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... I present a framework of contextual conditions for leaders who have decided to lead RTC, the characteristics of the people who decide to take on such responsibility, and the reasons why they choose to do so. As organizational transformation is a distinctive kind of change, which, I argue, requires special leadership characteristics (De Smet & Gagnon, 2018;Heifetz, Grashow, & Linsky, 2009;Heifetz & Laurie, 1997;Isern & Pung, 2007;Pascale, 1999), the primary purpose of this dissertation was to examine the phenomenon of the lived experiences of leaders who have led radical change in their organizations. ...
... It is different from convergent evolutionary change, which is more of a fine-tuning of an organization's existing orientation (Greenwood & Hinings, 1996). Sometimes, VUCA conditions create a need to change at an accelerated pace, which would be considered radical change (Isern & Pung, 2007;Nadler, 1998;Tushman, Newman, & Romanelli, 1986). Kilmann and Covin (1988) referred to this type of change as "revolutionary." ...
... While many variables and types of change can derail a transformation, under the right conditions, organizations can mitigate many of the risks to increase their chances of success (Isern & Pung, 2007;Jacquemont et al., 2015;Keller, Meany, & Pung, 2010;Kotter, 1995). ...
... Research confirms that positive emotions resulting from a focus on strengths and opportunities promote the success of an individual and team performance in organizations (Fredrickson, 2003a(Fredrickson, , 2009aMiglianico et al., 2020;Dubreuil et al., 2021). A McKinsey Quarterly study of 1,300 global executives echoes this sentiment; in that, the highest performing organizations have a clear purpose, an understanding of strengths, shared aspirations, and leaders who know how to unleash ideas (opportunities) with a result-driven process (Isern and Pung, 2007). Empirical research by POS confirms strengths-based practices, and positive leadership improves the organizational performance and the individual physiological health and wellbeing (Tombaugh, 2005;Burkus, 2011;Cameron, 2013;Welch et al., 2014;Ding et al., 2020). ...
... Given the current business and economic climate in which there are technological changes, environmental changes due to the pandemic and the climate, rapid changing of skillsets in the workplace, employment shortages and turnover, and generational differences in the workforce, we need to have strategic thinkers, planners, and leaders who can surface strengths, create shared aspirations, identify opportunities, and build capabilities with a results-driven focus (Isern and Pung, 2007;Bachmann et al., 2021). The SOAR Scale, a rapid 12-item self-report survey with demonstrated reliability and construct validity, can help individuals, researchers, and practitioners leverage survey scores in the Strengths, Aspirations, Opportunities, and Results factors to create a strategy for optimal individual, team, or organization performance based on the awareness of strengths and aspirations and the identification of opportunities for growth with meaningful and measurable results. ...
Strengths, Opportunities, Aspirations, and Results (SOAR) is a strengths-based framework for strategic thinking, planning, conversations, and leading that focuses on strengths, opportunities, aspirations, and results. The SOAR framework leverages and integrates Appreciative Inquiry (AI) to create a transformation process through generative questions and positive framing. While SOAR has been used by practitioners since 2000 as a framework for generating positive organizational change, its use in empirical research has been limited by the absence of reliable and valid measures. We report on the reliability, construct validity, and measurement invariance of the SOAR Scale, a 12-item self-report survey organized into four first-order factors (Strengths, Opportunities, Aspirations, and Results). Data from a sample of 285 U.S. professionals were analyzed in Mplus using confirmatory factor analysis and exploratory structural equation modeling. The Four-Factor first-order exploratory structure equation modeling (ESEM) had the best model fit. Measurement invariance tests found the scalar invariance of the SOAR Scale across gender and education groups. Implications are discussed for using the SOAR Scale to build resilience at the individual, the team, and the organizational levels.
... In this context, the organization fails because of the following reasons: lack of ambition in achieving multiple objectives; inability to involve and support employees, executives or employees who are reluctant to modify their habits (Keller and Aiken, 2009;Hughes, 2011;Brown, 2014;Tudor, 2014); resistance to change (Mishra, 1996;Kotter and Schlesinger, 2008); cynicism that can disrupt the relationship between organizational learning and successful organizational change (Imran et al., 2016); the unpreparedness to share knowledge (Rusly et al., 2014); the lack of motivation to share tacit knowledge (Rusly et al., 2014;Trusson et al., 2017); and the absence of manager support to the knowledge-sharing culture (de Almeida et al., 2016) or managers that do not consider the presence of bankruptcy costs resulting from change (Isern and Pung, 2007). ...
... The research also confirmed the need, as previously investigated by other studies (Schiemann, 1992;Kotter 1995;Kotter, 2009;Ewenstein et al., 2015), for the implementation of a change to have a clear vision, an excellent level of communication and good knowledge sharing, as well as the involvement of people at all levels (Isern and Pung, 2007); these factors are essential to avoid misalignment of goals within the organization (Taylor, 1999). ...
Purpose
The purpose of this paper is to investigate the role of knowledge leader readiness within large companies operating in a changing environment.
Design/methodology/approach
A conceptual framework emerged from an analysis of four large companies and a review of the knowledge management literature. Secondary research was conducted to compare the four large companies against the proposed framework.
Findings
The conceptual model is a support to understand an organizations’ reaction to external changes and the role of the knowledge leader’s readiness in managing these changes and adjusting the knowledge management accordingly. From the analysis, it emerged that a knowledge leader’s readiness plays a relevant role in a changing organizational environment owing to his ability to acquire, handle and diffuse knowledge within the company.
