They have to decide whether adoption of this standard can lead to new efficiencies, or whether resistance to change could be too strong. We discuss quality management in the context of educational entrepreneurs as well as potential problems, but also opportunities. We make considerations as to how lawmakers might utilize the new standard and integrate it as policy, forcing entrepreneurs and organizations to take action. Finally, we review what an actual implementation of DIN 33459 could mean for entrepreneurs and potential customers and deliberate whether this new standard could be a catalyst or act as an inhibitor for potential entrepreneurs.
... • Ετοιμότητα και αντίσταση στις αλλαγές: Έρευνες εξετάζουν συχνά στο τι κάνει μια εταιρεία έτοιμη για να δεχθεί την αλλαγή, καθώς και ποιες είναι οι αιτίες και οι τρόποι εμφάνισης αντίστασης που θα μπορούσε να εμποδίσει την εφαρμογή των αλλαγών (Bateh, Castaneda & Farah, 2013). Προς αυτή την κατεύθυνση, έχει αποδειχθεί ότι ο σωστός επανασχεδιασμός των επιχειρησιακών διαδικασιών με ψηφιακά μέσα, ελαχιστοποιεί την αντίσταση (Mlay, Zlotnikova and Watundu, 2013). ...
... According to the psychological and systems models, employee resistance to change might derive from essential human traits such as personalities, perceptions, and desires or from the apprehension that the change might bring about [10]. According to [8], resistance can be caused by a combination of individual, group, and organizational variables. However, the following are some particular causes of employee resistance to change. ...
In the era of organizational change, it is crucial to comprehend how employees react to change and how to overcome individual resistance to change. The article is a narrative scrutiny of the body of work that offers valuable insights into employee behavior during organizational transformation. The paper details the fundamental reasons for employee resistance and provides some solutions by contrasting the ADKAR model and Kurt Lewin's three-step change model. The research finds that resistance to change is unavoidable in the contemporary business world. The continued existence and progress of the organization may be harmed by resistance. However, not everyone opposes change; some people welcome it. The research offers strategies for change agents who want to create practical approaches to handle employee resistance to change.
... Individual workers impacted by a change dictated by the DT may experience resistance both individually and collectively, including: a lack of trust in the proponents of change; fear of not being able to pursue the expected results (Oreg, 2003); aversion to uncertainty (Liu et al., 2018); fear of seeing their organizational status downsized (Agboola and Salawu, 2011); and a poor understanding of the reasons for the change (Dent and Goldberg, 1999). On the other hand, at the collective level, there is little or no interest in initiating the change process, as well as a low propensity to communicate with other organizational units, with which divergences frequently occur (Bateh et al., 2013). Also, from an organizational point of view, practices that might impact the DT arise. ...
Purpose - This paper sheds light on the factors facilitating the digital transformation (DT) of companies, examining the empirical evidence according to a new and original dual lens: the internal and external marketing management perspective.
Design/methodology/approach - Through an explorative research design based on semi-structured interviews, we investigate the perceptions of some managers involved in managing the DT of their own companies.
Findings - The findings, organized from an internal and external marketing perspective, show how DT requires efforts in nurturing: (1) its organizational and cultural nature; (2) new managerial skills and e-leadership. These factors activate DT as an accelerator of (3) production processes and service provision and (4) competitive strategies.
Practical implications - Our findings underscore critical practical implications for organizations embarking on a DT journey. Firstly, managers should prioritize creating a culture that encourages employees to embrace change and technology. Secondly, recognizing the importance of new managerial skills and e-leadership, managers need to invest in developing the expertise to effectively lead DT efforts. The related skills encompass digital literacy, change management and the ability to inspire and guide teams through the complexities of a DT.
Originality/value - This paper suggests that organizations should holistically approach DT, focusing on culture, leadership and strategic deployment of digital tools. The proposed dual lens offers a valuable and simple answer for academics and practitioners to effectively frame the internal dynamics and external factors shaping DT.
... For example, Vithessonthi [35] presented an alternative view of resistance to change as an issue of selling (i.e., effectively marketing an initiative), particularly in multinational firms, suggesting that resistance can be beneficial if managed effectively. Bateh, Castaneda and Farah [36] emphasized the importance of understanding resistance to change for managers, as it enables them to reduce conflict and increase collaboration in change initiatives. Still, other authors highlighted that organizational change, especially in implementing privacy and security standards, often meets Austin Publishing Group resistance and resentment, necessitating specific strategies to foster acceptance of change [37]. ...
Challenges related to implementing organizational change initiatives can be significant and, if not carefully navigated, can lead to failure in achieving desired outcomes. Given the extensive body of work on organizational change, there is a clear need for a succinct introduction to the various models and theories that inform current insights into organizational evolution and transformation. Talented leadership, communication, and employee engagement are essential in managing change, thus addressing organizations’ common challenges and resistances to change. Therefore, change implementation strategies are critical, including aligning change initiatives with organizational culture, the interplay of internal communication, technological adaptation, and change management methodologies. The role of innovation in change processes is also essential to build a resilient organizational structure that can adapt to evolving market demands and internal dynamics. This brief review is anticipated to serve as a valuable introductory resource for business leaders, managers, and change practitioners seeking to be better equipped with the necessary tools and strategies to navigate the contemporary complexities of change. It serves as a primer for learners, leaders, and organizations seeking concise guidance to integrate their constituencies more smoothly in a change movement. This article, therefore, supports the growth and development essential for leaders to effectively guide their organizations through periods of change, nurturing a culture that welcomes transformation and securing long-term success in a fast-evolving business landscape.
... There is continues expand in the body of literature which describe the successful and unsuccessful change management initiative as an ingredient of organization's performance (Bateh et al.;, and the focus has been on the overall objectives that will achieve during the continuous environmental changes and events in the organization (Mondal et al.;. This bibliometric analysis aims to find a basis for future studies concerned with studying the relationship between change management and performance by referring to the data collected and analyzed from the Web of Science database. ...
