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Studying Organizational Change and Development: Challenges for Future Research
... Such a view not only acknowledges the temporality and evolving relevance of resources but also emphasizes that strategic management must continuously assess and adapt resources to maintain and enhance competitive advantage. This approach encourages firms to view resources not just in terms of current capabilities but as potential that evolves through interaction with other resources and market forces (Pettigrew et al. 2001;Ansoff 1965). The processual RBV framework extends beyond viewing resources as static, isolated assets, promoting an understanding of them as dynamic elements embedded in networks of relationships. ...
... This leads to a focus on the renewal and reconfiguration of resources, emphasizing the need for firms to not only leverage their existing assets but to also continuously adapt and update them in response to changing conditions (Eisenhardt and Martin 2000;Teece et al. 1997). Moreover, this perspective incorporates the temporal dimension of resources, acknowledging that the value and strategic importance of resources can fluctuate over time (Pettigrew et al. 2001). What may be a valuable resource today might lose or gain significance in the future, depending on various internal and external factors. ...
... They are not static endowments but are continuously shaped and reshaped by past actions, present organizational activities, and the broader context in which the firm operates. This dynamic view recognizes that the past experiences and actions of a firm inform its current resource base, while current strategies and actions lay the groundwork for future capabilities and competitive advantages (Pettigrew et al. 2001). Furthermore, this perspective highlights the importance of context in shaping resource value. ...
The Resource-Based View (RBV) has been instrumental in shaping strategic management theory by underscoring the significance of a firm's unique, valuable, and hard-to-copy internal resources in securing competitive advantage. However, the conventional RBV framework, with its emphasis on static, possession-oriented resource conceptualization, falls short in addressing the dynamic and relational nature of resources in contemporary business environments. This paper aims to bridge this gap by introducing a processual perspective to the RBV, grounded in process philosophy. In this study, we delve into the philosophical underpinnings of RBV, critiquing its static ontological assumptions and proposing a shift towards a more dynamic and relational ontology. Drawing from the insights of process philosophers such as Whitehead and Bergson, and differentiating between 'strong' and 'weak' process views, we reconceptualize resources not as static entities, but as dynamic elements continually constituted and reconstituted within networks of relationships and ongoing organizational processes. This approach allows for a more nuanced understanding of resources, recognizing their evolutionary and interconnected nature. Our methodology involves a rigorous theoretical analysis and synthesis of existing RBV literature, coupled with philosophical inquiry to construct a novel framework for resource conceptualization. We demonstrate how this reconceptualization offers fresh insights into strategic management, particularly in formulating strategies that leverage the dynamic interplay of resources and in understanding the boundary between internal and external resources. This paper contributes to the RBV literature by offering a process-oriented perspective that aligns more closely with the complexities of modern strategic landscapes. By challenging and extending traditional RBV assumptions, we pave the way for future empirical research and theoretical development in strategic management, highlighting the significance of process philosophy in enriching management theories.
... Organisational intervention fails irrespective of the accomplishment or result due to it not being cost-effective and sustainable in the longer term (Karanika-Murray & Biron, 2015). This is due to these factors, but not limited to failure to adopt empirical evidence in developing the intervention; failure to utilize an integrated approach in conflict resolution; neglecting the bottom-up participant-driven approach; inability to consider the perspectives of stakeholder groups; not aligning or having a fit between the intervention and available resources or the needs of subordinates and superiors (Pettigrew, Woodman & Cameron, 2001; Karanika-Murray & Biron, 2015). De'Caluwe and Vermaak (2004) perceived organisational intervention as a plan. ...
... Intended effects, desire for implementation; and appropriate conditions necessary. c) Roles: entails the science of the job (Pettigrew et al., 2001). Specific activities and individuals to execute them. ...
... Human Resource Interventions: performance management, task evaluation, employer branding, health and safety, and career planning are all examples of human resource (HR) activities that target processes that influence individual employees. Processes involving HRM policies, such as workforce diversity, can also be influenced (Pettigrew et al., 2001). The types of intervention under this are: ...
Organizations rarely function in a stable environment since they must deal with a variety of complexity, novelty, and volatility. To stay afloat, one must possess exceptional dynamism and adaptability to react correctly to these uncertainties. This leads to the adoption of certain policies and plans that facilitate the organization's intervention. Drawing on the theoretical foundations of the Person-Environment Fit Theory, the study explores how the quest for organizational intervention is being interpreted in the context of the fourth industrial revolution in a modern business setting, emphasizing its components, catalysts, categories, and flexibility. Through conceptual a analysis, the findings demonstrated that the 4IR has led to an exponential increase in the need for organizational intervention. It therefore concludes that a shift in the mode of operation is necessary for survival in the modern era, and it suggests that business executives make sure that firm activities and the intervention strategies they intend to implement align to maximize resources before putting any intervention strategies into place. Issue 4/2023 540
... Implicitly, these studies use a theoretical lens on organisational change designated as a rational approach, that is, controlled by strategy, leaders, and plans causing predictable outcomes (Burke & Litwin, 1992;Lewin, 1951). However, the rational approach to organisational change is one-dimensional and outdated as it does not provide us with insights into the complexity, dynamics and duality of the organisational context, and the emotions and competencies of the stakeholders involved, in this case, the academic staff (Pettigrew et al., 2001). ...
... Thirdly, the participants in this study disclose how their institutional context also influences their engagement with curriculum internationalisation. The strategic timing (when) of the language switch played a significant role and confirms the relevance of a comprehensive approach to organisational change (Pettigrew, 1987;Pettigrew et al., 2001). The interviewees disclose how the diversity of beliefs, assumptions, language and structures affect their work. ...
... For future research, we recommend similar longitudinal, comparative case studies beyond Western Europe and with academic in various disciplinary communities and higher education institutions to develop our understanding of the impact of individual, disciplinary and institutional contexts on academic staff engagement with curriculum internationalisation. Such research investigating curriculum internationalisation as a continuous, comprehensive organisational change process over a period of time can further clarify the impact of contextual features and resource management on academic staff engagement with curriculum internationalisation (e.g., Eisenhardt & Martin, 2000;Pettigrew et al., 2001). ...
... As a second step, we expose the empirical study. We adopted a qualitative method through a case study (Pettigrew, Woodman, and Cameron 2001;Pettigrew 1985). We will expose the results of the 15 interviews carried out with the senior leaders of the university, in order to understand and highlight the role and the contribution of each of the four dimensions of transformational leadership that might shape organizational change and influence its institutionalization. ...
... Yet, the role of the transformational leader in the institutionalization of change has received little attention in the literature. Thus, to understand the associations between transformational leadership and the institutionalization of change, we will adopt an exploratory approach based on a case study (Pettigrew, Woodman, and Cameron 2001;Pettigrew 1985). ...
... Based on Bass's theory of leadership (1985), the purpose of this study is to examine how each of the dimensions of transformational leadership could make a significant contribution to (institutionalization of) change of the university accreditation process. We adopted an exploratory approach based on a case study (Pettigrew, Woodman, and Cameron 2001;Pettigrew 1985), consisting of focused semi-structured interviews conducted with 15 senior leaders and 15 focus group with 85 faculty in a private university in Lebanon. ...
In order to adapt to an increasingly competitive world, organizations need to continuously change, yet the success of the change is conditioned by its institutionalization. The institutionalization of change is the key factor to perpetuate sustainable changes. Based on the exploration of the role of transformational leadership in times of (institutionalization of) change, the objective of this study is to analyze the contribution of the components of transformational leadership on the institutionalization of change within a Lebanese private university Redundancy, engaged in an accreditation process. Through a qualitative method on a single case study, based on semi-structured interviews conducted with 15 senior executives occupying key positions in the studied university and through 15 focus groups with 85 faculty members from four disciplinary fields, we explored the role of each of the four dimensions of transformational leadership in times of institutionalization of change. Our findings highlight the essential role of intellectual stimulation and inspirational motivation of transformational leadership, while the two other dimensions, idealized influence and individualized consideration, play a limited role in the university context of institutionalization of change. Moreover, individual recognition and idealized influence are essential to convince all members of the need for change and involve them in the accreditation process. This study allows us to understand the role of each of the transformational leadership dimensions in order to promote and escort institutionalization of change within high education sector. Received: 16 June 2021Accepted: 20 June 2023
... The unit of analysis of the study is the school, which has multiple alternative dimensions from its organizational to the pedagogical structure. While we were primarily interested in the pedagogical aspects, as Pettigrew, Woodman, and Cameron (2001) noted in their seminal work, in organizational innovation multiple related processes are in play at different levels, all impacting the innovative pedagogy of the organization. Similarly, after our initial data analysis, we arrived at the conclusion that it was impossible to depict a truthful representation of the school's pedagogy without considering its democratic organizational structure because the organizational structure directly impacted the implementation of learning activities in the classroom. ...
... The current study contributes to the literature on alternative education in the context of Turkey as an empirical investigation of how a pioneering democratic and alternative education model is implemented, which is based on observations in the field, in-depth interviews of the teachers and the manager, and artifacts emerging from innovative practices. It is important to study cases of organizational innovation by exploring the contexts, contents, and processes of change over time (Pettigrew et al., 2001). The current study is based on data collected over two months. ...
... Furthermore, the external context, i.e., history, structure, cultures, and power at the state or national level affect organizational innovations (Pettigrew et al., 2001), especially, a school model that tries to align yet struggle with the centralized. The ultimate aim of schools like the Anatolia Elementary Alternative School is to achieve transformation of their society into a more democratic, pluralist, and egalitarian structure. ...
Recently, a few parent co-op alternative school initiatives have emerged in Turkey, a type of schooling that was largely missing in the history of the country due to the highly centralized education system at the national level. In this case study, we explored the pedagogical practices of an alternative parent co-op K-4 school in Ankara, Turkey. Data were collected through in-depth interviews with ten participants, thick descriptions of observations of the school site, analysis of school official documents, and subjected to inductive content analysis. Triangulation of the multiple data sources suggested that the school adopted the following values: democratic governance; a sense of community; holistic education; teacher and child autonomy. These values yielded a set of challenges, namely, blurry roles across all parties and power struggles among the teachers and parents; excessive time spent for achieving consensus among all parties; and the absence of school models to guide curriculum and instructional planning. Findings are discussed in the light of theories and previous findings on alternative schooling around the world.
... With the assumption that ambidexterity evolves over time (O'Reilly and Tushman, 2008), as well as changing market conditions in 2022, the study benefitted from this approach. As the parallel processes of change both separately and together are complex processes (Li et al., 2013;Rennings and Rammer, 2011), it was important to reach these deep insights and practical examples (Pettigrew et al., 2001;Silverman, 2017). The practical examples of activities were especially important, as complex processes of change often appear as different activities over time but also in relation to their context (Pettigrew et al., 2001). ...