Practical implications
The study emphasizes the significance of internal knowledge in managing changes. Practitioners could use this framework as a conceptual guide for their daily challenges and to recruit future leaders.
Originality/value
This study aims to contribute to the knowledge management literature by providing a practical model for organizations facing a changing environment. The originality of the model is the design of different managerial profiles that combine the leaders’ disposition to knowledge and their ability to drive change.
... Since the August, 2007 issue of AI Practitioner, "SOARing to High and Engaging Performance: An Appreciative Approach to Strategy", there has been a growing demand for strategy to be more innovative and to be implemented more rapidly. (Isern and Pung, 2007) [An organization] must create and communicate a strategy and plan that invigorates their stakeholders with a shared set of values (ways to operate together), a vision (future direction), a mission (present purpose and organization offering), and set of strategic initiatives (foundations for goal and objective setting). Strategy is not a once-a-year review of budgets, goals and objectives or a quarterly ritual (Stavros and Wooten, 2011, p. 827). ...
... In order for an organization to be sustainable in the 21st century, it must take advantage of opportunities, leverage internal strengths and efficiently use its human capital for building a society that enhances the organization and our planet. (Isern and Pung, 2007) Two global strategists, Gary Hamel and C.K. Prahalad (1994), have conducted research demonstrating that successful organizational leadership in many industries requires foresight in identifying future opportunities and action plans to build the capabilities (strengths) necessary to profit from these opportunities. Hamel and Prahalad have identified three attributes necessary for organizational success in the future: ...
... Management literature reveals that many organisations that enjoy enduring success have a core ideology that remains fixed while their strategies and practises continuously adapt to a changing environment. [12][13][14][15] A well conceived organisational vision consists of two major components: a core ideology, which defines the enduring organisational character and transcends technological breakthroughs, management fads and individual leaders; and an envisioned future, which serves as an impetus for change. 12 An envisioned future consists of two parts: a ten-to-thirty-year Big Hairy Audacious Goal ('BHAG', or overarching goal) and a vivid description of what the organisation will be like when it achieves this goal. ...
... Although many organisations set big goals, research shows that only 38% of them reported being 'completely' or 'mostly' successful. 15 Barriers to the successful implementation of overarching quality goals have been documented in the literature, [32][33][34] including goals that are not clearly defined, a lack of resources to support improvement initiatives and a failure of management to provide ongoing support. ...
The management literature reveals that many successful organisations have strategic plans that include a bold 'stretch-goal' to stimulate progress over a ten-to-thirty-year period. A stretch goal is clear, compelling and easily understood. It serves as a unifying focal point for organisational efforts. The ambitiousness of such goals has been emphasised with the phrase Big Hairy Audacious Goal ('BHAG'). President Kennedy's proclamation in 1961 that 'this Nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to earth' provides a famous example. This goal energised the US National Aeronautics and Space Administration, and it captured the attention of the American public and resulted in one of the largest accomplishments of any organisation. The goal set by Sony, a small, cash-strapped electronics company in the 1950s, to change the poor image of Japanese products around the world represents a classic BHAG. Few examples of quality goals that conform to the BHAG definition exist in the healthcare literature. However, the concept may provide a useful framework for organisations seeking to transform the quality of care they deliver. This review examines the merits and cautions of setting overarching quality goals to catalyse quality improvement efforts, and assists healthcare organisations with determining whether to adopt these goals.
... Many large and small outsourcing deals were inked in the years that followed. From its beginnings as a cost-cutting tool, IT outsourcing has evolved into an integral component of a firm's overall information systems strategy (Linder, 2004). Still, reducing costs is an idea that never loses its appeal, and the opportunity to meet the IT demands of the organization with a less-expensive but well-trained labor pool has led organizations to look past their national borders, at locations both far and near, for such resources. ...
... Interestingly, some researchers (e.g., Hirschheim & Lacity, 2000) have found that outsourcing has not always yielded the benefits that organizations had hoped for. This has led to numerous normative strategy proposals to help organizations achieve success (Cullen, Seddon, Willcocks, 2005; Lacity & Hirschheim 1993a, b; Linder 2004). Initially, when organizations looked to external sources for the provision of IT services, the vendor provided a single basic function to the customer, exemplified by facilities management arrangements where the vendor assumed operational control over the customer's technology assets, typically a data center. ...
The notion of outsourcing — making arrangements with an external entity for the provision of goods or services to supplement or replace internal efforts — has been around for centuries. Kakabadse and Kakabadse (2002) track one of the earliest occurrences of outsourcing to the ancient Roman Empire, where tax collection was outsourced. In the early years of American history, the production of wagon covers was outsourced to Scotland, where they used raw material imported from India in the production process (Kelly 2002). Outsourcing remained popular in the manufacturing sector, with part of the assembling in many industries being sub-contracted to other organizations and locations where the work could be done more efficiently and cheaply (Vaze, 2005). Commenting on this unstoppable trend, Pastin and Harrison (1974) wrote that such outsourcing of manufacturing functions was creating a new form of organization which they termed the “hollow corporation” (i.e., an organization that designs and distributes, but does not produce anything). They note that such an organizational form would require considerable changes in the way organizations were managed. While they limited their research to the role of management in the hollow corporation, they comment on the substantial (and unpleasant) social and economic changes that the outsourcing of manufacturing was causing.
... Sensata has internally placed "Care and Connect with our People" as a core business priority since 2020. Clear direction is significant in spearheading positive change (Isern and Pung, 2007). ...