El objetivo de este artículo es presentar el resultado de la revisión sistemática del “estado del arte” de la investigación sobre la circularidad y sostenibilidad de la cadena de valor del sector solar fotovoltaico. Este análisis comprende todas las etapas o actividades que crean valor, desde el diseño del producto hasta el final de su vida útil, identificando aquellas áreas donde se están llevando a cabo acciones orientadas a transformar el modelo lineal de producción y consumo tradicional en un modelo circular y sostenible. Asimismo, se realiza una revisión de las metodologías empleadas para la evaluación de la circularidad y sostenibilidad, llegando a la conclusión que la cadena de valor fotovoltaica se encuentra fragmentada, tanto en las prácticas sostenibles como en los métodos empleados para su evaluación. De ahí la necesidad de desarrollar un modelo global y heurístico de análisis de la cadena de valor del sector solar fotovoltaico, que permita a los grupos de interés priorizar las acciones según el impacto que tengan en la cadena de valor en su conjunto.
... CM supports the implementation of new technologies while considering the requirements of the employees in order to achieve acceptance. The research of Ullrich et al. [21], Bateh et al. [22] as well as Long and Spurlock [23] are examples of socio-technical approaches to define a CM Process. Acceptance factors, as described in Davis' Technology Acceptance Model [24], form the basis for mainly all acceptance models and CM in production. ...
... The one of the challenge is employee resistance to change to new technology and advancements. Employee's insufficient experience and low motivation setbacks the urgency of change leading to job anxiety and growth (Bateh et al., 2013). The risk of technological unemployment as well as lower wages has increased with the adoption of digitalization (Piroșcă et al., 2021). ...
In the era of technology driven management, the digitalization becomes the necessity of theorganization. Digitalization is the process of digital transformation of business which provides valueproducing opportunities to both employees and organization. The working conditions can beimprovised with the digitalization as it contributes to more stable form of growth. Digitaltransformation needs more skilled employee. To meet this need of employee at any given time thecontract workers, freelancers, part time and temporary workers were hired which introduced theconcept of flexible workforce. This secondary based qualitative research paper explores about the roleof Digitalization on Flexible Workforce. The research paper highlights the role of digitalization onflexible workforce and mentions the success factors to adopt digitalization in workplace.Keywords: Digitalization, Flexible Workforce, Digital Workplace, Employees, DigitalTransformatio
(PDF) DIGITALIZATION AND ITS ROLE ON FLEXIBLE WORKFORCE. Available from: https://www.researchgate.net/publication/375957445_DIGITALIZATION_AND_ITS_ROLE_ON_FLEXIBLE_WORKFORCE [accessed Sep 30 2024].
... In addition, a suitable communication style of the vision is important to generate awareness of the change process (Hiatt 2006). The need for change must be openly communicated to avoid uncertainty and achieve success (Bateh et al. 2013). Change needs a clear vision regardless of the change coalition to be successful. ...
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.
... The requirements of organizations or employees for IS and their adoption level of inter-organizational IS can vary because of cultural differences and cultural values especially at the national-level (Martinsons et al., 2009;Jackson, 2011;Bateh et al., 2013). Similarly, IS, directly and indirectly, influences each customer or end-user that has a different cultural background, thus resulting in different behaviors such as resistance to change (Kim et al., 2009;Laumer et al., 2016). ...
This chapter has focused on the theoretical foundations as well as the most studied topics of the Management
Information Systems (MIS) field and the Information Systems (IS) field. It is aimed to analyze the relationships and
influences of the top MIS journals by using bibliographic descriptions to investigate the theoretical as well as
conceptual backgrounds, development methodologies, and approaches of these fields. To examine the prominent
MIS theories in the literature, the articles published within the three peer-reviewed scholarly journals are examined.
These journals are MIS Quarterly, Journal of Management Information Systems, and International Journal of
Information Management, which have the SJImago Journal Rankings index higher than two. These are also leading
journals in the MIS field. The data consists of research articles that were published in these journals between 2017
and 2021. A total of 1062 research articles were examined via a qualitative approach. Content analysis and document
analysis techniques were conducted during the data analysis process. According to the findings, adaption and
acceptance theories such as TAM, UTAUT, and TRA, as well as social-based theories such as the social identity
theory, the social exchange theory, and the social learning theory guided MIS research in recent years. Besides, IS
research and development, digital transformation, the societal impact of MIS, IS usage and adoption have been the
most studied topics in the MIS field in recent years. This study is the first attempt in the literature to reveal the
diversity of theories used in MIS. Accordingly, it may guide developers and researchers to conduct the theoretical
and conceptual background of future MIS studies.
Keywords: Information Systems, Management Information Systems, MIS, Theoretical Foundations
... Most of the organizational leaders, researchers and organizational development experts face challenges related to the speed and complexity of change (Pryor et al.; 2008) so they are beginning to realize the importance of building competency for successful and rapid change (Bold, 2011) According to Nelson & Aaron (2005) Change management can simply mention to achieving business results by changing behavior. There is continues expand in the body of literature which describe the successful and unsuccessful change management initiative as an ingredient of organization's performance (Bateh et al.;, and the focus has been on the overall objectives that will achieve during the continuous environmental changes and events in the organization (Mondal et al.;. This bibliometric analysis aims to find a basis for future studies concerned with studying the relationship between change management and performance by referring to the data collected and analyzed from the Web of Science database. ...
La innovación docente que se ha utilizado en la presente practica es una herramienta que proporciona un aprendizaje experiencial y autónomo al estudiante, mediante la creación de un relato de identidad personal a través de la presentación de un storytelling en formato audiovisual que le permite presentar su Curriculum Vitae.
A través de la grabación del storytelling se persigue evidenciar las competencias
técnicas que se requieren en comunicación y marketing, así como la adquisición de las competencias transversales más demandas por el mercado laboral, tales como la curiosidad, creatividad, iniciativa, capacidad de adaptación, capacidad de aprendizaje entre otras, teniendo en cuenta las reflejadas en el Informe emitido por la consultora de Recursos Humanos Fundación Addeco (2021).
La realización del vídeo les ha permitido a los alumnos llegar a más destinatarios al
ser difundido por redes sociales y por ello han mejorado su empleabilidad.
Los resultados de la buena práctica han sido muy satisfactorios por parte del alumnado y con una mejora en las calificaciones académicas.
Palabras clave: Competencias transversales, empleabilidad, mercado laboral y
Storytelling.
... Adams et al. [24] highlighted the importance of recognising methods of reducing resistance in end users, including appropriate training, along with enhancing workplace culture, and reducing any related anxiety [50]. Furthermore, Bateh et al. [51] identified the benefits of training leaders to overcome resistance to change, as well as the use of moral and descriptive norms [29]. ...