... As the parallel processes of change both separately and together are complex processes (Li et al., 2013;Rennings and Rammer, 2011), it was important to reach these deep insights and practical examples (Pettigrew et al., 2001;Silverman, 2017). The practical examples of activities were especially important, as complex processes of change often appear as different activities over time but also in relation to their context (Pettigrew et al., 2001). By using a qualitative study with interviews as a tool, we were able to capture firmspecific insights concerning single events but also follow the reasoning around different changes and shifts that over time resulted in specific market situations. ...
Purpose
Firms regularly have to handle business-related market changes on the market, such as new market entrants, increased competition, changing prices and changing demand. However, firms active on a market subject to political interventions, resulting in changes of the market, also have to handle different support systems with subsidies, taxes, regulations, etc. As these interventions affect both firms and customers, it is important for firms to adapt to them, but if they continue to change, firms also need to adapt to changing conditions. The purpose of the paper is to study how firms handle continuous market changes and shifting governmental interventions through market–political ambidexterity.
Design/methodology/approach
Based on a qualitative approach, 13 in-depth interviews focusing on how firms handle market changes and political interventions over time were conducted during two time periods. The data was coded in several steps, using systematic combining.
Findings
The empirical results reveal that firm size is crucial in developing market–political ambidexterity; small firms lack the resources needed to handle all changes in an ambidextrous way. Changes on the market require firms to be active, whereas changes of the market, e.g. interventions, require internal stability in the firms. Changes on the market are easier to handle, wherefore there seems to be a need for firms to develop political exploration and exploitation activities related to market–political ambidexterity.
Originality/value
This study contributes to industrial marketing by increasing our understanding of how SMEs handle the simultaneous but sometimes contradicting demands from market changes and political interventions by developing market–political ambidexterity.
... According to Meyer and Stensaker (2006), organisational capacity for change has at least three dimensions: capability to implement the change, capability to maintain the operations, and capability to implement subsequent (i.e., future) changes. Change processes can also be influenced by bundled and reinforced changes (Stouten, Rousseau, and De Cremer 2018), considering the interconnection of multiple change processes and their contextual factors (Pettigrew, Woodman, and Cameron 2001). ...
... For instance, the drivers influencing changes towards collaboration in SPP (i.e., a nested change) are mainly different from the drivers for moving organisations towards implementing SPP (i.e., a main change). The concept of nested changes expands the concept of multiple change processes (see Pettigrew, Woodman, and Cameron 2001) and adds to the OCM literature by considering that some change processes can be multiple and composite (by comprising main and nested changes) instead of single and monolithic. Figure 3 presents a framework for understanding nested organisational changes in the context of implementing SPP, based on a simplified version of the framework proposed by Lozano (2007) for orchestrating changes for organisational sustainability and considering the different forces influencing the main and nested change processes. ...
Sustainable public procurement (SPP) has been incorporating sustainability issues into commercial relationships between governments and businesses. SPP implementation can be undertaken with the support of organisational changes. Research has highlighted the role of stakeholders' collaboration in driving changes for SPP. However, there is limited understanding of the forces fostering and blocking the implementation of collaboration. This paper analyses drivers for and barriers to implementing collaboration in SPP, based on semi‐structured interviews with SPP practitioners from different world regions (Brazil and Sweden). This paper provides a catalogue of forces influencing organisational changes towards collaboration in SPP (categorised into internal, connecting‐protagonist, connecting‐supporting and external), including 23 drivers, 40 barriers and 24 strategies to overcome such barriers. This paper also proposes an understanding of how organisational changes for collaboration are interconnected with changes for implementing SPP. Organisational changes for SPP must be understood as multiple and composite instead of single and monolithic.
... Entlang dieser Dimensionen erfolgt die Analyse, wie ein Krankenhaus mit der Pandemie und darüber mit der Organisationsparadoxie umgegangen ist. Das Forschungsdesign ist eine longitudinale Einzelfallstudie (Yin 1994) mit qualitativen Daten, die von März 2020 bis Februar 2022 erhoben, mit einem kontextualistischen Zugang ausgewertet (Pettigrew et al. 2001) und in narrativer Form zusammengefasst dargestellt wurden (Langley 1999). ...
... Die Auswertung erfolgte nach dem in der Prozessforschung üblichen Vorgehen (Langley 1999) eines kontextualistischen Ansatzes (Pettigrew et al. 2001 Am Ende der 1. Welle kehrte Spital X zum Normalbetrieb zurück und holte verschobene Behandlungen und Projektarbeiten im Sommer 2020 nach. Ab der 2. Welle konnte Spital X aufgrund der regionalen Vorgaben den Normalund den Pandemiebetrieb parallel betreiben und situativ anzupassen: "Unsere Prämisse war, dass wir unsere normalen Aktivitäten so weit wie möglich fortsetzen und gleichzeitig die Ressourcen für die COVID-Patienten zur Verfügung haben" (Klinikleiter Anästhesiologie). ...
Zusammenfassung
Während der COVID-19 Pandemie mussten Krankenhäuser und ihre Mitarbeitenden mit vielfältigen Paradoxien umgehen, die als permanente Widersprüche unterschiedlicher Erwartungen sichtbar wurden. Die systemtheoretisch informierte Analyse der Daten einer longitudinalen Prozessstudie eines Krankenhauses zum Umgang mit der Pandemie fokussiert auf das spannungsreiche Verhältnis zur Erwartung, sowohl COVID-19 als auch möglichst alle anderen Patienten zu behandeln, das die Paradoxie auf Ebene der Organisation als Spannungsfeld zwischen Einheiten illustriert. Die Analyse zeigt auf, dass diese Paradoxie drei zu berücksichtigende Dimensionen aufweist. Sachlich stehen unterschiedliche Alternativen zur Auswahl. Sozial gilt es, zwischen zentralen Vorgaben und dezentraler Akzeptanz von Entscheidungen zu balancieren. Zeitlich geht es um die Berücksichtigung der gegenwärtigen Situation und der künftigen Entwicklung. Diese Dreidimensionalität charakterisiert die praktische Herausforderung im Umgang mit einer Extremsituation wie der Pandemie, deren Beginn, Intensität, Dynamik und Dauer nicht prognostizierbar sind. Neben dieser praktisch relevanten Rekonstruktion liegt der theoretische Beitrag mit Blick auf die englischsprachige Literatur zu organisationalen Paradoxien darin, den dortigen Fokus auf eine Dimension auszudehnen und somit den Erklärungsraum der Forschung zu erweitern.
... A fundamental problem in organizational science is to identify how and when organizations can intentionally change in ways that improve their performance and odds of survival. Theory and practice have long emphasized the importance of change that proceeds from the bottom up (e.g., Pettigrew et al. 2001). Such change is viewed as especially valuable given the firsthand knowledge of day-to-day frictions and inefficiencies possessed by frontline staff (Weick 1990;Battilana 2011;Chown 2021;Satterstrom et al. 2021Satterstrom et al. , 2024Jung et al. 2023). ...
... Heeding advice to pursue a multilevel, contextualized inquiry into organizational change (Pettigrew 1990, Pettigrew et al. 2001, Meyer et al. 2005, Langley et al. 2013), we adopted a multilevel perspective to account simultaneously for macro-level shifts triggered by the jolt, meso-level variance between units and roles that facilitated or hindered advocacy of change ideas, and microlevel mechanisms employed by frontline change advocates. The resulting process model depicted in Figure 1 details when and how frontline change ideas can be opportunistically implemented during unpredictably short windows of opportunity in ways that promote their long-term retention. ...
Environmental jolts can trigger more conducive conditions for driving change in organizations. However, punctuated equilibrium theories of organizational change concentrate on top managers’ implementation of de novo radical changes after jolts. Existing research has not examined frontline-driven, incremental change efforts during these periods of disrupted stasis, despite the value of frontline change ideas. We develop a process model to explain how and when those on an organization’s front lines can leverage a jolt to opportunistically implement long-desired change ideas in ways that promote their retention. We conducted a two-year qualitative field study at a hospital during the Covid-19 pandemic, examining the trajectories of 33 premeditated change ideas raised by frontline staff. By comparing ideas that persisted to become part of normal operations with those that failed to be selected or retained, we identified practices and conditions that promoted the selection and retention of frontline change ideas. Our study suggests that frontline change advocates can seed the long-term retention of “shovel-ready” ideas—as opposed to de novo ideas—after a jolt by rapidly and opportunistically deploying a novel set of practices before the brief window of opportunity created by lessened constraints and increased managerial receptivity closes. Prior theories of change largely assume frontline-driven change to be slow and continuous, proceeding in a one-off fashion; we explain how and when frontline change can instead occur in rapid, opportunistic bursts. This study advances theories of punctuated equilibrium and bottom-up change in organizations by unearthing an alternative way that change can be intentionally accomplished in organizations.
Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2021.15120 .
... W literaturze wskazuje się, że włączenie menedżerów i innych praktyków w realizację zadań badawczych pozwala na dokonywanie zmian istotnych z punktu widzenia interesariuszy (Pettigrew, 2001), zmniejszenie dystansu między społecznościami akademickimi i nieakademickimi (Kuhlmann i in., 2019) oraz podejmowanie prób rozwiązywania problemów społecznych (Brammer i in., 2019). Odnosi się to także do zwiększenia potencjalnej aplikacyjności prowadzonych badań naukowych. ...
... Ponadto zaangażowanie menedżerów i innych praktyków łączono z możliwością poszukiwania pomysłów na realizację badań naukowych, konsultowania problemów badawczych, zaplanowania badań przydatnych z punktu widzenia praktyki, formułowania pytań badawczych, operacjonalizacji problemu badawczego, co również było dostrzegane w innych badaniach (Brannick i Coghlan, 2007;Nyden, 2003;Pettigrew i in., 2001;Swartz i in., 2019). Jak pokazały badania, włączenie praktyków w badania naukowe zwiększa możliwość uzyskania dostępu do różnorodnych zasobów w postaci raportów czy publikacji, co wpisuje się w dotychczasowe ustalenia literaturowe (Uhlmann i in., 2019). ...
The aim of the article is to identify positive and negative consequences of inclusion of managers and other practitioners in scientific research in management and quality science. The article presents the results of qualitative research in the form of semi-structured interviews conducted with forty scientists. The results show that positive consequences of inclusion of managers and other practitioners in scientific research include the possibility of confirming the researcher’s findings, obtaining a broader view of the research problem, being provided with ideas for conducting scientific research, formulating research questions, making scientific language more accessible for people outside academia, the utilitarian and practical application of research, better creating research tools, accessing resources, collecting research data, involvement in interpretation and, subsequently, writing research reports, and commercializing research results. On the other hand, the negative consequences are the perceived lack of benefits from including managers and other practitioners in scientific research in the research process, the lack of opportunity to involve society in all scientific problems, organizational reluctance due to lack of benefits, pressure from organizations concerning the final form of results, difficulty in understanding the specifics of research by managers and other practitioners in scientific research, cost and time consumption, researcher subjectivity, and the risk of violating methodological rigor and intellectual property rights.