Employee turnover of 30-50% is common within the automobile sector in mainland China. Although performing well against peers, this project utilises the Design Thinking model to engage with core stakeholders associated with Sensata (China), to improve understanding around root issues behind high turnover in the sector, and propose creative solutions that guide operational managers on how to meaningfully 'Care and Connect' with their respective people groups. The project output is a systematic action plan to roll-out a customised coaching leadership approach that aligns every day organisational culture with recently revised value statements.
... Van de Ven and Poole (1995, p. 512) define organizational change as the "empirical observation of difference in form, quality, or state over time in an organizational entity." The change process may lead to resistance (Isern & Pung, 2007), which is among the main causes of implementation difficulties (Erwin & Garman, 2009) and the failure of change initiatives (Amarantou et al., 2018), yet it is an integral part of the process (Haslam & Pennington, 2010). The seminal theory of change advanced by Lewin (1947) describes change as a three-phase process: (1) unfreezing, ...
Purpose
By rooting our study in Lewin’s change management theory, we conduct an in-depth case study of a medium-sized fashion firm transitioning toward a CE. Through adopting a multi-level and processual perspective, we offer empirical evidence of the change process and elucidate the drivers and resistance to change factors.
Design/methodology/approach
We opt for a single in-depth longitudinal case study of a fashion firm that was born with a sustainable business model and that is in transition toward the CE. We involve multiple informants, and we adopt a processual approach to uncover the drivers and resistance to change factors at different organizational levels (i.e. top and middle management and operational levels).
Findings
Our findings enable us to highlight novel key drivers and resistance factors at the organizational level. Regarding the former, we reveal the involvement of top and middle management in the decision-making process and the recruitment of young people. For the resistance factors, we identify adaptation to structural change, reluctant mindset, internal divergence of ideas, and commitment of all organizational levels to the CE.
Research limitations/implications
The paper presents some limitations. First, our research is based on a single in-depth case study, which, while allowing for rich, detailed exploration, inherently limits the statistical generalizability of our findings. Focusing just on one organization located in a specific industry and geographical context means that our results may not be directly applicable to all organizational settings. Firms belonging to other industries would probably show different patterns of change due to industry-specific drivers and barriers. Also, the institutional and geographical contexts of our case study inevitably influence the cognitive and cultural aspects of the drivers and barriers we identified. Then, our research provides a processual yet not longitudinal view of OCCE, thus not fully capturing the long-term dynamics of the phenomenon.
Practical implications
Our findings underscore the critical role of visionary leadership, particularly stemming from the CEO, in driving CE transition. Leaders should articulate a clear vision for sustainability, foster a culture of experimentation and actively identify opportunities for CE implementation. Moreover, our results suggest that organizational culture plays a fundamental role in supporting CE transition. Creating a dedicated sustainability team to coordinate CE initiatives and counter the internal resistance, fostering the engagement of all organizational levels in CE initiatives, developing training programs to enhance CE knowledge and skills throughout the organization and recruiting young talents are some of the key recommendations we posit to firms aiming to start the process of CE transition.
Originality/value
This paper contributes to the emerging literature on “Organizational Change toward a Circular Economy” (OCCE) by providing a processual analysis of organizational change toward the CE. Through an in-depth exploratory study of a fashion firm in transition toward the CE, we were able to identify drivers and resistance factors and to offer a visual map of our findings to graphically show the change toward the CE and the drivers and resistance to change factors that have thus far been under-investigated from an organizational level (Graessler et al ., 2024).
... In one of the study by McKinsey & Company, only 30% of managers claimed that the change process was successful for long term goals. To make organizational change successful, managerial capabilities are essentially required (Isern & Pung, 2007) . According to Van de Ven and Poole (1995), one of the following theories could explain the causes of organizational change: technological theory, dialectical theory, evolutionary theory, and life-cycle theory. ...
The purpose of this study was to explore how organizations define the organizational change and resistance including its management. This study also aimed to explore how organizations deal with resistance to organizational change when an organization considers it as an opportunity or a barrier. This study was conducted to evaluate resistance to organizational change at two banks in Pakistan i.e. United Bank Limited and Standard Chartered Bank. Data was collected by using qualitative methodology, in the form of the case study. Five individual interviews and three focus groups were conducted from each bank. In total 14 individual interviews and 11 focus group interviews were conducted for this study. Interviews were conducted from managerial level and focus groups were conducted from the teller and other front-line staff. This finding showed that resistance is a part of the change. Every organization experiences some level of resistance as a result of change. Some organizations take resistance positively and deal with it as an opportunity as compared to other organizations which take resistance as a negative thing and deal with it as a barrier. Resistance is considered as a barrier until organizations do not know how to deal with it. The study has theoretical and managerial implications.
... If there are any challenges, then there must be possible strategies that can be employed to avert the ugly trend. Thus, this short study explored the reasons for failure of small and medium business enterprises in tourism context and as well identified some strategies to arrest the situation now and in future towards achieving a tremendous change in the sector [Isern & Pung, 2007]. ...
This short exploratory study aims to explore and identify the reasons for failure of tourism small and medium-sized enterprises (TSMEs) and possible strategies to remedy the ugly trend in the industry mainly from literatures due to the short nature of the study. The paper also highlights possible interventions by public sector, private sector and civil society to restrain failure of the businesses in the sector.
... From one perspective, internal and external stakeholders need communication about the substantial and explicit manner of the change strategy. Exemplary communication causes staff to envision the path forward and to take responsibility for explicit targets, and it eases tension (Isern & Pung, 2007). In conclusion, leaders must be both goaloriented and practical, while understanding that marginal goals speak to an approach to solve longterm issues within organizations (Kotter, 2012). ...