A number of recent studies have examined the impact of advanced technologies on organizations. However, many (particularly those in developing countries) still face challenges when it comes to the adoption of mature technologies and have also continued to repeat many of the mistakes of early adopters, primarily in relation to automated workflow systems. The current paper analyses a case study of a public organization in the developing country of Saudi Arabia, with the aim of understanding its resistance to change brought about by the implementation of a mature technology, i.e., automated workflow systems. The study undertook semi-structured interviews with employees to establish the nature of this resistance, identifying their preference for familiar processes and systems, alongside their unwillingness to embrace the new system. Furthermore, the study highlighted a number of issues experienced during the implementation of automated workflow systems, including job security; changes in laws and rules; an inability to understand, and/or trust, the technology; the perceived risks and costs associated with change; and the transformation of business processes. It also cited factors related to organizational structure and power, and the discomfort involved in making difficult decisions. This study, therefore, aims to assist organizations to create a sound foundation for change prior to the adoption of more advanced technologies.
... Authors Kalman and Bozbayindir (2017) emphasized on the importance of communicating the change effectively before and during the process with the people undergoing to reduce resistance. According to Bateh et al., (2013) employees must believe in the change benefits during the long run, and that they are worth the discomfort and disturbance that change causes at the beginning of the process. Furthermore, Robbins et al., (2018) stated that resistors' involvement in the change is very important. ...
Purpose: The paper aims to study the change process strategies and approaches followed by Al Asayel School administration and their change agent, Alef Education, to transform the school from being a traditional primary school to a smart technology-based one. This was performed through tackling the change process and its impact on different stakeholders, and highlighting the importance of managing change successfully, to better deliver a successful change journey. Methodology: To further understand the change process and its impact on Al Asayel School – Abu Dhabi, an interview was held with the school's stakeholders who are: The school's principal, a primary school teacher, and a primary school student. The responses obtained were then supported with secondary research where literature and models were used to better illustrate and analyze the findings. Findings: The study showcases a steady and gradual change process initiated by Alef Education. With the willingness, dedication and cooperation of Al Asayel School administration, teachers and students, the change process was successfully implemented. Regardless of minor issues, the initiator responded quickly, was constantly available to provide solutions before, during and after the change. The level of resistance of the different stakeholders was identified, along with how the school and its change agent dealt with it. The analysis showcased that Al Asayel School’s principal and Alef Education implemented Lewin's change model successfully and communicated the change with teachers, students and parents in a motivational manner, through focusing on explaining all change aspects while addressing and easing raised concerns. This aided in controlling resistance to change and guaranteeing a successful transformation. Unique Contribution to Theory, Practice and Policy: The paper showcases a unique case that broadens our understanding of the usage of Lewin’s change model by Alef Education to education in the UAE through investigating the first school that implemented this change and how they managed to adapt while inspiring schools to adopt new platforms and educational technology.
... On the other hand, research conducted in different scientific disciplines shows that avoidance of change is inspired by fears of losing control of the situation (Rosenberg, 2018), individual traits determining low receptivity to novelties (Weeks et al., 2004), the feeling of instability or the fair of uncertainty, loss of the current state or perceived negative impact on personal time and workload (Lane, 2007). In addition, emphasis is placed on organizational factors, such as the very organization's readiness for change, including employee beliefs, change appropriateness, benefit, managerial commitment (Holt et al., 2007), and managers' abilities to cope with resistance to change (Bateh et al., 2013), ethical leadership (Metwally et al., 2019), etc. Identification of the causes of resistance increases the possibility to make appropriate managerial decisions in the change management process and to mitigate the rejection of change. A better understanding of the internal factors of resistance to change in the higher education system can help evaluate the response to planned reforms and, simultaneously, improve their acceptance by applying managerial measures. ...
... We really needed to understand how this was going to happen"-Nurse Much of organizational change will not succeed without people adopting new ways of working. 25 One of the primary reasons employees resist change is their failure to understand how change will occur. It is vital to any change management to reduce conflict and increase collaboration through communication. ...
The opioid epidemic continues to be an ongoing public health crisis. Many primary health care providers aptly serve as the gatekeeper to opioid prescriptions. The opioid epidemic has challenged the primary care profession whilst many of these providers have opted out of opioid prescribing altogether. This unintended consequence affirms erosion to primary care that is vital to the ecosystem of opioid management. The purpose of this study was to understand strategies to deliver opioids safely and effectively. Results indicate primary care providers are uniquely positioned to make a positive opioid impact through focused change initiatives. Five common themes arose from the inductive analysis: (1) provide leadership support; (2) define standard of work; (3) conduct pre-visit reviews; (4) conduct post-visit reviews; and (5) measure progress. Then, each common theme was deductively analyzed through a view of Kotter’s change theory to support an effective proxy for implementing and sustaining chronic opioid therapy in a primary care context. These finding have potential to provide actionable implications for health care management professionals and primary care organizations such as hospitals and group practices.
... Resistance to change is one of several challenges to organizational transformation. A variety of factors may contribute to collegial uptake of new services, including leadership effectiveness, readiness for change, roles and competencies needed to ensure the success of sustainable change, and individual commitment to and participation with new initiatives (21). In addition, health care systems often house silos of specialties which may hamper opportunities to connect and communicate with peers and can foster fragmentation of care. ...
Objective: The aim of this study was to measure implementation of quality indicators (QIs) of Perinatal/Neonatal Palliative Care (PNPC) as reported by participants following a one-year training course.
Study Design: A cross-sectional survey mixed-method design was used to obtain data from an interdisciplinary team of professionals one year after attending a PNPC training course. A questionnaire with 32 QIs queried participants about self-reported implementation of PNPC and that of their colleagues. Descriptive and frequency data were analyzed to measure the implementation of PNPC QIs. Qualitative data were examined using content analysis.
Results: Response rate was 34 of 76 (44.7%). Half of the QIs are implemented in clinical settings by course attendees more than 90% of the time, and 15 QIs are implemented between 70 and 89.9%. Colleagues within the same healthcare system applied palliative care practices less frequently than those who attended the training course. When asked if quality indicators were “always” implemented by colleagues, the average difference in scores was 36% lower. Qualitative analyses resulted in three themes that addressed changes in clinical practice, and four themes that summarized barriers in practice.