... Marshak (2006) memberikan definisi bahwa manajemen perubahan menjadi suatu praktik terkini sebagai pengganti yang tepat dalam upaya pengembangan organisasi karena menggabungkan kebutuhan bisnis dan sumber daya manusia didalamnya. Temuan studi-studi terdahulu terhadap metamorfosis pendekatan pluralisme dan penguatan hubungan antara organisasi dan ruang lingkup sosialnya telah terciptanya praktik-praktik model baru pada pengembangan organisasi yang dirancang untuk perubahan organisasi yang berbeda (Pettigrew et al., 2001). ...
Organizational change and development occur through a coherent discourse of change to strengthen culture, structure, and process. Today's organizations are moving dynamically to create new approaches to change. Change is important for organizations to compete and meet internal and external demands, in order to continue to exist and be trusted by the community. This article is compiled using a literature review study approach, starting from reviewing theories relevant to educational change management, then conducting a review. Based on the study conducted, it is known that the results of the study emphasize the importance of adaptation to the paradigm shift of the leader's vision in sustainable change management, teacher readiness for change and school innovation is very important in facing the global education reform movement. In other matters, it is necessary to explore future education business opportunities involving issues of commercialization and education business that present challenges in directing education in a sustainable direction.
... Lastly, about 1 in 5 items included conceptual advancements (21.3%), with heterogeneous theoretical perspectives undertaken to understand diversity and its organisational implications. An Anglo-centric bias was noticed in the geographic distribution of reviewed studies (Pettigrew et al., 2001). About more than 5 in 10 items concerned either the USA or the UK (52.7%). ...
... Digitalization in the public sector affects the entire sector and thus change will take place simultaneously at societal, governmental, organizational and actor level Hartley et al. (2002). Pettigrew et al. (2001) named these different orders of change. The first order is subsystem change, the second order is organizational change, and the third order is sector change. ...
... Based on an extensive review of the literature on change management in the public sector, Kuipers at al. found five factors that can help "to identify the specific characteristics related to change processes and implementation in organizations in a public context" [7, p. 2]. Four of the five factors had already been identified in [17]: context, content, process and outcomes. The last one, leadership, has been added by Kuipers et al. ...
Despite many reforms efforts during the past decades, the Italian judicial system is still poorly performing. For this reason, Italy’s Recovery and Resilience Plan includes specific measures to reduce the length of civil proceedings, improve the efficiency of the judicial system and reduce the backlog of pending cases. Among such measures, a relevant role is assigned to the strengthening of the Ufficio del Processo (UPP), originally established in 2014, through the recruitment of new personnel with competences not only in law but also in management, organization, public administration, and ICT. From an organizational perspective, the injection within the Italian Courts of multidisciplinary competences was intended to activate change management processes toward the implementation of a more collaborative organizational model based on horizontal coordination and better integration between the judicial and the administrative structures. Based on a case study and organizational ethnography methodology, the qualitative paper reports some preliminary evidence concerning the local implementation of the UPP program considered as a change-management process within a highly regulated organizational system. The data collected from four courts in a North-Western area of Italy highlight some critical factors that limited the potential transformative impact of the UPP and that should be removed to make the implementation of the UPP a true change management process.
... One effective approach to adaptation is to establish a governance review committee tasked with monitoring industry developments and evaluating the relevance of existing governance practices. This committee can engage in continuous learning and professional development to remain abreast of best practices in corporate governance and stakeholder engagement (Pettigrew et al., 2001). Furthermore, by encouraging a culture of innovation within the governance structure, startups can empower employees and stakeholders to contribute ideas for enhancing governance practices based on their insights into changing dynamics , Nwosu, 2024. ...
This paper presents a conceptual model for corporate governance in technology startups, emphasizing the importance of stakeholder engagement and strategic decision-making. In an era where tech-driven industries rapidly evolve, effective governance frameworks are essential for ensuring long-term sustainability and success. The proposed model aims to bridge the gap between traditional governance practices and the unique dynamics of technology startups, where innovation and agility are paramount. The model is structured around three core components: stakeholder identification, engagement mechanisms, and strategic decision-making processes. Stakeholder identification involves recognizing all relevant parties, including investors, employees, customers, suppliers, and the broader community. Understanding their interests and influences is critical for fostering a collaborative governance environment. Engagement mechanisms are vital for facilitating meaningful interactions between stakeholders and the startup's leadership. The model advocates for transparent communication channels, regular feedback loops, and participatory decision-making. By incorporating diverse perspectives, startups can enhance trust and commitment among stakeholders, which is essential for navigating challenges and seizing opportunities in a competitive landscape. The third component, strategic decision-making processes, underscores the need for governance structures that support informed and agile decisions. This involves implementing frameworks that balance risk management with innovative pursuits. The model suggests adopting tools like scenario planning and real-time data analytics to empower leaders in making responsive and strategic choices. In conclusion, the proposed conceptual model offers a robust framework for enhancing corporate governance in technology startups. By prioritizing stakeholder engagement and strategic decision-making, startups can not only improve their governance practices but also foster an organizational culture that values collaboration and innovation. This model serves as a guide for startup founders and leaders aiming to create sustainable governance frameworks that align with the fast-paced nature of the tech industry, ultimately contributing to enhanced performance and stakeholder satisfaction.
... Change typically, but not necessarily, implies an interest in time. Some say that we cannot understand changes through a snapshot and instead emphasize a longitudinal approach (Pettigrew et al. 2001;Pettigrew 2012;Sminia 2016). Different time spans can be focused on, however. ...
... Different investigations have studied ICT-stimulated organizational change in different organizational contexts 80 (Pettigrew et al., 2001;Fay & Luhrmann, 2004;Scott & Van, 2004;Iyengar et al., 2010;Volkoff et al., 2007). However, the transformative effects of ICT are different in all SMEs. ...
This paper analyses the influence of Information and Communication Technologies (ICT) on organizational change in SMEs that have yet to be internationalized. A Likert scale questionnaire was applied to 78 SMEs in the change process. The significance level was sought in an ANOVA (analysis of variance) by linking variables concerning ICT, on the one hand, and the effects of ICT on organizational change, on the other hand, as well as specific issues that may promote or hinder the implementation of organizational change. The findings of this study show that both the frequency and the intensity of the ICT backlog were the most influential elements in change management. The main conclusion is that backwardness can be advantageous in specific economic contexts, mainly when the SMEs are oriented toward a part of the population with less experience in the use of technologies or the company is in a country where ICT consumption is not maximized because ICT has exceeded the needs and expectations of the population.
... Institutional collaboration analysis provides insights into highly contributing organizations within a specific field, serving as a strong foundation for future partnerships (Pettigrew et al., 2001). This analysis allows us to investigate Research Question RQ-3: What are the key institutions driving research on public spaces in urban renewal? ...
The process of urbanization has spurred economic growth and social challenges, necessitating research on public spaces in urban renewal to optimize design, enhance functionality, promote sustainable urban development, and improve residents’ quality of life. However, existing studies lack in-depth discussions on development trends and research focal points. This study addresses the gap in existing literature, by conducting a bibliometric analysis using data from the Web of Science Core Collection database from 1 January 2000, to 1 April 2024. Using visualization tools such as VOSviewer and CiteSpace, the study examines publication trends, collaborative networks among countries, institutions, and authors, co-citation relationships among key journals and articles, and emerging research hotspots through keyword analysis. A total of 393 papers were analyzed, with China contributing the highest number (65), followed by the United States (51). Leading contributors include Zazzi Michele and Anguelovski Isabelle. The top three journals for publications are Sustainability, Cities, and Land. Key research trends highlight themes such as space syntax, nature-based solutions, and sustainable transportation. These findings have significant implications for urban planning and policy, suggesting that future urban development strategies should increasingly incorporate sustainable design practices and nature-based solutions to address both environmental and social challenges. By identifying global research trends and highlighting future challenges, this study provides a comprehensive overview that will help policymakers and practitioners in urban planning align their efforts with cutting-edge research and emerging best practices for more sustainable and resilient cities.
... Third, scholars have emphasized the study of change and development in organization sciences, but there have been few longitudinal attempts to link change processes and practices to performance effects (Langley and Tsoukas 2010;Pettigrew et al. 2001;Stouten et al. 2018). Our study contributes to the body of organizational innovation and change research by examining the causes of innovation and change and addressing how innovation and change occur. ...
This paper explores the evolution of innovative organizational capabilities. Using a longitudinal, embedded case study, we analyze how the Industrial Technology Research Institute (ITRI), a Taiwan-based public research institute, developed and advanced its capability over time through a series of technology development projects from the 1970s to the early 2010s. Our study reveals that capability development is linked to the way organizations exploit and utilize their capabilities and continually renew, develop, and transform their capability paths by exploring and interacting with new technology.
... Similar to a PMP®to project management [34], an OC Management professional is someone specialized in facilitating and managing change initiatives within an organization, playing a crucial role in analyzing, planning, and implementing significant interventions or transitions, such as new technology deployments, restructurings, mergers, acquisitions, cultural shifts, etc [33]. Their responsibilities range from analysis and planning to implementing and assessing the impact of changes on the company's objectives and performance. ...
Organizational change (OC) is crucial for innovation and competitiveness in the software industry, yet companies often lack systematic processes and risk management, leading to inefficiencies and failures worsened by volunteers without OC management knowledge. This paper discusses four overlooked challenges in this area, highlighting a crucial but frequently ignored issue: the inefficiency of OC processes in the software industry. We conducted a company-wide case study to identify the familiarity and use of OC management models and practices applied by volunteers who implement large internal improvements and innovations in software development companies. The findings reveal significant challenges in OC implementation, including the lack of OC specialized knowledge, the knowledge gap about OC effective models, the dependence on exceptional individuals, and invisible or overlooked resistance. Effective OC in the software industry demands a holistic approach that harmonizes technical and managerial competencies aligned with the company’s strategic goals. Further research is needed to improve organizational change processes in the software industry, reduce resource waste, and challenge the belief that only continuous improvement ensures company survival and competitiveness.
... Lastly, about 1 in 5 items included conceptual advancements (21.3%), with heterogeneous theoretical perspectives undertaken to understand diversity and its organisational implications. An Anglo-centric bias was noticed in the geographic distribution of reviewed studies (Pettigrew et al., 2001). About more than 5 in 10 items concerned either the USA or the UK (52.7%). ...