Leaders must ask critical questions when deciding to initiate change such as: Where to begin? What and how to organize resources? How to distribute responsibilities within the organization? These questions are especially important when an organization faces the need to change in the instance of a crisis. Leaders must develop objectives, which accomplish strategic goals. Logically, these goals categorize into explicit actions: the organization should clarify how they sequence and correlate a change strategy. Articulating precisely which capacities, structures, and product offerings influence how stakeholders perceive change within organizations is vital. This article sketches key processes and pathways that make transformational change possible.
... Despite the doubts regarding the applicability of QIs in healthcare raised by some researchers (e.g. Isern and Pung, 2007;Baumol, 1993), the healthcare industry has been implementing QIs for several years, which shows the applicability of these approaches. Initiatives noted in the literature include rapid cycle change ( Powell et al., 2009), six sigma (Pyzdek and Keller, 2009), business process re-engineering (Hammer and Champy, 1993) and LSs (Radnor et al., 2012). ...
Purpose
The purpose of this paper is to develop a framework to assess the lean readiness within emergency departments (EDs) and identify the key quality practices deemed essential for lean system (LS) implementation.
Design/methodology/approach
An extensive review of the lean healthcare literature was conducted, including LS implementation within the healthcare sector (both generally and in EDs), best ED quality practices, essential factors for LS implementation within healthcare and lean readiness assessment frameworks. The authors identified six main categories from a literature review (top management and leadership, human resources, patient relations, supplier relations, processes and continuous improvement (CI)), and validated these based on experts’ opinion.
Findings
Several factors were identified as crucial for EDs, including top management and leadership, human resources, patient relations, supplier relations, processes and CI.
Research limitations/implications
The framework has not yet been tested, which prevents the author from declaring it fit for EDs.
Practical implications
This framework will help ED managers determine the factors that will enable/hinder the implementation of LSs within their premises.
Originality/value
To the author’s knowledge, this is the first lean readiness assessment framework for EDs and one of the few lean readiness assessment frameworks in the literature.
... Results of a McKinsey Quarterly study of 1300 global executives suggest the highest performing organizations in the 21st century will have a high strategic capacity for organizational resilience through successful employment of competitive strategies that deliver results, meet stakeholder's needs, and lead positive transformation and change (Isern & Pung, 2007). Similarly, developments in organization development (OD) have focused on positively oriented human resource strengths and psychological capacities in today's workplace (Luthans & Youssef, 2004). ...
Today’s challenging global business and economic environment makes it necessary to develop strategic thinkers who perform well together and deliver results. Traditional ways of thinking about strategy may limit one’s ability to effectively address and adapt to the ever-changing conditions and turbulent environment in which organizations operate. A McKinsey Quarterly study of 1300 global executives found that the highest performing organizations had a clear purpose, an understanding of strengths, shared aspirations, and leaders who knew how to unleash opportunities with a result-driven process. This chapter introduces SOAR (Strengths, Opportunities, Aspirations, and Results), an evidenced-based framework that is a profoundly positive approach to strategic thinking, planning, and leading used by hundreds of international organizations to build strategic capacity at the individual, team, and the organization level. SOAR’s operating system is Appreciative Inquiry, one of the most effective and widely used approaches for fostering positive change. SOAR creates a reservoir of positive energy to frame issues from a solution-oriented perspective that is generative and focused on strengths, new ideas, innovations and the best in people to emerge. SOAR begins with a strategic dialogue among all stakeholders in a team or organization into what is working well (strengths), what are possibilities for growth (opportunities), what are individual and shared desires (aspirations), and what are measures of success (results). In this chapter, the convergence of research and practice on SOAR is discussed. Next, results are presented of empirical research on SOAR’s role in building positive strategic capacity via the SOAR profile, a rapid assessment instrument used by individuals and teams to create a baseline understanding of one’s natural ability to think, plan, and lead strategically from a SOAR-based perspective. The chapter concludes with a discussion of SOAR’s role in promoting an inclusive environment that facilitates performance among multicultural teams and organizations in which SOAR-based strategy is a dynamic and generative process that focuses on strengths, whole system solutions, and stakeholder inclusion while building positive psychological capital.
... As the example above has shown, the catalytic function of consultants is based on establishing an intense temporality-a relationship to time that foregrounds the temporal attributes of most if not all activities in a corporation while at the same time highlighting temporal finitude. On the one hand, this is done via the collective understanding of management consultants and their clients that the former are called when the latter consider themselves to be in turmoil (Berger 2014), in need of some radical change (Isern & Pung 2007) or far-reaching structural change (Bain & Company 2014). Management consulting was thus understood to take place in a state of exception, which justified the high daily fees that consultancy companies charged, since exceptional times were assumed to have long-lasting economic implications. ...
Recent studies of capitalist modernity have defined one of its attributes as the acceleration of social life. This article provides ethnographic insight into one of the drivers of this acceleration by describing the labor of management consultants as speeding up corporate activity. Since speed is hard to sell directly, management consultants foster an intense temporality in the people they work with, one that highlights the temporal nature of all things and stresses temporal finitude. As part of selling speed, consultants need to develop this temporality themselves. The resulting alienation stems not only from temporal incongruities but also from feelings of being trapped in time, as well as blindness to the long‐lasting and the potentially infinite aspects of human existence.