Conclusion: There is high frequency of implementation of QIs by professionals who attended an evidence based PNPC training course. PNPC is implemented by the colleagues of attendees, but with less frequency. Attending evidence-based education increases clinicians' opportunities to translate quality PNPC care into clinical settings.
... Furthermore, Lines et al. (2015) purported that resistance to change decreases employees' work efficacy. Bateh et al. (2013) also asserted that employees' change resistance could potentially lead to work disruptions and conflicts among employees in the organization. Eventually, this can deteriorate job motivation and amplify turnover intention (Wagstaff et al., 2016). ...
This research analyzes the effect of social media crisis communication on resistance to change of university employees in the Philippines during the COVID-19 situation. The study also consider the role of organizational citizenship behavior (OCB), which is hypothesized as a predictor of employees' resistance to change, as well as a moderator that strengthens the effect of social media crisis communication on employees' resistance to change. Survey data were collected from 522 employees from three public universities in the Philippines. The hypotheses are tested using partial least squares structural equation modeling. The results show that social media crisis communication and OCB are negatively related to employees' resistance to change. Moreover, the moderating effect analysis indicated that OCB significantly intensified the negative effect of social media crisis communication on the employees' resistance to change. This result implies that social media crisis communication can have a stronger impact on lowering employees' resistance to change when OCB is highly expressed among employees.
... Change zu verbessern. Bedenken der Mitarbeiter sprechen daher eher für eine aktive Auseinandersetzung und für ein gewisses Involvement, welches positiv zu sehen ist, im Gegensatz zu einer eher gleichgültigen Haltung gegenüber der Veränderung.Bateh et al. (2013) kommen daher zu dem Schluss, dass es nicht auf den Widerstand an sich ankommt. Die Wahrnehmung bzw. Reaktion der Organisation auf die Bedenken der Beteiligten sei entscheidend für den Erfolg eines Veränderungsprojektes. Statt auf den resistance to change zu reagieren, empfehlen daher einige Autoren lieber den Fokus auf readiness for cha ...
... Change zu verbessern. Bedenken der Mitarbeiter sprechen daher eher für eine aktive Auseinandersetzung und für ein gewisses Involvement, welches positiv zu sehen ist, im Gegensatz zu einer eher gleichgültigen Haltung gegenüber der Veränderung.Bateh et al. (2013) kommen daher zu dem Schluss, dass es nicht auf den Widerstand an sich ankommt. Die Wahrnehmung bzw. Reaktion der Organisation auf die Bedenken der Beteiligten sei entscheidend für den Erfolg eines Veränderungsprojektes. Statt auf den resistance to change zu reagieren, empfehlen daher einige Autoren lieber den Fokus auf readiness for cha ...
Die Veröffentlichungsreihe für Qualitätssicherung in Personalauswahl und -entwicklung (VQP) baut eine Brücke zwischen Theorie und Praxis im Bereich Human Resources. Im Herausgeberband „Personalpsychologische Schriften“ stellen Hochschullehrer*innen den Stand der Forschung im Bereich Personal & Organisation in knapper und anwendungsnaher Form dar.
... In order to handle the dynamic environment, an organization needs to have the capacity to adapt quickly to salvage itself (Hanpachern, Morgan, & Griego, 1998). Batch, Castaneda and Farah (2013) also states that this time an organization has to be able to change to match itself with the market change, hence it needs an employee having a capability (readiness) to handle a change that happens in the company. ...
Change is necessary for a company to survive in the global competition. Intrapreneurship and perception of career development are essentials in allowing companies to be responsive. The purpose of this study is to investigate whether intrapreneurship and career development perception are predictors of readiness for change. This study involved 193 employees who have worked at least two years and have a minimum high school degree. Several measurement tools were used: (1) employee readiness for change scale with the reliability 0.827, (2) intrapreneurship scale with a reliability score of 0.912, and (3) perception of career development scale with a reliability score of 0.873. Respondents were recruited using a purposive sampling technique. Data were analyzed using multiple regression analysis. The results of this study achieve a value of p <0.05 and R2 = 0.414, indicating that intrapreneurship and perception of career development contribute 41.4% in explaining employees' readiness for changes. Thus, this research becomes an important study of employee readiness for change.
... Numerous articles and studies attempt to explain the shift effects in management, no matter the outcome. Nevertheless, among many of these studies, a common theme is resistance towards change (Erwin and Garman, 2010;Laumer and Eckhardt, 2010;Bateh, Castaneda and Farah, 2013). ...
Although most literature in relation to student teaching evaluations argue that when the administrative format is switched from paper based to online, the impact on professors' teaching scores is minimal, but faculty may still resist change from one format to another. This article describes a pilot study at a medium sized, western university whose primary mission is teaching, and which is transitioning the student teaching evaluations from a paper based to an online format. To gain faculty support and proceed with the format change, a comparative study was carried out in the business department, one of the larger departments in the university. Statistical differences between 24 (paper) and 22 (online) teaching evaluations from 21 professors were compared using inferential statistics (t-test). While the main finding (no difference between the two administrative formats) follows the literature, some additional evidence argues that students teaching evaluations tend to be lower on business courses that develop quantitative skills. In spite of limitations related to sample size and teaching score used for the comparative analysis, the findings offer positive support to the university administration in switching formats. However, when analyzing these differences individually, substantial implications for faculty and their performance evaluations may arise.
... Most employees do not have enough experience and motivation to feel satisfied with organizational change, which is a reason for resistance to change (Alshurideh et al., 2012). Organizations must develop effective change strategies (Bateh, Castaneda, & Farah, 2013;. Researchers agree that communication is the most effective strategy to enhance employee acceptance, which is necessary as employees play a critical role in organizational change (Petrou et al., 2018). ...
The main purpose of this research is to investigate the mediating role of job stress in the relationship between organizational change and job satisfaction in telecommunication companies in Jordan. The research population is employees working at three communication companies in Jordan; as a convenience sample of 422 was chosen randomly. Descriptive analysis was used to provide general information on the employees of telecommunication companies. Furthermore, validity and reliability tests were used, and regression analysis was applied for the possibility of hypotheses rejection. The findings indicate a significant positive relationship between organizational change and job satisfaction , as well as a significant positive relationship between organizational change and job stress. Additionally, the results indicate a significant negative relationship between job stress and job satisfaction. The findings also revealed a partial mediating effect of job stress on the relationship between organizational change and job satisfaction. According to the findings of this research, to increase employees' job satisfaction, their level of job stress during organization change operations in telecommunication companies must be decreased. For future research, the present study recommends the investigation of the impact of organizational change on job satisfaction, along with the mediating role of job stress, using different dimensions and sectors.