The effectiveness of diversity management relies on its interplay with human resource management practices. Although scholars and practitioners have attempted to unravel the nexus between diversity management and human resource management, extant scientific knowledge is scattered. The article takes steps to fill this gap, delivering a scoping review to map the debate about the interaction of diversity management and human resource management, summarising extant evidence and envisioning avenues for further development. Three electronic databases were queried to assemble relevant contributions. Drawing on an initial dataset of 2,555 records, we arranged a knowledge core of 94 articles. The scoping review enabled us to articulate the attributes that recruitment and selection, training, performance appraisal, and compensation should possess to boost work inclusiveness. Although most contributions address single human resource management practices, inclusiveness requires systematic action to orient people management towards the value of diversity. Future developments should elicit the determinants of an integrated diversity management approach, embedding human resource management in a comprehensive organisational strategy that recognises the distinctive contribution of diversity and inclusiveness to value generation.
... Based on the above discussion, it can be inferred that ethical leadership is a continuous process where ethical leaders, organizational contexts and the broader systematic practices are coevolving and influence each other. This adaptive process is the central part of the integrative framework, shaping the future of organizations and society (Pettigrew et al. 2001). Therefore, we propose the following proposition: ...
Although leadership studies have highlighted the importance of ethical conduct, scholarship on this topic has generally treated ethical leadership in a decontextualized, individualist and isolated manner. The purpose of this article is to review the literature to develop an integrative framework that conceptualizes ethical leadership as a dynamic process, wherein individual traits of leaders, organizational contexts and systematic practices are mutually reinforcing and evolving. The article also outlines an agenda for future researchers to systematically examine and implement ethical leadership in real-world settings.
... One should not waste time trying to define the ultimate strategy to implement VBHC, as this is illusory. As others have noted, there seems no "good" or "bad" strategy for VBHC [103,104]. It seems important to avoid overly linear approaches and limit dichotomous thinking. ...
Background
While healthcare organizations in several countries are embracing Value-Based Health Care (VBHC), there are limited insights into how to achieve this paradigm shift. This study examines the decade-long (2012–2023) change towards VBHC in a pioneering Dutch university hospital.
Method
Through retrospective, complexity-informed process research, we study how a Dutch university hospital’s strategy to implement VBHC evolved, how implementation outcomes unfolded, and the underlying logic behind these developments. Data include the hospital’s internal documents (n = 10,536), implementation outcome indicators (n = 4), a survey among clinicians (n = 47), and interviews with individuals contributing to VBHC at the hospital level (n = 20).
Results
The change towards VBHC is characterized by three sequential strategies. Initially, the focus was on deep change through local, tailored implementation of multiple VBHC elements. The strategy then transitioned to a hospital-wide program aimed at evolutionary change on a large scale, emphasizing the integration of VBHC into mainstream IT and policies. Recognizing the advantages and limitations of both strategies, the hospital currently adopts a “hybrid” strategy. This strategy delicately combines deep and broad change efforts. The strategy evolved based on accumulated insights, contextual developments and shifts in decision-makers. The complexity of change was downplayed in plans and stakeholder communication. By the end of 2023, 68 (sub)departments engaged in VBHC, enabled to discuss patients’ responses to Patient Reported Outcomes Measures (PROMs) during outpatient care. However, clinicians’ use of PROMs data showed limitations. While pioneers delved deeper into VBHC, laggards have yet to initiate it.
Conclusions
VBHC does not lend itself to linear planning and is not easily scalable. While there appears to be no golden standard for implementation, blending local and larger-scale actions appears advantageous. Local, deep yet harmonized and system-integrated changes culminate in large scale transformation. Embracing complexity and focusing on the ultimate aims of (re)institutionalization and (re)professionalization are crucial.
... Significa estar preparado para compreender a diversidade de ideias e perspectivas de resolução de problemas, aprender com as experiências passadas e, sempre que possível, prever cenários e novos desafios econômicos, tecnológicos e culturais a serem enfrentados. E, ainda, desenvolver estratégias e práticas gerenciais adotando estratégias que as tornem mais resilientes e flexíveis, capazes de se reinventar continuamente (Hanelt et al., 2020;Pettigrew, et al., 2001). ...
... In the third stage, we may perceive a crisis to be a catalyst for change. Research on organizational change highlights the role of external triggers, such as crisis and disruption, in driving change within companies (Pettigrew, Woodman & Cameron, 2001). In the case of the COVID-19 crisis, companies were forced to adapt rapidly to changing market conditions, leading to a shift toward market-shaping activities. ...
... Caldwell et al., 2009;S. D. Caldwell et al., 2004;DiFonzo & Bordia, 1998;Pettigrew et al., 2001;Van Leeuwen et al., 2003;Weber & Weber, 2001;Whelan-Berry et al., 2003). The research questions are as follows: RQ 1. ...
This study examines the concept of “talent management for change” through a comprehensive review and mapping of the literature from a multilevel perspective. It utilizes published journals sourced from the Publish or Perish (PoP) database based on Google Scholar, with a subsequent elimination process to ensure relevance and credibility, including only those indexed by Scopus. The literature review reveals current research trends related to organizational change in talent management. Additionally, it identifies key variables and suggests future research directions from a multilevel perspective. A limitation of this study is its reliance on data from sources with high credibility and Scopus indexing, included based on their relevance. For the implication, this literature review offers conceptual and practical insights into talent management for change, providing a general overview and identifying specific needs. Furthermore, it enhances understanding of the topic and offers guidance for future research. This study maps existing research in published journals concerning talent management for change, highlighting its relevance and identifying essential elements for managing talent in the context of change.
... By identifying happiness as a moderator of cultural dispositions, we support other researchers' calls for more research on emotional and cognitive processes in strategy management research (Burgelman et al. 2018). By integrating social and cognitive psychology research into strategic management research, we demonstrate the additional explanatory power offered by research within the field of behavioral strategy (Huang 2009;Pettigrew et al. 2001). In particular, our findings highlight the need for a shift in the discussion from examining which cultural K differences exist towards examining the conditions under which they change. ...
Strategic decision-making research has mainly relied on the values-based approach to culture. However, the dynamic constructivist approach to culture has shown that cultural tendencies may also be altered by contingency factors in the decision-making process itself. We theorize based on the appraisal tendency framework as well as the concept of cultural affordances that emotions, such as happiness, can alter the cultural dispositions of managers from Western and East Asian contexts. To test our hypotheses, we conduct a lab-in-the-field experiment with 187 executives from China and Germany, and measure emotions based on participants’ psychophysiological skin conductance responses. Our results show that happiness moderates and can even reverse initial cultural dispositions in executives’ strategic decision-making behavior. These findings suggest that emotions may be important contingency factors that can alter the initial cultural dispositions of decision makers in the strategy process.
... Furthermore, the consensing framework's attention to temporality speaks to the broader debate on the nature of strategic change (Kunisch et al., 2017;Pettigrew et al., 2001). Some scholars argue for the importance of revolutionary change, emphasizing the need for rapid and radical transformation (Romanelli & Tushman, 1994). ...
This thesis explores the role of consensing, a process of cognitive consensus-building through the mechanisms of sensing and synthesizing, in digital transformation strategy formulation within the Swedish public sector. It introduces the novel concepts of consensus surplus (a shared understanding that exceeds the requirements for action), deficit (insufficient shared understanding to support strategy implementation), and debt (the accumulation of unresolved issues due to a lack of consensus-building). The study argues that consensing plays a critical role in aligning strategic intent and shared understanding among stakeholders, leading to these varied outcomes. This process is enabled by the organizational infrastructure of dialogue, which encompasses generative, diagnostic, and integrative dialogue types that facilitate the development of shared understanding.
Drawing upon a critical realist stance and an abductive and retroductive research approach, this study offers a nuanced perspective on the cognitive dynamics of consensing based on an in-depth analysis of qualitative data from interviews, surveys, and document analysis. It challenges prevailing notions and encourages a more collaborative approach to strategy formulation. The thesis conceptualizes consensing as a mechanism for aligning strategic intent with shared understanding, a novel approach in the formulation of digital transformation strategies.
The thesis contributes to digital strategizing literature by highlighting the role of consensing in bridging the gap between intended and realized strategies. It proposes actionable strategies for fostering effective dialogue and mitigating status quo bias, thereby facilitating more dynamic and inclusive strategy formulation processes. The research also outlines potential avenues for future inquiry, such as exploring the impact of organizational culture on consensing processes and examining the role of digital platforms in facilitating consensus-building.
By presenting consensing as a vital tool for organizations navigating digital transformation, this research enriches the discourse in digital strategizing and organizational practice. It advocates for a deeper understanding and application of consensing to enhance the efficacy of strategy formulation in the public sector, with implications for both theory and practice.
... According to these authors, companies with an organisational culture focused on human resource development (namely, through participatory management) facilitate adaptation, flexibility, openness to risk and change. However, change is a non-consensual theme which has gathered some debate in literature (Pettigrew et al., 2001). Although organisational culture and organisational change are closely related (Elsmore, 2001;Cameron and Green, 2015), in this study our focus is primarily on organisational culture, regardless of whether it is favourable to change. ...
In the 1970s and 1980s, Japanese success was explained by its
culture, and entrepreneurs from the West realised that productivity is not reducible to rationalism and technology. Indeed, nowadays it is well recognised that what best distinguishes an organisation from its competitors are not physical and tangible characteristics. Intangible dimensions, like organisational culture, play an important role in organisational success or failure. This research argues that organisational culture interacts with kaizen costing so that effective implementation of kaizen requires a special organisational cultural to understand how kaizen costing interacts with organisational culture. The findings suggest that effective implementation of kaizen costing requires a high level of culture coherence. Further research is necessary before we can consistently generalise our conclusion. However, our findings bring new insights to the role of low-level workers in effective implementation of strategic options like kaizen and highlight the importance of intangible assets like organisational culture. This article draws attention to the tenuous frontier between kaizen costing and lean production, and it puts organisational culture
on the centre.
... Traditionally, innovation has been defined as a discrete event of the first commercial introduction of a new or improved product, process or system. Yadav et al. (2007) have noted that many scholars, such as Damanpour (1991) and Pettigrew et al. (2001), have criticized this oversimplification, and have suggested that to be able to demonstrate performance and growth firms need to go through a process ( Van de Ven et al., 1999) or a series of tasks (Yadav et al., 2007) to qualify as having innovative performance. Therefore, to understand the innovative performance of a firm, at least three tasks of firm's innovative process should be studied: detection, development and deployment of new technologies (Yadav et al., 2007). ...
Purpose
This study aims to investigate purchasing manager’s core competencies during supplier collaboration and explain the mechanism through which these competencies can affect purchasing firm’s innovative performance.