... Transforming a university's curricula represents a radical change in the core of the institution's identity, as the curriculum underpins the fundamental functions within the institution, reflecting leadership, research, teaching, typology and related academic programmes (Hannan, Baron & Hsu 2006;Isern & Pung 2007). Such radical change involves the redirection of an institution's existing orientation and the entire transformation of organising principles and structures, even its vision and mission statements (Greenwood & Hinings 1996). ...
... This is highlighted again by Coate (2009) when she refers to the need for civic engagement. Also, the university curriculum as an instrument of promoting social justice and transformation has been highlighted in literature (Jansen 2009;Terwel & Walker 2004;United Nations 2010) and has manifested in South African universities in the form of strategic restructuring (Smart 2008) and, in some cases, curriculum change (Hannon, Baron & Hsu 2006;Isern & Pung 2007). ...
... Creating and sustaining positive change attitudes among employees is a major challenge for organizations undergoing episodic change (George and Jones 2001;Rafferty and Simons 2006): practitioners deplore the large number of failed change initiatives (Isern and Pung 2007). Our model offers two directions for organizations to follow when aiming to evoke positive change attitudes. ...
Purpose
Leader sensegiving—the attempt to affect employees’ sensemaking—is a crucial leadership activity during organizational change. Yet, it is unclear how employee sensemaking and leader sensegiving vary across different change phases: Although addressing employee needs is key for successful sensegiving, current literature remains vague about how leaders account for different employee needs over the course of a change process.
Design/Methodology/Approach
Data were obtained from an interview study with organizational members who underwent episodic change. To integrate both perspectives, interviews were conducted with leaders (n = 26) and employees (n = 29). Data were analyzed using template analysis.
Findings
Our analysis revealed and confirmed different sensemaking needs and respective sensegiving foci in each change phase. During exploration, leaders respond to employees’ need for reassurance with receptive sensegiving. During preparation, leaders show participative sensegiving to answer employees’ need for orientation. During implementation, leaders’ compensating sensegiving responds to employees’ need for balance. During evaluation, leaders’ evaluative sensegiving accounts for employees’ need for acknowledgment. Each sensegiving mode is associated with a specific set of discursive and symbolic strategies in each phase.
Implications
This study provides a systematic framework on how leaders can respond successfully to employee sensemaking needs in each change phase using different discursive and symbolic sensegiving strategies.
Originality/Value
The study enhances our understanding of development in sensemaking and sensegiving by outlining the specific interlocking between both processes within the different change phases. Furthermore, it outlines how the relevant sensegiving modes can be obtained through particular symbolic and discursive strategies.
... When employees perceive that they are going to have different kinds of personal loss, they resist change efforts (Eriksson 2004). This brings out intense emotions, so it is vital that leaders across the organization adopt a disciplined approach to facilitate the employees' behavior from known to unknown situations (Isern and Pung 2007). ...
This chapter aims to explore the significance of people management in the context of a radical change situation of post-merger integration. The concept of emotional balancing of employees by middle-level managers has been studied and applied to uncover its effect on projected change outcomes. To illustrate the purpose of the chapter, an extensive review of literature has been undertaken to identify the variables of emotional balancing and change outcomes. This is further validated by analyzing the case of Hindalco–Novelis merger and conducting a preliminary discussion with middle-level managers involved in it. The outcome of the chapter will be research propositions, hypothesizing the relationship between the research constructs, emotional balancing, and change outcomes. However, the research variables are verified in case of one organization, that is, Hindalco–Novelis merger, and hence generalization of the findings would be limited. A conceptual understanding can be developed, which can help middle managers predict what kind of emotional capability they should build up and identify employees’ emotions that should be taken care of to reduce the resistance to change.
... This hampers individual autonomy and leads to the exodus of professional from one hospital to the other which is new, small and promising (The Economic Times, New Delhi, 27 September 2011 p-10). Thus changing basic practices in massive, complex healthcare organizations is especially challenging (Isern & Pung, 2007). The performance of the hospital is conceptualized in terms of three different types of efficiency: managerial, clinical, and production efficiency and to meet that hospitals need the Continuous appraisal and adaptation to the changing needs of different components of the hospital process system. ...
This paper analyses the perception of public and private hospital departmental heads and chief executives towards hospital management issues and compare their perceptions. A survey was conducted on private and public staff members. A total of 200 members formed the sample of which 100 belonged to public hospitals and 100 to private hospitals. The data were analysed with the help of t test analysis and the explanation of the responses of the respondents. The study reveals that there is no significant difference in the perceptions of heads towards the hospital management issues. It is also revealed that though there is no significant difference, yet private hospitals scores over public hospitals.
Keywords: Public hospital, Private hospital, Departmental heads, Hospital Management
... Implementing lean methods in the ED management (Pollitt, 1996), rapid cycle change (Powell et al., 2009), " Six Sigma " (Pyzdek and Keller, 2009) and business process re-engineering (Hammer and Champy, 1993). Despite the enthusiasm demonstrated by the NHS using change management strategies derived from industry, even the proponents of these strategies are starting to doubt whether they are especially effective (Isern and Pung, 2007). ...
Information and communication technologies (ICT) are increasingly used in healthcare settings. Despite their technical robustness, their implementation has not always been straightforward. This is a case study of the implementation of a clinical information system for patient registration and tracking in the busy emergency department (ED) of a large English NHS University Hospitals Trust. By adopting an Actor-Network Theory (ANT) approach, the authors explore the complex intertwining of people and machines in the local setting as they negotiate the success of the project. Based on the analysis of 30 semi-structured interviews with clinical and administrative staff and, of relevant policy and project documentation, the authors demonstrate how the technologically-mediated transformation of healthcare practices is not a fixed and linear process, but the interplay of various fluctuating, performative and co-constitutive technical and social factors.