... Obviously, the process of organizational change and development will not occur without a willingness to change at the individual and organizational levels (Al-Tahitah, 2019). This claim comes in response to what has been proved by many studies that nearly 75% of the change initiatives have failed and the most vital reasons for these results are attributed to the lack of readiness for the change process (Bateh, Castaneda, & Farah, 2013; J. P. Kotter, 2012;Miller, 2001;Pellettiere, 2006;Warrick, 2009). In order to focus on the context of change in the present research, the different forms in which change can occur need to be discussed. ...
A primary contribution of this research is to empirically examine the effect of learning organizational culture (LOC) and readiness for change (RFC) on commitment to change (C2C). Meanwhile, it comes to identify the mediating role of readiness for change in the relationship between learning organizational culture and commitment to change. The data was collected throughout a survey distributed on 244 administrative staff of the educational ministries in Yemen using a stratified random sampling approach. Statistically, smart PLS-SEM has been employed to obtain the results of the study. The findings revealed that all hypotheses were supported where LOC has a significant influence on both change readiness and commitment to change. Meanwhile, RFC was found to be a partial mediator in the causal and outcome variables. The implications of this study are focused on the importance of readiness for change and learning organizational culture in attaining and implement change processes as well during and after change begin.
... For example, Bateh et al. (2013: 114) noted "that resistance has a considerable engagement value, and may even reflect a higher level of commitment, rather than unthinking acceptance". At the same time, it was suggested that resistance can potentially improve the quality of organizational decisions (Bateh et al., 2013). In addition, other authors (see, for example, Waddell & Sohal, 1998) consider resistance a constructive tool for change management. ...
This study analyses the creation of a collaborative network among a group of small Italian Municipalities finalized to share their welfare services, the provision of which represents one of the most relevant challenges for Public Administrations, both for the growth of needs of people and the decrease of resources available. This study starts from the literature analysis on collaborative networks, and then examines the network creation as a process of organizational change based on a knowledge perspective, identifying the main organizational variables. These variables emerge from a content analysis run on materials from interviews conducted with informants involved in the process. Based on the results of the content analysis, a fsQCA was run, suggesting a specific combination of variables. ‘Openness to change' appears as a necessary condition in both the phases in which the process can be organised, while in the second also ‘knowledge sharing’ emerges as necessary.
... Scheduled top-down changes in an organization usually causes intense reactions, originated mainly from syndicates or workers' associations, expressing worries about how the pending changes can affect the worker (Bateh, Castaneda, & Farah, 2013). The reactions appear as "resistance to change" and they are mainly driven by the anxiety and the concern of the organization members regarding the stability of their job position and their professional development. ...
Literature on educational reforms is rich of cases where changes have been
attempted, without however to attain success. Likewise the Greek education system
had experienced a lot of reforms, most of which have failed to make the intended
changes and they attenuated shortly after their implementation or they ceased at the
stage of legislative planning. On the other hand, the traditional research have failed
to develop a coherent theoretical perspective and provide satisfactory
interpretations of the perpetually unsuccessful reforms. This paper is part of wider
project which attempts to address the above issue following the Complex
Dynamical Systems (CDS) perspective, that is, by fostering the CDS
epistemological assumptions and applying nonlinear methodological approaches.
This endeavor focuses on teachers' readiness for change and explores the
dimensions of the resistance to change related to the values, attitudes, dysfunction
beliefs and planed behaviors of teachers. Given that the project is still ongoing,
here, only the outline of the research design and the strategy followed are discussed
along with some preliminary findings. At a first stage, the investigation
implemented focus-group settings to reveal clues of those dimensions. The
recorded data were analyzed via orbital decomposition analysis (ODA), a method
designed for categorical time series and discourse analysis. Some of the crucial
dimensions of resistance-to-change were subsequently measured via a survey
instrument and were used to predict teachers’ position with linear and nonlinear
models. Statistical analysis showed that the cusp catastrophe model was superior to
the linear alternatives and revealed discontinuities in teachers’ positions, while
certain variables proved to be bifurcation factors. The implications of these findings
are discussed, while methodological aspects of ODA and catastrophe theory
modeling are briefly presented. The present work sets a framework for the
application of complexity theory and nonlinear dynamics in organizational theory
of educational change.
... Typically also, it requires the participation of employees in the whole process to ensure the acceptance, fit-for-purpose and smooth transition to any decided changes in contrast to the traditional approaches to reorganisation and restructuring, which adopt top-down approaches focusing in cost reduction with little, if any, participation of the employees. It is known, however, that any organisation reformation may face a significant employee resistance (Furst and Cable, 2008;Bateh et al., 2013) and carries, among others, the risk of compromising job satisfaction, which its turn carries the risk of compromising organisational competence and performance (Pick and Teo, 2017). ...
In 2017, the Single Agency for Social Insurance (EFKA) emerged in Greece via integrating the pre-existing independent insurance funds, with little, if any, involvement of the employees. As it is known that organisational changes may compromise job satisfaction and consequently organisational performance, it is beneficial for organisations to make efforts to ensure the satisfaction of employees and the first step in this respect is understanding and assessing their job satisfaction. Within this context, it is the aim of the study presented herein to identify the satisfaction determinants of EFKA employees, assess their satisfaction levels and highlight job aspects calling for attention and/or improvement. To this end, a questionnaire survey was undertaken and data were analysed with statistical techniques and action diagrams. The results of the analyses indicated several job dimensions with contributions to overall satisfaction, with the most important and at the same time critical the 'work tasks and development' dimension.
... In an effort to promote organizational change readiness, it is important to understand employees' relationship initiatives with the organization. According to Bateh, Castaneda, & Farah (2013), "some employees are more loyal to relationships, while others are more loyal to structural components of an organization, which are often based on principles such as efficiency, tradition or creating an acceptable fit". This further validates the importance of being flexible during the transitional stages of an organization. ...
Organizational change continues to be a focal point for most American organizations.