Design/methodology/approach
The authors conducted 22 semidirective interviews with managers in diverse functions such as purchasing, supply-chain management and product development across industries and across nations (mostly India and France), which allow to formulate the propositions.
Findings
Through open coding, the authors identify three path-dependent, causally ambiguous and socially complex core competencies of purchasing managers: relational and emotional, communicational and creative and cognitive competencies; and through axial coding, the authors explain how these intangible core competencies support implementation of market orientation. To provide supporting arguments for the propositions, the authors use the resource-based view of the firm and dynamic capability theory.
Research limitations/implications
The first theoretical contribution of this study is focusing on the impact of competency–capability dyad in terms of performance. The second theoretical contribution of this study is to identify market orientation as a flexible and dynamic managerial capability.
Practical implications
The first managerial contribution is that the authors have identified and described three sets of a purchasing manager’s core competencies during supplier collaboration that affect the firm’s performance: relational and emotional, communicational and creative and cognitive competencies. The second managerial contribution relates to the mechanism through which purchasing managers’ core competencies during supplier collaboration affect firms’ outcomes.
Originality/value
The value of the results is in the explanation of the mechanism, i.e. market orientation dynamic capability, through which the competencies of purchasing managers can affect purchasing firm’s innovative performance.
... What was once an odd occurrence is now happening with regularity and change that was once incremental is shifting toward radicalness. Despite the vast literature in strategic management on organizational change per se, less is known about the effects of radical change taking place within individuals (Pettigrew et al. 2001). While most textbooks feature a model of organizational change based on Lewinian behavioral psychology, scholars acknowledge this irony, namely the paucity of research on within-person processes following a change. ...
As organizational change becomes more radical, frequent, and unpredictable, our knowledge of the mechanisms governing change at the intrapersonal or within-person level remains limited. In this systematic review of the management and I/O psychology literatures, we offer a novel theoretically based definition of radical change taking place within an individual. Drawing on the theories of dissonance and attitudes toward change, we also present a conceptual model that merges cognitive, affective, and motivational dimensions to explain how an individual’s goal pursuit and achievement are influenced by radical change. In doing so, we move away from studying change at the ‘macro’ organizational level to focus instead on the processes underpinning one’s personal radical change. We further differentiate these processes between two important role occupiers, namely change agents and recipients, and recommend that future scholars consider other boundary conditions and mediating mechanisms. Finally, we conclude with some research-based implications for managerial praxis. We urge future researchers and practitioners to try to better understand the self-transformative experience that is ‘radical change’ and to incorporate this deeper understanding in their theorizing and practice, respectively.
... Second, mechanisms refer to specific methods or actions during the change towards being servitised; this may include enablers and blocks (Pettigrew, 1988). Mechanisms specifically refer to how change occurred and what has been done due to the changes (Hedstrom and Swedberg, 1998;Pettigrew et al., 2001;Langley et al., 2013). Content/outcome is the effect or the outcome of change (Pawson and Tilley, 1997). ...
... Sastry (1997) suggests additional explanations for successful change processes, which present avenues for future research. Pettigrew et al. (2001) emphasize the significance of organizational change and propose that change capacity is an organization's ability to produce solutions that respond to environmental and organizational evolution and implement change processes successfully. ...
Purpose: The primary objective of this research is to analyze and examine the factors contributing to the issues in analytical decision-making in large technology-driven Indian organizations. Theoretical Framework: The study aims to develop an 'analytical organizational effectiveness model' and 'analytical transformation theory' for technology-driven industries. Design/Methodology/Approaches: The study adopted a mixed methodology research design using systematic literature review (SLR), exploratory research, expert interviews and quantitative techniques to identify key variables of the study. Findings: The SLR validated the proposed conceptual model and found that human resource factors influence analytical decision-making and organizational effectiveness. Research Practical Social Implication: The study provides actionable insights for organizations aiming to enhance decision-making processes. This research advances analytical transformation theory by exploring and identifying key factors influencing organizational analytical transformation. This study emphasizes the human dimension in successful analytical implementation. Developing an 'analytical organizational effectiveness model' for technology-driven industries represents a significant theoretical contribution, offering a structured framework for understanding and assessing analytics within specific organizational contexts. Originality/Value: This study is more relevant and practically applied to organizations lagging in decision-making and facing a competitive advantage.
... We use the institutional environments in which firms compete as our measure of environment because institutional environments influence the risk of expropriation, the availability of capital, and societal trust, and therefore affect opportunities and threats (cf., Burkart et al, 2003;Gedajlovic et al., 2012;La Porta et al., 1999;North, 1990). Thus, we review contexts that may significantly impact strategic change and strategic outcomes (e.g., Kunisch et al., 2017;Pettigrew, 1987Pettigrew, , 1992Pettigrew, Woodman, & Cameron, 2001). This approach is worthwhile since the current literature is still unclear about 1 Use of deductive rather than inductive conceptual frameworks to organize literature reviews is not without precedent. ...
Using a framework that intersects strategic management and institutional economics, we show how differences in institutional environments and firm resources influence different types of strategic change (i.e., internationalization, innovation, and diversification) in family firms. We review 193 quantitative and qualitative articles to identify differences in strategic change and their performance consequences among family firms and between family and nonfamily firms. We conclude that institutional environments and firm resources impact not only the extent family firms engage in different types of strategic change but also their performance and long-term survival.
... Topic guides for staff cover multilevel factors, key factors, and processes that illuminate relationships between context and outcomes. Thus, interviews with senior managers and commissioners will explore the 'external system' (economic, political, and professional milieu) [31] and decision-making processes related to transfers to the independent sector compared with those who remain in the NHS (e.g. capacity, funding, patient characteristics) and how these are negotiated. ...
Background
Mental health rehabilitation services provide specialist treatment to people with particularly severe and complex problems. In 2018, the Care Quality Commission reported that over half the 4,400 mental health inpatient rehabilitation beds in England were provided by the independent sector. They raised concerns that the length of stay and cost of independent sector care was double that of the NHS and that their services tended to be provided much further from people’s homes. However, there has been no research comparing the two sectors and we therefore do not know if these concerns are justified. The ACER Study (Assessing the Clinical and cost-Effectiveness of inpatient mental health Rehabilitation services provided by the NHS and independent sector) is a national programme of research in England, funded from 2021 to 2026, that aims to investigate differences in inpatient mental health rehabilitation provided by the NHS and independent sector in terms of: patient characteristics; service quality; patient, carer and staff experiences; clinical and cost effectiveness.
Methods
ACER comprises a:1) detailed survey of NHS and independent sector inpatient mental health rehabilitation services across England; 2) qualitative investigation of patient, family, staff and commissioners’ experiences of the two sectors; 3) cohort study comparing clinical outcomes in the two sectors over 18 months; 4) comprehensive national comparison of inpatient service use in the two sectors, using instrumental variable analysis of routinely collected healthcare data over 18 months; 5) health economic evaluation of the relative cost-effectiveness of the two sectors. In Components 3 and 4, our primary outcome is ‘successful rehabilitation’ defined as a) being discharged from the inpatient rehabilitation unit without readmission and b) inpatient service use over the 18 months.
Discussion
The ACER study will deliver the first empirical comparison of the clinical and cost-effectiveness of NHS and independent sector inpatient mental health rehabilitation services.
Trial registration
ISRCTN17381762 retrospectively registered.
... Digitalization in the public sector affects the entire sector and thus change will take place simultaneously at societal, governmental, organizational and actor level Hartley et al. (2002). Pettigrew et al. (2001) named these different orders of change. The first order is subsystem change, the second order is organizational change, and the third order is sector change. ...
... The literature on workplace change is vast, covering multiple contexts and levels of analysis (Morrison & Phelps, 1999;Pettigrew et al., 2001;Piderit, 2000), and while it is beyond the scope of this article to comprehensively review what is known and not known about such change (see e.g., Kuipers et al., 2014;Stouten et al., 2018 for reviews on workplace change in public and private organizations), it is important to acknowledge the different types of change. One common distinction is often made between episodic and continuous change (Weick & Quinn, 1999). ...
While important insights have been provided into the role of HR managers in performing change in the workplace, still little is known about how HR managers themselves are shaped by change, in particular in relation to those changes triggered by radical or disruptive shock events and crisis situations, and in the public sector context. In this study, we aim to address this, using an exploratory qualitative interview study to explore how the serious and profound COVID-19 pandemic triggered boundary work among HR managers in public sector municipalities. Our findings illustrate that COVID-19 triggered HR managers to engage in boundary work in two main ways: either by defending their boundaries (through the two practices of counteracting dumping and counteracting shirking) or by expanding them (through the two practices of facilitating self-fulfillment and facilitating status-enhancement). We discuss how this variation is related to whether the HR managers experienced and made sense of the pandemic mainly as a threat—of being forced into unwanted responsibility—or if they experienced and made sense of it mainly as an opportunity to take advantage of the situation. In showing this, the study makes a number of important contributions to both theory and practice.
... Thus, we argue that resilience develops in a stepwise way as a result of episodic perturbations. In testing the episodic disruptions, the evolutionary economics perspective can be taken into consideration (Boero, 1996) in MNEs resilience development (Pettigrew, Woodman, & Cameron, 2001). ...
While scholars have been elaborating on the nature and scope of the resilience for some time, the contemporary era of monumental disruptions have elevated this topic to the top of scholarly and practical attention. Yet, there is much confusion and ambiguity about how it should be defined and measured. In addition, definitions of resilience appear to vary greatly across disciplines. Given these shortcomings, this study first presents a framing of resilience definition using categorization of attributes under process, structure and strategic move/action, emanating from cross-disciplinary foundation. Second, the study offers conjectures and propositions for multinational enterprises (MNEs) under process, structure and strategic move/action drawing ideas from social, mechanical, and ecological literature regarding this construct. Third, we present a new frame-based methodo-logical approach in presenting the attributes and subordinate concepts of resilience.
... It is precisely in this period that we find the work of Pettigrew et al. (2001), a reference author in OC studies. Based on the theory of social dramas, which uses continuous historical processes, the author presents the OC as an "amalgam" of beliefs, ideologies, languages, rituals and myths that, to obtain an explanatory capacity, makes wide use of the concepts of sociology and anthropology. ...
Purpose
The purpose of this study is to analyze the aspects of the organizational culture (OC) of companies operating in the Brazilian oil, gas and biofuels (O&G) sector based on semistructured interviews with managers of these organizations and its content analysis.
Design/methodology/approach
This research was conducted based on semistructured interviews with 12 managers of Brazilian O&G companies and analyzed with a computer-assisted qualitative data analysis software, namely, MAXQDA™.