... Other initiatives which have been used in the past include total quality management (Pollitt, 1996), rapid cycle change (Powell et al., 2009), "Six Sigma" (Pyzdek and Keller, 2009) and business process re-engineering (Hammer and Champy, 1993). Despite the enthusiasm demonstrated by the NHS using change management strategies derived from industry, even the proponents of these strategies are starting to doubt whether they are especially effective (Isern and Pung, 2007). ...
Purpose:
The purpose of this paper is to examine the implementation of lean methods in an Emergency Department (ED) and the role of the professions in this process.
Design/methodology/approach:
Qualitative, semi-structured interviews with ED staff in a UK NHS hospital.
Findings:
Lean was met with more engagement and enthusiasm by the professionals than is usually reported in the literature. The main reasons for this were a combination of a national policy, the unique clinical environment and the status of the professional project for doctors in emergency medicine.
Research limitations/implications:
Single site, one-off study.
Practical implications:
The status and development of professionals involved may play a big part in the acceptability of initiatives like lean methods in health care. The longer-term sustainability of the organisational changes introduced remains open to question.
Originality/value:
This paper analyses the success of lean methods in health care with reference to the professional status and stage of development of the professions involved, using the sociology of professions. This approach has not been used elsewhere.
... Also, not surprisingly, initiatives to provide training in teamwork for error reduction efforts did not result in improved outcomes. Changing basic practices in massive, complex healthcare organizations will be especially challenging (Isern and Pung 2007). However, Mohr, Burgess and Young (2008) suggest that a teamwork culture in a hospital can reduce turnover thus providing cost savings and, perhaps, higher quality service to patients. ...
Recent intensive dialogue and debate regarding healthcare reform has led provider administrators to renew their search for "best practices" around the country. Many organizations, particularly hospitals, because of their complexity, are seeking new paradigms that will improve their efficiency and effectiveness regardless of the outcome of the current reform debate. This paper suggest that implementing an organizational change model, specifically, socio-technical systems design, can lead to more teamwork, communications and improved patient service delivery in all areas of hospital operations. Within the STS frame, staff records detailed steps or unit operations in their patient care processes, and then engage physicians in determining what could go wrong in each of these unit operations. Finally, changing what happens or improving the way these steps happen can become a team effort involving both social (people) and technical solutions. The authors acknowledge the extreme difficulty of changing the dominant physician- focused culture which would be the result of such a successful OD intervention.
The objective of this chapter is to outline and figure out the meaning of organizational change and resistance and to identify those techniques that will help the companies to manage resistance to change. In this chapter, the meaning and the types of organizational change are presented. A variety of reasons of why employees resist change is offered during this chapter. In the next section of the chapter, the categories of resistance to change in organizations are identified. Moreover, the management techniques to manage resistance to change are presented in the upcoming section.
To achieve the continuity of the family business, leaders must adapt the entrepreneurial essence in face of the evolution of the external competitive environment and internal characteristics. It is not uncommon that these change processes fail, not only because the wrong approach that leaders have toward the management, but also because of the absence of a change management framework that, in addition to being constant, even shows a positive track record. Therefore, it is necessary to identify a leadership style that could lead to successful changes. In this fifth chapter, the objective is to analyze a set of real cases that lead to the creation of a management framework easily applicable in different organizations when change processes have to be launched. An analysis of real cases was performed to indicate that the successful continuity of a business is inextricably linked to the managers’ ability to acquire, handle, and diffuse knowledge within the organization.
Within the family of changes that take place in organisations, incremental change is better known than its wilder sibling, radical change. While there is an extensive literature concerning the nature and implementation of incremental change, radical change is primarily treated theoretically and conceptually, lacking in an empirical foundation and the perspectives of experienced change agents. This omission is especially evident with respect to the population of interim managers, who tend to play critical roles as change agents and as knowledge bearers.
The study that forms the basis of this thesis was designed to address this gap in extant knowledge. The broad aim of the research was to explore change agent's perceptions, beliefs, and experiences regarding the nature of radical organisational change, when it is necessary, how it should be implemented, and how its outcomes may be evaluated. To fulfil this aim, in-depth interviews were conducted with 20 experienced change agents: a sample of ten interim managers experienced in leading radical organisational change, five consultants who specialise in organisational change and five line managers who were experienced in its implementation.
The research generated 176 diverse insights concerning radical organisational change, both within and across the three samples. While the interim managers offered strong pragmatic convictions, straight "from the gut͟", the consultants offered a more intellectual and theory-laden approach to the interpretation of radical change, with the line managers situated somewhere between these two worlds. These insights were condensed into a set of key findings and contributions to knowledge, providing an enhanced understanding of radical organisational change that is informed by the perspectives of experienced change agents. The study's findings also comprise informed contributions to practice, including a conceptual framework that summarises the leadership challenges that are inherent to radical organisational change.