Although, American firms have been successful in promoting organizational change in the
workplace, unrealistic expectations continue to be endorsed in most organizational
structures. Consequently, this organizational dilemma has led to misguided expectations
resulting in dissatisfaction in the workplace, leading to dysfunctional organizational
behavior. Additionally, studies have suggested that the lack of leadership is blamed for
disproportioned organizational behavior issues leading to misguided organizational change in the workplace. In so doing, recommendations will be offered in an effort to streamline organizational change in the workplace, which will lead to improved work productivity.
Change initiatives often encounter resistance from employees, impeding successful implementation. Leveraging insights from neuroscience can provide valuable guidance in navigating this resistance and promoting readiness for change. Social experiences in a work environment affect the brain positively or negatively. By understanding the brain's response to change, change managers can create a supportive environment and communicate accordingly. This study examines the impact of social experiences on readiness to change among employees in the manufacturing sector from a neuroscience perspective. SCARF is a neuroscience-based model that evaluates five dimensions of social experiences such as status, certainty, autonomy, relatedness, and fairness. This quantitative study is based on data collected from different manufacturing organisations. The results of this study provide insights into how change managers can address these social domains to promote successful change initiatives and improve employee readiness to change.
Purpose: Emirates Airlines is one of the leading airlines with over 100 international destinations. The airline sector is continually evolving, bringing both difficulties and possibilities. Emirates Airlines has reacted to these changes by effecting an organizational change plan. Implementing a Resource Management System (RMS) in the line maintenance department is the primary subject of this study since it was the main change in the Emirates. Based on specified criteria and flight updates, the RMS software program produces jobs for technicians and engineers. Therefore the study aims to evaluate how the organization handles the change process after introducing new technological applications in the emirates airlines. Methodology: This study employs various qualitative research techniques, including interviews. Findings: The study reveals that critical leadership traits for implementing change include self-awareness, self-regulation, empathy, self-motivation, and social skills. Embracing change enables organizations to enhance their services and provide a distinct competitive edge compared to resistance, which can render the firm irrelevant. Resistance to change mainly occurs due to inadequate information, poor comprehension, and varying visions (Elgohary & Abdelazyz, 2020). Unique Contribution to Theory, Practice and Policy: The study was anchored on change model. The study recommends that the RMS should benefits the department by improving labor utilization, lowering maintenance costs, and raising customer satisfaction.
As the contemporary environment is infused with change, organizations push for change, and the notions of failure and success associated with organizational change management interventions are linked to (perceived) barriers and facilitators. Purpose - This study aims to identify barriers and facilitators in organizational change management and investigate essential dimensions to consider to improve the successful implementation of change initiatives within organizations. As two ends of a spectrum, barriers and facilitators play a crucial role in either hindering or facilitating the progress of a change intervention. While barriers can impede organizational change success, they can also serve as facilitators. Research Design - A literature review of over forty (forty) articles was conducted to determine how and how scholars have identified the variables contributing to the success or impeding change efforts. The study was conducted using a descriptive exploratory approach to identify variables considered barriers to or facilitators of change. Findings - Based on descriptive analysis, the findings from the literature search were categorized under three (three) themes: 1/ Self; 2/ Social Support; and 3/ Organizational Support. A deeper understanding of each theme was achieved by categorizing it further into subcategories aligned with the given theme. Value - This article provides a unique perspective on why planned interventions do not always consider the identified variables and, as a result, struggle to effect organizational change. By understanding factors that have a direct impact on change and assisting leaders and employees, this article provides a pathway for success in organizational change.
Converting from conventional to Islamic banking involves significant changes due to the different nature of conventional and Islamic banks. Actually, Conventional banks are facing several obstacles due to non-existence of comprehensive framework for the conversion process. Some prominent obstacles are shari'ah compliance, resistance of conversion, human resources, Islamic financial products, and regulations and legislations. In this paper, the researchers provide a comprehensive review of the literature on the conversion process into Islamic banking system. This paper discusses the concept of the conversion process and highlights the challenges and obstacles facing the conversion process into Islamic banking. Therefore, this paper shed a light on some major factors that may hinder the success of conversion process. To investigate key obstacle factors, this research sketched the issues from literature (research articles, existing survey findings, concepts) involved with conversion process, and the motivations were prompted the conventional banks to convert to Islamic banks. However, the main objective of this study is to investigate the factors that influence the success of conversion process from conventional banks to the Islamic banks and the motivations for this process. The study suggests that the conversion process should be looked at as a comprehensive process of all components of the economic and financial system. Conventional banks which that to convert to Islamic banks should follow the format for financial statements suggested by AAOIFI in general and shari'ah standard number 6 (conversion standard) in particular. More research is needed to determine the most important factors that influence the conversion process into Islamic banking. This paper is the first of its kind that provides a comprehensive and integrative critical literature review that can serve as a useful checklist for Islamic banking researchers and leaders in their quest of evaluating the conversion process from conventional banks to Islamic banking.
This study sets out to investigate the antecedents of turnover intentions, using the private healthcare employees in an emerging economy (Ghana) as a benchmark. Even though myriad studies have been conducted on the aforementioned topic, yet, there are scant investigations on how employees of private healthcare institutions relate towards turnover intentions, specifically in a developing economy context. Therefore, this study draws on extant literature and subsequently proposes a hypothetical argument on the effect of training satisfaction, benefits and incentives on employee turnover intentions as well as resistance to change while establishing the nexus between turnover intentions and resistance to change. Both paper and web-based (online) questionnaires were gauged from employees of private healthcare organizations in Ghana. Data were analyzed by partial least square structural equation modeling (PLS-SEM) on a sample of 544 employees of private healthcare institutions. The findings indicate that training satisfaction, benefits and incentives have a positive impact on an employee's turnover intentions. Moreover, employee's resistance to change is influenced by both training satisfaction and benefits and incentives. Further, the investigation established that employee's resistance to change influences employee turnover intentions. The thoughtful mechanisms of how the running of private healthcare institutions in Ghana can be enhanced are expanded by the empirical results obtained through how employees can be satisfied by training and the application of rewards to reduce turnover. Moreover, administrators of private healthcare organizations are forewarned of the implications of employees' resistance to change and its effect on employee turnover intentions.