Findings
The results make it possible to obtain the perception of managers about OC, generally understood as a set of attributes and variables of social order, supported by the historical–culturalist theoretical approach. Information about the explicit and implicit manifestation of culture, as well as the evaluation of the most appropriate research instruments and metrics, were also obtained after the interviews.
Originality/value
This study presents detailed results about OC and its characteristics in the perception of managers of the O&G companies that operate in the Brazilian market.
... Based on an extensive review of the literature on change management in the public sector, Kuipers at al. found five factors that can help "to identify the specific characteristics related to change processes and implementation in organizations in a public context" [7, p. 2]. Four of the five factors had already been identified in [17]: context, content, process and outcomes. The last one, leadership, has been added by Kuipers et al. ...
Despite many reforms efforts during the past decades, the Italian judicial system is still poorly performing. For this reason, Italy's Recovery and Resilience Plan includes specific measures to reduce the length of civil proceedings, improve the efficiency of the justice system and reduce the backlog of pending cases. Among such measures, a relevant role is assigned to the strengthening of the Ufficio del Processo (UPP), originally established in 2014, through the heavy recruitment of new personnel with competences not only in law but also in management , organization, public administration, and ICT. From an organizational perspective, the injection within the Italian Courts of multidisciplinary compe-tences was intended to activate change management processes toward the implementation of a more collaborative organizational model based on horizontal coordination and better integration between the judicial and the administrative structures. Based on a case study and organizational ethnography methodology, the qualitative paper reports some preliminary evidence concerning the local implementation of the UPP program considered as a change-management process within a highly regulated organizational system. The data collected from four courts in a NorthWestern area of Italy highlight some critical factors that limited the potential transformative impact of the UPP and that should be removed to make the implementation of the UPP a true change management process.
With the progression of globalization, multicultural leadership in organizations has increased in importance and become strategic for a company's economic and social success. This research investigates the interaction between cultural intelligence, knowledge dynamics, and organizational context and how they affect multicultural leadership. Amidst the complexities of global interactions and the diversification of the workforce, multicultural leadership emerges as a critical aspect of management that is capable of providing differentiation and harnessing cultural diversity for organizational business advantages. The emergence of the COVID-19 pandemic and the post-associated increase in remote work make this requirement more prominent as leaders manage a whole new set of cultural challenges with teams located in different regions of the world with various cultural backgrounds. This study utilizes a mixed-methods research design, integrating a systematic literature review with empirical data collection and analysis. The qualitative part, supported by the bibliometric approach powered by VOSviewer, is further complemented by a quantitative study of approximately 400 answered questionnaires to assess the constructs across a worldwide spread sample of respondents. This multiphase research framework allows for a complete evaluation of cultural intelligence, which is the ability to understand and effectively handle interactions between different cultures; knowledge dynamics, which means making it easier for people to share knowledge and come up with new ideas; and organizational context—within their shaping process of multicultural leadership practices.
A resistência à mudança é um dos principais desafios enfrentados pelas empresas familiares no processo de inovação. Este estudo teve como objetivo investigar os aspectos que influenciam a resistência à mudança nos processos de inovação de empresas familiares de pequeno porte no varejo, utilizando como base as dimensões do Radar da Inovação e estudos recentes sobre inovação em empresas familiares. A pesquisa foi realizada com empresas familiares na Região Metropolitana de Recife - PE. Os resultados obtidos através do Radar da Inovação revelaram áreas de maiores e menores resistências às mudanças no processo de inovação, refletindo as dinâmicas específicas dessas organizações. Apesar da evolução observada em todas as dimensões do Radar da Inovação entre o Radar 0 e o Radar 1, as empresas em conjunto não atingiram o nível de organizações inovadoras pontuais ou ocasionais. Os esforços alavancados durante o andamento do Programa para quebrar o paradigma de resistência às mudanças puderam desenvolver consequências positivas no que tange à abertura da cultura empresarial para o processo de inovação. O estudo ressalta a importância de uma abordagem integrada e contínua no processo de inovação, considerando as particularidades das empresas familiares e os desafios inerentes à resistência à mudança. As informações coletadas podem subsidiar o planejamento de novos esforços para a implantação do processo de inovação em empresas deste perfil, consolidando esforços estratégicos em pontos de maiores resistências às mudanças.
The growing role of women from the women's movement in 1882 and highlights the significance of women's participation and representation in leadership across sectors for good governance, transparency, accountability, and enhanced quality of life. Empowering women is known as giving authority and power, including education, providing them with skills, and enhancing self-confidence. The chapter focuses on training, mentoring, and skills development for women in leadership, emphasizing the transformative power of education and the impact of supporting women in their leadership journeys. This chapter aims to provide vision and direction to stakeholders and enhance understanding of the importance of education, training, and leadership development in empowering women leaders globally.
Цель. Исследование подходов к сопротивлению изменениям и готовности к изменениям с точки зрения их различия. Методология и дизайн исследования. Были сформулированы следующие исследовательские вопросы: 1) какие направления исследования отношения к изменениям существуют в научном дискурсе? и 2) в чём отличие понимания сопротивления от понимания готовности к изменениям в этих работах? Для ответа на сформулированные исследовательские вопросы был проведён библиометрический анализ всех англоязычных статей, опубликованных в журналах первого квартиля (Q1) между 1948 и 2022 гг. в категории «Управление, бизнес и бухгалтерия», посвящённых отношению к организационным изменениям. В основу анализа был положен «метод совместного цитирования» с целью сужения выборки из 21162 статей до наиболее значимых 258 статей. В работе использовались анализ совместного цитирования и тематический анализ. Результаты. Определены четыре основных направления исследований, связанных с сопротивлением изменениям и готовностью к изменениям: 1) «индивидуально-психологическое» направление, 2) «групповое» направление, 3) «институциональное и стратегическое» направление, 4) «агентское» направление. Выводы. Установлено, что сопротивление изменениям и готовность к изменениям имеют разные предпосылки. Подчёркивается различие подходов для работы с сопротивлением изменениям и неготовностью к изменениям. Преодоление сопротивления изменениям реактивно и требует от лидера активного участия в процессе, например, трансформационного поведения, поддержки сотрудников и разрешения конфликтов. Это отличает его от проактивного создания готовности к изменениям, которое может быть ориентировано преимущественно на информирование сотрудников. Практическая ценность. Руководство зачастую воспринимает своих подчинённых как единую социальную группу с общими целями, в то время как наличие разных подгрупп требует гораздо более тонкого подхода к управлению изменениями. Необходимо формировать программы, направленные как на преодоление сопротивления, так и на формирование готовности.
Background
Mental health rehabilitation services provide specialist treatment to people with particularly severe and complex problems. In 2018, the Care Quality Commission reported that over half the 4400 mental health inpatient rehabilitation beds in England were provided by the independent sector. They raised concerns that the length of stay and cost of independent sector care was double that of the NHS and that their services tended to be provided much further from people's homes. However, there has been no research comparing the two sectors and we therefore do not know if these concerns are justified. The ACER Study (Assessing the Clinical and cost-Effectiveness of inpatient mental health Rehabilitation services provided by the NHS and independent sector) is a national programme of research in England, funded from 2021 to 2026, that aims to investigate differences in inpatient mental health rehabilitation provided by the NHS and independent sector in terms of: patient characteristics; service quality; patient, carer and staff experiences; clinical and cost effectiveness.
Methods
ACER comprises a:1) detailed survey of NHS and independent sector inpatient mental health rehabilitation services across England; 2) qualitative investigation of patient, family, staff and commissioners' experiences of the two sectors; 3) cohort study comparing clinical outcomes in the two sectors over 18 months; 4) comprehensive national comparison of inpatient service use in the two sectors, using instrumental variable analysis of routinely collected healthcare data over 18 months; 5) health economic evaluation of the relative cost-effectiveness of the two sectors. In Components 3 and 4, our primary outcome is 'successful rehabilitation' defined as a) being discharged from the inpatient rehabilitation unit without readmission and b) inpatient service use over the 18 months.
Discussion
The ACER study will deliver the first empirical comparison of the clinical and cost-effectiveness of NHS and independent sector inpatient mental health rehabilitation services.
Trial registration
ISRCTN17381762 retrospectively registered.
The aim of our study is to understand how the steps taken by the project leader, integrating different stakeholder communities, enable the construction of a common good in Ostrom’s sense. By means of exploratory research based on single longitudinal case, and with the help of a nethnographic analysis of social networks, we answer the question: on what types of cooperative relationships and rules of self-governance is the construction of the common good based? The case of constructive hospitality shows that social partnership is an effective and innovative organisational solution. The study highlights the crucial role of the project leader as entrepreneur, federator, mediator and guarantee of respect for the community’s social norms.
Penelitian ini berjudul “Pengaruh Gaya Kepemimpinan Tranformasional dan Transaksional Terhadap Kinerja Pegawai Dengan Kepuasan Kerja Sebagai Variabel Intervening Pada Pegawai Institut Agama Islam Negeri Kediri”. Tujuan penelitian ini adalah untuk mengetahui pengaruh gaya kepemimpinan transformasional terhadap kepuasan kerja, untuk mengetahui pengaruh gaya kepemimpinan transaksional terhadap kepuasan kerja, untuk mengetahui pengaruh Kepuasaan Kerja berpengaruh terhadap Kinerja, untuk mengetahui apakah kepuasan kerja dapat menjadi mediator hubungan antara kepemimpinan transaksioanal dan kinerja, serta untuk mengetahui apakah kepuasan kerja dapat menjadi mediasi hubungan antara kepemimpinan transformasional dan kinerja pegawai di lingkungan IAIN Kediri. Populasi penelitian ini sebanyak 100 orang pegawai IAIN Kediri. Penelitian dilakukan dengan penyebaran kuesioner dan untuk metode analisis data yang digunakan adalah analisis jalur (Path analysis). Hasil penelitian menunjukkan bahwa gaya kepemimpinan transformasional berpengaruh signifikan terhadap kepuasan kerja. Gaya kepemimpinan transaksional memiliki pengaruh terhadap variabel kepuasan kerja. Hal ini berarti bahwa gaya kepemimpinan transformasional dan gaya kepemimpinan transaksional, diprediksi dapat meningkatkan kepuasaan kerja karyawan di IAIN Kediri. Kepuasan kerja juga memiliki pengaruh terhadap variabel kinerja. Artinya dengan adanya kepuasaan kerja yang dialami pegawai di IAIN Kediri, diprediksi akan meningkatkan kinerja para pegawai yang berkerja di IAIN Kediri. Sebagai variabel intervening, kepuasan kerja mampu menjadi mediator antar gaya kepemimpinan transaksional dan kinerja karyawan. Pada hasil penelitian ini juga ditemukan bahwa terdapat hubungan yang signifikan antara Kepempimpinan Transformasional terhadap Kepuasaan Kerja. Hal ini berarti bahwa Kepuasan Kerja mampu memediasi penuh hubungan antara Transformasional dan Kinerja. Dengan kata lain, gaya kepemimpinan transaksional dan transformasional yang diterapkan dengan baik oleh pemimpin akan memberikan kepuasan kerja yang tinggi sehingga akan dapat meningkatkan kinerja karyawan. Namun, jika gaya kepemimpinan transaksional dan transformasional belum maksimal yang dilakukan oleh pemimpin akan memberikan kepuasan kerja yang kurang dan tentu juga akan menurunkan kinerja karyawan.