Hong Kong has sought without progress in the past 25 years to introduce reform proposals to enhance the long-term financial sustainability of its healthcare system. Through a systematic review of the consultation documents released over the years, this paper examines what might have been done right or wrong and pinpoints lessons learned for healthcare leaders, executives and reformers facing looming opportunities for reform. The findings suggest that the phased-approach of introducing reform options, involving step-by-step public consultations, to engaging the community to give their views on the healthcare financing reform options has not been effective. Other factors, including changes in the stewardship of the reform initiatives and the top-down elitist-led preparations of pre-launch work, added to the resultant inaction of not taking any of the reform proposals forward for launch and to produce reform. The study proposes that a broadly participatory approach, involving a wider base of members of the community in an inclusive guiding coalition charged to drive the reform from prelaunch to implementation, be undertaken. This coalition should start afresh and, based on renewed evidencebased assessments of the need and urgency of reform, proceed accordingly to formulate, if indicated, an overarching healthcare financing reform agenda that motivates people with conflicting interests to take mutually beneficial actions or that gives stakeholders the right incentives to work effectively together.
Hat ein Automobilunternehmen für sich in Abhängigkeit vom Unternehmensumfeld ein in- und extern konsistentes (dynamisches) Strategiebündel gewählt, dann müssen die dazu gehörenden Strategien im Unternehmen umgesetzt werden (Phase der Strategieimplementierung im Rahmen eines dynamischen internationalen Automobilmanagements). Die Umsetzung der dynamischen Strategien in konkretes, strategiegeleitetes Handeln ist Voraussetzung dafür, dass statische Wettbewerbsstrategien umgesetzt werden können. Werden Strategien nicht richtig implementiert, bleibt das (dynamische) strategische Management wirkungslos.1 Gerade für Unternehmen in der Automobilindustrie, die aufgrund ihrer Größe vielfältigen Herausforderungen gleichzeitig entsprechen müssen, ist der Prozess der Strategieimplementierung sehr mühsam.
Change-Kommunikation muss mehrere Elemente berücksichtigen und in eine gute Mischung und Abstimmung bringen. Sprache ist ein zentraler Aspekt, nämlich den Wandel auf den Punkt bringen: sprachlich klar, möglichst präzise, für alle in gleicher Weise verständlich. Mit Hilfe von narrativen und bildlichen Elementen können aus Fakten und Daten Geschichten werden. Geschichten, die uns packen, Geschichten, die Wissen vermitteln, und Geschichten, die zum Weitererzählen und Weiterspinnen anregen. Neben Sprache spielen Bilder, Symbole, Personen wichtige Rollen. Genauso wie die Geschwindigkeit, mit der der Wandel vorangetrieben wird. Hohes Tempo oder Zeit geben? Vor dieser Frage stehen alle Change-KommunikatorInnen. Egal mit welcher Taktung, Quick Wins sorgen nach den ersten Zweifeln und Unsicherheit für Stabilität und neuen Mut. Der Einsatz von Botschaftern, sogenannten Change-Agents, kann bei verschiedenen Standorten oder einer breit aufgestellten, diversen Belegschaft unterstützen.
The chapter discusses, on research-based findings, the particularities of culture in hospitals, in a cross-cultural perspective with a particular focus on the Polish case. The findings of the study point to the fact that exterior factors and perceptions have a decisive impact on the patient evaluation of the hospital experience, so hospitals should dedicate some of their efforts to improving organizational culture and its perceived effects on patients.
JOIN THE DISCUSSION & DEBATE! Please leave comments and suggestions at: horizons@nhsiq.nhs.uk KEEP YOUR COINS I WANT CHANGE NHS Improving Quality is the national improvement body for the NHS in England. We undertake work at a country-wide level to support actions at local and network level for large scale transformational improvement and change. Our aim is to: • Learn from leading edge practice in the NHS, other health and care systems and other industries and make that knowledge accessible to all • Build the movement for improvement and safety across the country, making connections across the system, enthusing and exciting people to engage in change and transformation • Stimulate new and disruptive approaches to transformation and improvement • Provide easy access to the latest evidence base, knowledge and training programmes, so that improving and leading change remains part of the daily work of the NHS • Help make the most of investment of money and effort across the system, so we are all pulling in the same direction • Build commitment to change rather than compliance • Develop large scale improvement programmes that support local action aligned to the delivery of the NHS Outcomes Framework: making better outcomes for everyone a reality, faster.
This research accomplishes its aim to investigate the detrimental effects of cynicism on organizational change. It presents an interactive and novel theoretical research model based on organizational cynicism. The study aims to determine the causes of cynicism and suggests remedies for it so that change may be implemented with the consensus of all stakeholders.
Design/methodology/approach: This is an associational study that aims to test the hypotheses of linear relationships among the variables used in the proposed model. Data have been collected from 417 employees, working for three public sector organizations, by using self-administrated questionnaires. The model proposed in this research has been tested by using regression analysis in IBM SPSS Amos 22. The interactive effects have been examined by using Aguinis’s (2004) multiple moderated regression (MMR).
Findings: The results reveal that dispositional resistance increases the intention of an employee to exhibit withdrawal behavior and that organizational contextual factors have statistically significant relationships with employees’ withdrawal behavior and their job satisfaction. Moreover, the results of interactive effects are partially significant.
Practical implications: The Government of Pakistan (GOP), the managements of public sector organizations and workplace unions can resolve the issues of cynicism and job insecurity by involving employees in decision-making and by building trust in change leaders. Employees’ participation and their trust in change leaders can decrease their intentions to exhibit withdrawal behavior and lessen the occurrences of organizational cynicism. In addition, trust in change leaders can raise job satisfaction, whilst job insecurity can decrease the job satisfaction levels of employees.