At the beginning of the year 2020, massive fast spread Coronavirus or (COVID-19) pandemic caused a serious impact on the education system worldwide. This chapter aims to explore the students’ attitude to use social media as a learning tool during COVID-19 pandemic based on the view of the Health Belief Model (HBM). A total of 504 students in Malaysian universities were involved in this study. The partial least squares structural equation modelling (PLS-PM) has been employed to analyse the data collected in this study. The results indicated that perceived susceptibility, perceived severity, perceived barriers, perceived (health) motivation, perceived benefits and self-efficacy were significant in predicting the students’ attitude to use social media as a learning tool during COVID-19 pandemic. The results of this study has been contributed to the existing literature by validating HBM in the Malaysian context and provide theoretical contributions and practical implications to the theory, and practice.
The purpose of this concept analysis is to explore the concept of resistance and provide an operational definition for nurse leaders. While resistance has been deemed a major barrier to the implementation of successful practice change in popular literature, specific evidence as to how it is a barrier within health care organizations is lacking. The Walker and Avant model of concept analysis was used to analyze the concept of resistance. Literature searches utilized the Cumulative Index for Nursing and Allied Health Literature (CINAHL), PsychARTICLES, and Google scholar. Resistance is defined as an individual's behavior in response to perceived or actual threat in an attempt to maintain baseline status. It may be preceded by and amplified through mistrust, fear, and communication barriers, ultimately influencing the implementation, quality, and sustainability of the change. Historically resistance has been viewed with negative conations due to its potential impact on organizational success. However, resistance is a normal response to a threat to baseline status. Nurse leaders prepared with knowledge of resistance, including the antecedents and attributes, can minimize the potential negative consequences of resistance and capitalize on a powerful impact of change adaptation.
As change becomes a constant in organizational life, middle managers charged with interpreting, communicating, and implementing change often struggle for meaning. To explore change and managerial sensemaking, we conducted action research at the Danish Lego Company. Although largely absent from mainstream journals, action research offers exceptional access to and support of organizational sensemaking. Through collaborative intervention and reflection, we sought to help managers make sense of issues surfaced by a major restructuring. Results transform paradox from a label to a lens, contributing a process for working through paradox and explicating three organizational change aspects-paradoxes of performing, belonging, and organizing.
The existing literature suggests that numerous variables affect a leader's effectiveness. In this study, the authors examine behaviors associated with leadership effectiveness in driving change. Results indicate that specific leader behaviors—the ability to motivate, communicate, and build teams—are predictors of successful implementation of organizational change.
The author develops a process model of the unintended consequences in planned organizational change that draws on the structuration, organizational change, and organizational tension literatures. The model depicts the communicative actions of both senior management and employees and reveals the dynamic through which unintended consequences unfold. The model extends theoretical understandings of planned organizational change and discusses how future research can build a dialectic and dialogic model of planned change focused on employee participation. The author illustrates the model with a case study of organizational change and its unintended consequences. The article concludes with insights on change management for practitioners and with directions for future research.
Prevailing views of resistance to change tell a one-sided story that favors change agents by proposing that resistance is an irrational and dysfunctional reaction lo-cated "over there" in change recipients. We tell the rest of the story by proposing that change agents contribute to the occurrence of resistance through their own actions and inactions and that resistance can be a resource for change. We conclude by proposing how resistance might be restructured. It is time to expand our understanding of re-sistance to change, including its sources and its potential contribution to effective change man-agement. As others have noted (Dent & Gold-berg, 1999a; King & Anderson, 1995; Meston & King, 1996), the predominant perspective on re-sistance is decidedly one sided, in favor of change agents and their sponsors. 1 Studies of change appear to take the perspective, or bias, of those seeking to bring about change, in which it is presumed change agents are doing the right and proper things while change recipients throw up unreasonable obstacles or barriers in-tent on "doing in" or "screwing up" the change (Dent & Goldberg, 1999a; Klein, 1976). Accord-ingly, change agents are portrayed as undeserv-ing victims of the irrational and dysfunctional responses of change recipients. This "change agent– centric" view presumes that resistance is an accurate report by unbi-ased observers (change agents) of an objective reality (resistance by change recipients). Change agents are not portrayed as partici-pants who enact their environments (Weick, 1979) or construct their realities (Berger & Luck-mann, 1966) but, rather, as people who deal with and address the objectively real resistance of change recipients. There is no consideration given to the possibility that resistance is an interpretation assigned by change agents to the behaviors and communications of change recip-ients, or that these interpretations are either self-serving or self-fulfilling. Nor, for that matter, does the change agent– centric view consider the possibility that change agents contribute to the occurrence of what they call "resistant behaviors and communications" through their own actions and inactions, owing to their own ignorance, incompetence, or mis-management (e.g. Rather, resistance is portrayed as an unwarranted and detrimental response residing completely "over there, in them" (the change recipients) and arising spon-taneously as a reaction to change, independent of the interactions and relationships between the change agents and recipients (Dent & Gold-berg, 1999a; Ford, Ford, & McNamara, 2002; King & Anderson, 1995).
This study explores the process of organizational change by examining localized social learning in organizational subunits. Specifically, we examine participation in university technology transfer, a new organizational initiative, by tracking 1,780 faculty members, examining their backgrounds and work environments, and following their engagement with academic entrepreneurship. We find that individual adoption of the new initiative may be either substantive or symbolic. Our results suggest that individual attributes, while important, are conditioned by the local work environment. In terms of personal attributes, individuals are more likely to participate if they trained at institutions that had accepted the new initiative and been active in technology transfer. In addition, we find that the longer the time that had elapsed since graduate training, the less likely the individual was to actively embrace the new commercialization norm. Considering the localized social environment, we find that when the chair of the department is active in technology transfer, other members of the department are also likely to participate, if only for symbolic reasons. We also find that technology transfer behavior is calibrated by the experience of those in the relevant cohort. If an individual can observe others with whom they identify engaging in the new initiative, then they are more likely to follow with substantive compliance. Finally, when individuals face dissonance, a situation where their individual training norms are not congruent with the localized social norms in their work environment, they will conform to the local norms, rather than adhering to the norms from their prior experience.
Purpose
Two claims are made about play that bears on managing change in organizations. First, play is a creative dynamic of human community; and in particular, it is the form taken by love at the boundary of fantasy and reality. Second, play is known, not by analysis via the mind and reason, but by intuition via the body and feeling. To manage change as play is to call upon the possibilities of adaptation and development that lie at the creative edge of love.
Design/methodology/approach
The arguments of the paper are not strictly rational (deductive) or empirical (inductive) but are based upon an “abductive” reading of the literatures on play and managing change.