Theorists debate whether organizations are inertial or adaptable, but mounting evidence shows they are both, provoking questions about how shifts occur between inertia and change. Research shows performance crises can trigger reactive change, but proactive revolutions in organizations are poorly understood. In project groups, temporal pacing triggers proactive change. This longitudinal study of a venture capital-backed start-up company explored whether temporal pacing could regulate momentum and change in an organization's strategy, as it does in groups. Two forms of pacing were discovered, one time-based, with reorientations initiated at temporal milestones, the other event-based, with actions initiated when the right event occurred. The two pacing types fostered systematically different patterns of momentum and change.
This paper addresses three weaknesses in the literature on new organizational forms: the limited mapping of the extent of contemporary organizational change; confusion about how contemporary changes link together; and the lack of systematic testing of the performance consequences of this kind of change. Drawing on a large-scale survey of organizational innovation in European firms, the paper finds widespread but not revolutionary change in terms of organization structure, processes, and boundaries. Using the economics notion of complementarities, the paper develops contingency and configurational approaches to suggest that organizational innovations will tend to cluster in particular ways and that the performance benefits of these innovations depend on their clustering. Complementarities in performance are explored from both inductive and deductive perspectives. Consistent with the expectations of complementarity theory, high-performing firms appeared to be innovating more and differently than low-performing firms. Again consistent with complementarities, piecemeal changes-with the exception of IT-were found to deliver little performance benefit, while exploitation of the full set of innovations was associated with high performance. Though few European firms were found to exploit the complementarities of new organizational practices, those that did enjoyed high-performance premia.
Theories of organization rely upon verbs such as shape, determine, select, and choose. Although these verbs appear to depict processes of organization, instead they obscure organization processes behind empty and misbegotten abstractions. These verbs are shown to have the character of achievements; their grammatical form encompasses the very outcomes they purport to explain. The reasons why such verbs exist and are used so prevalently are explored and implications for revising the language of organization theory are considered.
We advance arguments for why and how a coevolutionary perspective and framework of analysis can provide a new lens and new directions for research in strategic management and organization studies. We identify the distinguishing properties of coevolution in an attempt to define coevolutionary research from other evolutionary research in social sciences. We also outline and discuss the empirical challenges and requirements for undertaking research within coevolutionary inquiry systems. In particular we stress the relevance of specifying coevolutionary models for reframing the selection adaptation standoff when applied to research on organization change over time, in general, and specifically to the mutation and emergence of new organizational forms. Furthermore, a coevolutionary framework has the potential to bridge and reintegrate strategy and organization theory teaching and research within a holistic framework. In our view such a reintegration is the sine qua non for studying organizational change over t...
This study of the complete life-spans of eight naturally-occurring teams began with the unexpected finding that several project groups, studied for another purpose, did not accomplish their work by progressing gradually through a universal series of stages, as traditional group development models would predict. Instead, teams progressed in a pattern of "punctuated equilibrium" through alternating inertia and revolution in the behaviors and themes through which they approached their work. The findings also suggested that groups' progress was triggered more by members' awareness of time and deadlines than by completion of an absolute amount of work in a specific developmental stage. The paper proposes a new model of group development that encompasses the timing and mechanisms of change as well as groups' dynamic relations with their contexts. Implications for theory, research, and practice are drawn.
Signs of increased collaboration within and between organizations are readily apparent. An emerging “new paradigm” literature suggests that this trend is part of a fundamental transformation toward a more collaborative global culture. In this chapter, I first outline the key premises of an alternative “theory of reality” articulated by this literature, which integrates evidence and ideas from a variety of fields of human knowledge and experience. Next, I contrast the basic assumptions of the current “competition paradigm” with those of the new, emerging “collaboration paradigm.” Based on the foundation provided by these new paradigm ideas, I then provide a description of “collaborative organizing.” This new model of organization is described in terms of three categories of features pertaining to the purpose, design, and functioning of these organizational systems. While most of these characteristics are currently receiving considerable attention in both theory and practice of organizations, the collaborative organizing model reflects an initial attempt to integrate these features into a coherent whole that constitutes a new “ideal type” of organization. As an ideal type, I argue that this model provides a better fit with contemporary environmental conditions than the Weberian bureaucratic hierarchy. As such, it can serve as a “desired future state” to guide organizations as they undertake the transformation to a more collaborative mode of operating. The chapter concludes with additional comments regarding the possibility of a global transformation to the collaborative paradigm.
A theoretical framework for understanding creativity in a complex social setting, such as an organization, is developed. Organizational creativity is defined as the creation of a valuable, useful new product, service, idea, procedure, or process by individuals working together in a complex social system. The starting point for the theoretical development is provided by the interactionist model of creative behavior developed by Woodman and Schoenfeldt (1989). This model and supporting literature on creative behavior and organizational innovation are used to develop an interactional framework for organizational creativity. The theoretical framework is summarized by 3 propositions that can effectively guide the development of testable hypotheses.
This paper outlines an alternative theory of organization–en-vironment coevolution that generalizes a model of organization adaptation first proposed by March (1991), linking firm-level exploration and exploitation adaptations to changes in the popu-lation of organizations. The theory considers organizations, their populations, and their environments as the interdependent outcome of managerial actions, institutional influences, and extra-institutional changes (technological, sociopolitical, and other environmental phenomena). In particular, the theory in-corporates potential differences and equifinal outcomes related to country-specific variation. The basic theses of this paper are that firm strategic and organization adaptations coevolve with changes in the environment (competitive dynamics, technolog-ical, and institutional) and organization population and forms, and that new organizational forms can mutate and emerge from the existing population of organizations. The theory has guided a multicountry research collaboration on strategic and organi-zation adaptations and the mutation and emergence of new or-ganizational forms from within the existing population of or-ganizations.
A process is a time-dependent sequence of events governed by a process framework. A group process has five components: the entities performing the process, the steps or elements of a process, the relationship between any pair of elements, the links to other processes, and the resources and their characteristics-in-use involved with the elements. A process framework is denoted by Y = F(C) where Y is the set of outcomes or consequences of a process, C is the set of considerations or elements in the process, and F is the network linking the considerations to each other and to the outcomes. The properties of the set of considerations, the linkages between pairs of consequences, the set of outcomes or consequences, the network, F, and the use of process frameworks are discussed in detail with examples. Process models are compared to variable models.
The theories of supermodular optimization and games provide a framework for the analysis of systems marked by complementarity. We summarize the principal results of these theories and indicate their usefulness by applying them to study the shift to ‘modern manufacturing’. We also use them to analyze the characteristic features of the Lincoln Electric Company's strategy and structure.
The literature on product development continues to grow. This research is varied and vibrant, yet large and fragmented. In this article we first organize the burgeoning product-development literature into three streams of research: product development as rational plan, communication web, and disciplined problem solving. Second, we synthesize research findings into a model of factors affecting the success of product development. This model highlights the distinction between process performance and product effectiveness and the importance of agents, including team members, project leaders, senior management, customers, and suppliers, whose behavior affects these outcomes. Third, we indicate potential paths for future research based on the concepts and links that are missing or not well defined in the model.
With the publication of his best-selling books "Competitive Strategy (1980) and "Competitive Advantage (1985), Michael E. Porter of the Harvard Business School established himself as the world's leading authority on competitive advantage. Now, at a time when economic performance rather than military might will be the index of national strength, Porter builds on the seminal ideas of his earlier works to explore what makes a nation's firms and industries competitive in global markets and propels a whole nation's economy. In so doing, he presents a brilliant new paradigm which, in addition to its practical applications, may well supplant the 200-year-old concept of "comparative advantage" in economic analysis of international competitiveness. To write this important new work, Porter and his associates conducted in-country research in ten leading nations, closely studying the patterns of industry success as well as the company strategies and national policies that achieved it. The nations are Britain, Denmark, Germany, Italy, Japan, Korea, Singapore, Sweden, Switzerland, and the United States. The three leading industrial powers are included, as well as other nations intentionally varied in size, government policy toward industry, social philosophy, and geography. Porter's research identifies the fundamental determinants of national competitive advantage in an industry, and how they work together as a system. He explains the important phenomenon of "clustering," in which related groups of successful firms and industries emerge in one nation to gain leading positions in the world market. Among the over 100 industries examined are the German chemical and printing industries, Swisstextile equipment and pharmaceuticals, Swedish mining equipment and truck manufacturing, Italian fabric and home appliances, and American computer software and movies. Building on his theory of national advantage in industries and clusters, Porter identifies the stages of competitive development through which entire national economies advance and decline. Porter's finding are rich in implications for both firms and governments. He describes how a company can tap and extend its nation's advantages in international competition. He provides a blueprint for government policy to enhance national competitive advantage and also outlines the agendas in the years ahead for the nations studied. This is a work which will become the standard for all further discussions of global competition and the sources of the new wealth of nations.
Emerging economies are low-income, rapid-growth countries using economic liberalization as their primary engine of growth. They fall into two groups: developing countries in Asia, Latin America, Africa, and the Middle East and transition economies in the former Soviet Union and China. Private and public enterprises have had to develop unique strategies to cope with the broad scope and rapidity of economic and political change in emerging economies, This Special Research Forum on Emerging Economies examines strategy formulation and implementation by private and public enterprises in several different regional settings and from three primary theoretical. perspectives: institutional theory, transaction cost economics, and the resource-based view of the firm. In this introduction, we show how different theoretical perspectives can provide useful insights into enterprise strategies in emerging economies. We discuss the special methodological as well as empirical challenges associated with doing research in emerging economies. Finally, we briefly summarize the individual contributions of the works included in our special research forum.
In a series of interviews, organizational researchers acknowledged the key role of time in social inquiry, and their tendency to exclude it in practice. The discrepancy between what researchers think about the incorporation of temporal factors in their research and what they actually do was explained by various pragmatic, methodological, and normative grounds, but they were not aware of other epistemological and ontological barriers related to their choice. The interviews also drew attention to a paradox that stemmed from an experience of ongoing tension between the methodologically prescribed sense of time and the experientially lived impression of time. Further analysis suggests that incorporation of time factors may significantly improve social process research. The study demonstrates that temporal elements do not merely change one's perception of a situation, but also provide a space for a richer and more meaningful interpretation by enabling an improved association of a particular event with one's personal frame of reference and lived experience. In addition, the study suggests that an awareness of the various approaches to time and the application of a consistent ontological framework to the analysis of social phenomena are likely to increase the coherence and congruity of the analysis. No particular perception of time is prescribed here. The emphasis is on self-awareness of the implications of temporalities on social phenomena and on ontological consistency in our research.