Originality/value: This research presents and examines a unique multiple interactive model of organizational cynicism. Until recently, a scant number of studies particular to Asian culture, have investigated the detrimental and interactive effects of cynicism on organizational change
Change Kommunikation muss den Wandel auf den Punkt bringen: sprachlich klar, möglichst präzise, für alle in gleicher Weise verständlich. Change Kommunikation muss den Wandel auch emotional begleiten: ihn spür- und erlebbar machen, damit alle Betroffenen mitgehen. Mit Hilfe von narrativen und bildlichen Elementen können aus Fakten und Daten Geschichten werden. Geschichten, die uns packen, Geschichten, die Wissen vermitteln, und Geschichten, die zum Weitererzählen und Weiterspinnen anregen. In jeder guten Geschichte gibt es einen Hauptprotagonisten, einen Helden: das sollten wir uns im Change zu Gute machen und den Wandel mit einer Personen verknüpfen. Außerdem braucht es viele Weitererzähler, damit die Geschichte verbreitet wird. Eine Aufgabe für Change Multiplikatoren, Agents und Botschafter.
This book attempts to synthesize research that contributes to a better understanding of how to reach sustainable business value through information systems (IS) outsourcing. Important topics in this realm are how IS outsourcing can contribute to innovation, how it can be dynamically governed, how to cope with its increasing complexity through multi-vendor arrangements, how service quality standards can be met, how corporate social responsibility can be upheld, and how to cope with increasing demands of internationalization and new sourcing models, such as crowdsourcing and platform-based cooperation. These issues are viewed from either the client or vendor perspective, or both. The book should be of interest to all academics and students in the fields of Information Systems, Management, and Organization as well as corporate executives and professionals who seek a more profound analysis and understanding of the underlying factors and mechanisms of outsourcing.
The chapter discusses, on research-based findings, the particularities of culture in hospitals, in a cross-cultural perspective with a particular focus on the Polish case. The findings of the study point to the fact that exterior factors and perceptions have a decisive impact on the patient evaluation of the hospital experience, so hospitals should dedicate some of their efforts to improving organizational culture and its perceived effects on patients.
This chapter starts with a historical perspective of strategy and highlights the connection between organization development (OD) and strategy. Next, it presents what SOAR is, examples of SOAR applications, and how to apply SOAR. The SOAR acronym stands for strengths, opportunities, aspirations, and results. The chapter shares an illustration of SOAR at a global consumer products organization that resulted in a positive transformation with impactful results. SOAR has been used by hundreds of small and large organizations throughout the world to support strategy generation, strategic planning, and implementation. SOAR functions as a sense-managing tool that enables individuals across the organization and multiorganizations to better understand the values, mission, vision, and strategies of the organization and relate them back to individual actions. SOAR can be utilized throughout an organization to foster trust and build relational generativity. SOAR builds strategic capacity that creates an environment where strategy is fluid, generative, and dynamic.
Stability of inter-enterprise collaborative effect of the so-called synergies meant two or more enterprises into a combination of their output than the output of the previous two enterprises and the bigger the case, that is, 1 + 1>; 2 effect. Synergies from the cooperation and competition and the scope of business decision-making can find the result of joint efforts. This paper attempts a new angle interpretation of synergy effects, including the synergistic effects of innovation, cooperation and competition effects and collaborative culture effect.
Based on recommendations by the Australian Financial Centre Forum, the Australian Government is pursuing an agenda of reforms to provide for greater facilitation of Islamic finance – the banking and finance systems based on Islamic beliefs (Sherry, 2010; Bowen, 2009). It has been argued that the greater facilitation of Islamic finance is critical for Australia to achieve its aspiration of becoming a financial services hub (Australian Financial Centre Forum, 2009). Potential tax reforms are seen as a critical part of this facilitation (Board of Taxation, 2010). However, what are the potential benefits of Islamic finance for Australia? This paper sets out to provide a framework of analysis so the arguments for tax reforms can be considered. The framework considers the dynamic factors of national interest, legal compatibility, equity and neutrality, fiscal, constitutionality, regulatory, political and social. It is only on such a comprehensive framework that due consideration about the future of reforms for Islamic finance can be assessed.
Kommunikation ist ein durchgehendes Thema jedes Veränderungsprozesses und daher eine Querschnittsaufgabe des Wandlungsmanagements.
Sie ist ein herausragendes Medium der Akzeptanzsicherung und Beeinflussung. Die Wandlungsbereitschaft und Teile der Wandlungsfähigkeit
werden kommunikativ verändert. Kapitel 8 hellt die theoretischen Hintergründe im notwendigen Umfang auf und erläutert anhand
der fünf Phasen des Wandlungsprozesses die Kommunikationsstrategie und den Einsatz der Kommunikationsinstrumente.
The mounting competition and global economic recession faced by organizations have made Information Communications Technology (ICT) outsourcing an attractive management tool in order to cut expenses in non-core activities, particularly in overheads of Information Technology (IT) departments. With decision to outsource, there would also be a number of risks associated with it. Therefore, it is important for a decision maker to be aware of these risks before making the decision to outsource. The aims of this research are to determine the ICT services that are currently being outsourced and to describe the risks inherent in ICT outsourcing from the Malaysian public sector perspective. The primary data for this research was collected by means of a questionnaire survey conducted among Malaysian public sector organizations. The findings from the research showed that network services is the most common ICT services activity that is being outsourced and that outsourcers who do not comply with contract has the most influence on ICT outsourcing inherent risks. Through the findings, public sector organizations would be able to identify the most common ICT services outsourced and analyse the inherent risks. In so doing, the potential impact of failure can be anticipated and dealt with accordingly.
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