Findings
Play is key in managing change. Play is the creative enlargement of love involved in healthy and effective adaptation and development.
Social implications
Change in organizations is best taken in the spirit of love that is play. As change calls to love, the greatest changes call to the greatest love of the divine in which all things are possible.
Originality/value
The paper offers a novel theoretical integration of the research literatures on play and managing change. The paper offers a powerful argument for the humane foundations of play and change in love.
Although much attention has been devoted to understanding employee resistance to change, relatively little research examines the impact that positive employees can have on organizational change. To help fill this need, the authors investigate whether a process of employees' positivity will have an impact on relevant attitudes and behaviors. Specifically, this study surveyed 132 employees from a broad cross-section of organizations and jobs and found: (a) Their psychological capital (a core factor consisting of hope, efficacy, optimism, and resilience) was related to their positive emotions that in turn were related to their attitudes (engagement and cynicism) and behaviors (organizational citizenship and deviance) relevant to organizational change; (b) mindfulness (i.e., heightened awareness) interacted with psychological capital in predicting positive emotions; and (c) positive emotions generally mediated the relationship between psychological capital and the attitudes and behaviors. The implications these findings have for positive organizational change conclude the article.
Change management experts have emphasized the importance of establishing organizational readiness for change and recommended various strategies for creating it. Although the advice seems reasonable, the scientific basis for it is limited. Unlike individual readiness for change, organizational readiness for change has not been subject to extensive theoretical development or empirical study. In this article, I conceptually define organizational readiness for change and develop a theory of its determinants and outcomes. I focus on the organizational level of analysis because many promising approaches to improving healthcare delivery entail collective behavior change in the form of systems redesign--that is, multiple, simultaneous changes in staffing, work flow, decision making, communication, and reward systems.
Organizational readiness for change is a multi-level, multi-faceted construct. As an organization-level construct, readiness for change refers to organizational members' shared resolve to implement a change (change commitment) and shared belief in their collective capability to do so (change efficacy). Organizational readiness for change varies as a function of how much organizational members value the change and how favorably they appraise three key determinants of implementation capability: task demands, resource availability, and situational factors. When organizational readiness for change is high, organizational members are more likely to initiate change, exert greater effort, exhibit greater persistence, and display more cooperative behavior. The result is more effective implementation.
The theory described in this article treats organizational readiness as a shared psychological state in which organizational members feel committed to implementing an organizational change and confident in their collective abilities to do so. This way of thinking about organizational readiness is best suited for examining organizational changes where collective behavior change is necessary in order to effectively implement the change and, in some instances, for the change to produce anticipated benefits. Testing the theory would require further measurement development and careful sampling decisions. The theory offers a means of reconciling the structural and psychological views of organizational readiness found in the literature. Further, the theory suggests the possibility that the strategies that change management experts recommend are equifinal. That is, there is no 'one best way' to increase organizational readiness for change.
The effects of transformational leadership on the outcomes of specific change initiatives are not well understood. Conversely, organizational change studies have examined leader behaviors during specific change implementations yet have failed to link these to broader leadership theories. In this study, the authors investigate the relationship between transformational and change leadership and followers' commitment to a particular change initiative as a function of the personal impact of the changes. Transformational leadership was found to be more strongly related to followers' change commitment than change-specific leadership practices, especially when the change had significant personal impact. For leaders who were not viewed as transformational, good change-management practices were found to be associated with higher levels of change commitment.
Purpose – The purpose of this article is to analyze the commonalities of various change and transition models developed over time to assist with and support managing organizational change. Design/methodology/approach – The article provides an examination of change and transition models through a review of relevant literature and the comparison of different models. Findings – Each change and transition model has similar methods of handling change. Their unique methods and strategies provide additional insights into possible applications to most organizations. In some cases, models could be combined to form new models to best fit the circumstances of the organization. Practical implications – This comparison can assist individuals in evaluating and selecting the model based on organizational need while remembering to focus on both the physical and the emotional changes in an organization. Originality/value – The article shows that human resource managers can benefit from learning the commonalities between change and transition models when considering what will work for their organization in conjunction with the review of a number of well known and relevant models.
Research indicates that numerous variables have an impact on a leader's effectiveness. This study explores the behaviors associated with leadership effectiveness in driving change. The findings confirm previous research that identifies change effectiveness skills, while isolating the specific leader behaviors deemed most valuable to implementing change: motivation and communication.
A survey of hospital chief executive officers found financial challenges to be the most important issue facing their organizations (American College of Healthcare Executives 2007). However, researchers (Griffith et al. 2006; Langabeer 2008) have found that hospitals have been unsuccessful in significantly improving or changing their financial performance. In the present case study, the author reports how hospital leaders achieved cost reductions while maintaining quality patient care in the complex and messy reality of their organization. The author (serving as a consultant to leadership and using an action research methodology) examined the process of leading change in a hospital organization and the associated reactions of individual organizational members to change interventions. The author tried to link current theory and practice while identifying those factors most crucial to leading this financial change initiative, the major challenges faced, and what seemed most effective in addressing those challenges. The author also examined 4 phases of the change process: realizing the need to change, planning the change, implementing the change, and sustaining the change.
Shifts in the environment can compel health care organizations to change their strategies. However strategic change frequently fails because individuals do not adopt the behaviors necessary to successfully implement the new strategy.
This study explores how three variables-agreement with new strategy, leaders' actions, and groups' general orientation toward change-can influence members of physician teams to take actions supporting a strategic shift aimed at improving patient satisfaction.
Physicians in 37 specialty departments in a large health care organization were surveyed regarding their support for a new customer service initiative, the actions of department leaders, and generalized norms supporting change. The results of the survey were linked to changes in patient satisfaction for the department.
Normative support for the specific strategic change was directly related to increased patient satisfaction 1 year later. The interaction between norms supporting change readiness and the quality of leadership was positively related to change in patient satisfaction.
Successfully implementing a strategic change often requires getting individuals to change their behaviors. Leaders can enhance the results of the change by working to develop general norms such as teamwork and tolerance for mistakes that increase general readiness for change with the group.
Can positive employees help positive organizational change?
- J B Avey
- T S Wernsing
- F Luthans
Avey, J. B., Wernsing, T. S., & Luthans, F. (2008). Can positive employees help positive organizational
change? Journal of Applied Behavioral Science, 44(1), 48-70.