The purpose of this review is to identify and explore new arenas of inquiry and action in the organizational change and development field. Recent developments are examined in seven categories: (a) refinement of change theories, (b) developments in research methodologies, (c) a new emphasis on strategic issues including strategic leadership and organizational transformation, (d) the role of OD in multinational firms, (e) development of the organizational culture construct, (f) the development and use of high performance-high commitment work systems, and (g) the use of OD approaches in social movements. Based on developments in these areas, the argument is advanced that the field is currently characterized by a renewed focus on changing whole systems and a wide breadth of progress cutting across theory, method, and practice.
How do executive teams make rapid decisions in the high-velocity mi- crocomputer industry? This inductive study of eight microcomputer firms led lo propositions exploring that question. Fast decision makers use more, not less, information than do slow decision makers. The former also develop more, not fewer, alternatives, and use a two-tiered advice process. Conflict resolution and integration among strategic de- cisions and tactical plans are also critical to the pace of decision mak- ing. Finally, fast decisions hased on this pattem of hehaviors lead to superior performance.
A new model of group development suggests that groups' attention to time and pacing is an important catalyst of their progress through cre- ative projects. In this laboratory study, groups were videotaped as they produced creative products and then interviewed about replays of se- lected portions of the tapes. Participants' efforts to pace themselves were explored in depth, with special focus on a key feature of the model, a major transition in groups' approach toward their work at the midpoint of their allotted time. The appropriateness of laboratory sim- ulation for studying midpoint transitions was also assessed. The labo- ratory results mirrored and extended the field-based model; they showed how groups make deliberate attentional shifts at their temporal midpoints, what differences exist between pacing patterns in the first and second halves of groups' life spans, and what happens when tran- sitions fail. Implications are drawn for theory, practice, and research. Organizations often rely on small groups when they need an innovation by a deadline. Managers appoint time-limited task forces and committees to deal witb novel problems. Businesses designate time-limited project groups to invent new products. Consultants set up time-limited retreats for top- executive teams to design new strategies. How do such groups manage—or fail—to produce unpredictable outcomes within preset schedules? Answer- ing that question requires understanding (1) how groups progress through creative tasks and (2) how groups pace themselves, or fit work into time. Although there are important literatures bearing on eacb of tbose two points separately, almost no research has considered the integrative question of how groups pace themselves through creative work. However, my recent field study of the complete life cycles of special project groups (Gersick, 1988) did explore how teams finished creative products by their deadlines. The study proposed a new model of group development—the path a group takes over its life span toward the accomplishment of its main tasks—tbat includes the mechanisms and timing of change. It suggested, furthermore, that tbere are strong, beretofore unrecognized connections between groups'
This paper is meant as a contribution to the revival and extension of evolutionary thinking in sociology. It begins with the conception that in the evolution of living systems generally, certain new developments have greatly increased the adaptive capacity of the system, so much that without them further major developmental steps would be blocked, though survival in a "niche" is possible and frequent. For organic evolution the conception is illustrated by the cases of vision and the human hands and brain. The body of the paper is devoted to six cases at the social level. The first two are differentiation on the basis of a scale of stratification and the development of patterns of cultural legitimation independent of the social structure, both of which are important in the transition from primitive social conditions to those of the "archaic" civilizations. The remaining four cases are--in order of treatment--bureaucratic organization, money and markets, a universalistic legal system, and the democratic association in both governmental and private forms. These four, taken together, are fundamental to the structure of the modern type of society, though each is highly complex and subject to a whole series of developmental stages.
This article introduces four basic theories that may serve as building blocks for explaining processes of change in organizations: life cycle, teleology, dialectics, and evolution. These four theories represent different sequences of change events that are driven by different conceptual motors and operate at different organizational levels. This article identifies the circumstances when each theory applies and proposes how interplay among the theories produces a wide variety of more complex theories of change and development in organizational life.
Compares the results of surveys of organizational development (OD) practices among major firms in the United States and Hong Kong. Despite obvious cultural differences between the two countries, OD practices were more similar than different. Discusses implications for OD research in international settings and global OD practices.
There is a growing recognition that innovation speed is important to a firm's creating and sustaining competitive advantage amidst rapidly changing business environrients. However, there has been little theoretical advancement or model building regarding when innovation speed is appropriate, what factors speed up innovations, and how differences in speed affect project outcomes. In this article, we organize and integrate the innovation speed literature, develop a conceptual framework of innovation speed, and offer researchable propositions relating to the need for and antecedents and outcomes of innovation speed. Specifically, we argue that innovation speed (a) is most appropriate in environments characterized by competitive intensity, technological and market dynamism, and low regulatory restrictiveness; (b) can be positively or negatively affected by strategic-orientation factors and organizational-capability factors; and (c) has an influence on development costs, product quality, and ultimately project success.
My 1986 article in SMJ represented an early attempt to apply the approach of configuration to the field of strategy. Now, 10 years later, we still have far to go. What is often lacking from the configurational literature is the search for configuration itself: for complex systems of interdependency and their core orchestrating themes. In this note I address the two major approaches to configuration: conceptually derived typologies and empirically based taxonomies. Some shortcomings of this work are identified and a few ambitious remedial suggestions are advanced. I then propose a third approach—studying configuration as a variable or quality within each organization that can create or destroy competitive advantage.
This paper makes three suggestions to researchers for studying strategy process. First, define the meaning of process. Process is often used in three ways in the literature: (1) a logic used to explain a causal relationship in a variance theory, (2) a category of concepts that refer to actions of individuals or organizations, and (3) a sequence of events that describe how things change over time. The second suggestion is to clarify the theory of process. An interdisciplinary literature review identifies four types of theories of process that can be drawn upon: life cycle, teleology, dialectics, and evolution. The third suggestion is to design research to observe strategy process in such a way that is consistent with one's definition and theory of process.
Recent writing on contemporary organisations is suggestive of extensive moves to create more responsive and flexible firms. Such claims often rest on studies of exceptional organisations or atypical sectors. Drawing on large-scale surveys of organisational innovations in Europe and Japan, this paper finds widespread but not revolutionary change in terms of organisational structures, processes and boundaries. In comparing innovative forms of organising in 1992 and 1996, the survey results show some similarities in the direction of change between European and Japanese organisations but from different starting points. The pace of innovation is generally much faster in Europe than in Japan. This pattern of more incremental change in Japan and more radical change in Europe is overlaid by a tendency for firms in both regions to seek new forms of organising by simultaneously altering their structures, processes and boundaries. Managing such a complementary change agenda is creating real process challenges for European and Japanese organisations.
Cet article cherche a determiner a quels types d'evenements historiques s'applique l'analyse de path dependence. Selon l'A., il s'agit de sequences historiques au sein desquelles des evenements contingents mettent en mouvement des modeles institutionnels ou des chaines d'evenements ayant des proprietes deterministes. L'identification de la path dependence implique a la fois de relier un resultat a une serie d'evenements et de montrer en quoi ces evenements sont eux-memes des occurences contingentes ne pouvant etre expliquees par des conditions historiques prealables. Ces sequences historiques sont generalement de deux types : les sequences a auto-renforcement et les sequences reactives
In contrast to the punctuated equilibrium model of change, this inductive study of multiple-product innovation in six firms in the computer industry examines how organizations engage in continuous change. Comparisons of successful and less-successful firms show, first, that successful multiple-product innovation blends limited structure around responsibilities and priorities with extensive communication and design freedom to create improvisation within current projects. This combination is neither so structured that change cannot occur nor so unstructured that chaos ensues. Second, successful firms rely on a wide variety of low-cost probes into the future, including experimental products, futurists, and strategic alliances. Neither planning nor reacting is as effective. Third, successful firms link the present and future together through rhythmic, time-paced transition processes. We develop the ideas of "semistructures," "links in time," and "sequenced steps" to crystallize the key properties of these continuously changing organizations and to extend thinking about complexity theory, time-paced evolution, and the nature of core capabilities.
Examination of the rapidly increasing body of OD literature reveals that much of its research is redundant and without refinement or validation, that the term "Organizational Development" itself remains scientifically undefined and hence primarily a convenient label for a variety of activities, and that the OD literature as a whole is more autobiographical than organizational in focus and scope. Work toward resolution of these three problems, the author suggests, would help the practice of OD base itself on a more mature and usable set of principles and procedures for organizational change. The author also questions the adequacy and utility of the traditional dichotomy between organizational process and structure evident in the literature and discusses a reconceptualization of organizational structure that permits clarification of key issues in the practice and theory of organizational change. Peer Reviewed http://deepblue.lib.umich.edu/bitstream/2027.42/67375/2/10.1177_002188637401000403.pdf
In this paper, I outline a perspective on organizational transformation which proposes change as endemic to the practice of organizing and hence as enacted through the situated practices of organizational actors as they improvise, innovate, and adjust their work routines over time. I ground this perspective in an empirical study which examined the use of a new information technology within one organization over a two-year period. In this organization, a series of subtle but nonetheless significant changes were enacted over time as organizational actors appropriated the new technology into their work practices, and then experimented with local innovations, responded to unanticipated breakdowns and contingencies, initiated opportunistic shifts in structure and coordination mechanisms, and improvised various procedural, cognitive, and normative variations to accommodate their evolving use of the technology. These findings provide the empirical basis for a practice-based perspective on organizational transformation. Because it is grounded in the micro-level changes that actors enact over time as they make sense of and act in the world, a practice lens can avoid the strong assumptions of rationality, determinism, or discontinuity characterizing existing change perspectives. A situated change perspective may offer a particularly useful strategy for analyzing change in organizations turning increasingly away from patterns of stability, bureaucracy, and control to those of flexibility, self-organizing, and learning.
This study examines the impact of corporate restructuring measured at the industry level on industry concentration in 695 four-digit U.S. industries in the basic, manufacturing, and services sectors between 1981 and 1989. The results show a modest increase in median industrial concentration in sample industries between 1981 and 1989. The authors find no evidence that selloffs of assets at the industry level through horizontal mergers, acquisitions, and interfirm asset sales increased U.S. industrial concentration during the 1980s. Copyright 1996 by Blackwell Publishing Ltd.
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- Amabile T.M.
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- Langley A.
- Moorman C.
- Pettigrew A. M.
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- Mosakowski E.
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