Context and Action in the Transformation of the Firm (original) (raw)

Understanding Change: A Critical Review of Literature

Annals of Contemporary Developments in Management & HR, 2020

The current paper has attempted to shed light on the concept of change and the prominent models that can be of value for managerial authorities to bring transformation in their business. the paper sheds light on change which is refers to the continuous modifications that an organisation or individuals make to deal with adjustments in any matter. The paper highlights that although there are no static models of change yet still, some prominent perspectives and frameworks can be considered for top management and decision making bodies to make sense of the concept of change and work on developing policies and practices to ensure they remain competitive. The article discusses the idea forwarded by Lewin for change which catered to three stages at the first place. Following to this, the article discusses Burke and Litwin model of change that has been widely considered for business sectors for change management. Towards the end, the article discusses the ADKAR model of change. Taken togeth...

All changes great and small; Exploring approaches to change and its leadership

2005

Although the growing need for change in organizations it is widely acknowledged it is asserted that up to 70% of change initiatives fail. While there have been attempts to understand the reasons for failure these have been seen as inconclusive, and a need for further empirical work has been identified. Within the growing literature on change leadership there are assertions that the root cause of many change problems is leadership behaviour. This article begins by exploring the change literature and, in particular the broadening of this literature with the inclusion of complexity and evolutionary theories. From the literature the authors propose a typology of change approach is proposed. In examining change the authors also examine emerging thoughts from the change leadership literature. Combining these different streams of literature leads to three core research questions, which are: (1) What approach to change management is likely to be most effective in today's business envir...

Influence of the Capability for Change on the Explanatory Processes of Change

Handbook of Research on Project Management Strategies and Tools for Organizational Success, 2020

Early research on organizational change emphasizes the importance of change management. They offer a range of managerial practices that allow the organization to carry out its changes, which is more in line with a planned process. Such an approach overlooks the fact that organizational change can be explained by other processes such as the political process, the interpretative process, the incremental process and the complex process. Each of these processes offers particular characteristics of change. The observed change was marked by the different characteristics falling within the various explanatory processes of change. Results differ according to the context in which change evolved. Through this paper we seek to understand and explain the results related to the existence of different characteristics that are part of the different explanatory change processes (political, interpretative, incremental and complex processes) in a change planned by the senior management of a company.

Demystifying the Challenge of Change

2011

Conventional approaches to organisational change have failed to produce the results businesses are looking for. To produce different results, we must do different things. There is now mounting evidence that we need to apportion greater significance to the human side of change and move away from linear step-by-step approaches that erroneously represent the environment in which we work as controllable and static. This article describes a Lane4 research project that examines how business leaders can make these shifts through effective engagement with the human side of change whilst working in a dynamic and emergent manner. The Framework presented highlights the importance of developing and communicating a compelling story, shaping the change process and enabling the people involved. Ensuring these areas are thoroughly and meticulously addressed galvanises employee engagement and ultimately enables successful change.

Mills, C. E. (2004) THE SUBJECTIVITIES OF CHANGE

ANZCA 2004 Conference Proceedings , 2004

The process of organisational change is an increasingly popular theme in the organisational communication literature (Lewis & Seibold, 1996). Even so few studies have examined change communication and stakeholders' responses to this communication. In particular, there continues to be a dearth of research explicating the way employees make sense of the communication that accompanies an organisational change. This is despite growing evidence that sensemaking about communication plays a key role in determining the outcome of organisational change processes. This empirical working paper presents findings from a qualitative study of a CEO succession that seeks to address this shortcoming by comparing how employees at different levels in a large public organisation make sense of formal change communication. The findings so far are suggesting significant roles for notions of role and responsibility, entitlement, leadership and engagement in workers' sensemaking about organisational communication during CEO change. They are also confirming the pervasiveness and significance of informal communication in workplace sensemaking about formal change communication. In so doing, the findings challenge the utility of instrumental and dissemination models for understanding or managing internal change communication and confirm the desirability of anticipating the complexities and subjectivities of sensemaking behaviour when planning change communication. KEY WORDS: organisational change, change communication, formal communication, sensemaking, communication models

People and Process: Making Sense of Change Management

2008

This paper is about the ways that we seek to manage, steer, resist and make sense of change. It views change as a fluid process that may take unexpected turns. In clarifying what we mean by change and challenging linear stage models, a more dynamic perspective is advocated. A short case study is used to highlight the political aspects of change and to raise critical awareness of some of the key issues that can arise. The paper concludes with some practical guidelines arguing that it is the processual nature of change that makes it both a difficult yet fascinating area to explore...

CHANGE AND THE NEED FOR CHANGE

In paralel with the organizational culture, change is representing the factor with the greatest impact on the managerial planning and organizing functions. Change management deviates from traditional projects management in the way that it is more about people. Higher efficiency comes from inner-energy, self motivation and complete understanding for the entire process. There isn't a single solution for making the change happen that is why the processes supporting the change are complex, implying the variables of the human typologies.

Organizational Change and Leadership

They say that our security can only be found in our ability to adapt and he who rejects change is the designs his nemesis. Corporate culture has undergone radical change, and the need to align business models with these changes has proved a challenge if the right channels of implementation are not used. In the contemporary business environment, challenges have had a new twist due to technological advancements, globalization as well as competition. In such a world, it is not the biggest and most endowed who are capable of thriving but those who will strongly embrace transformation. It is, however, important to remember that people are the stakeholders of change and without the right perceptions, organizational change cannot be effective. Leaders have emerged as vital tools of organizational change implementation. The organizational change stems from leadership which involves the ability of an individual to influence other to follow them. Leaders are diverse, and each of them follows their style and strategy to implement change in an organization. According to Rosén (2014), styles and strategies may vary especially due to the contemporary challenges of the ever-evolving business world. Leaders using the right strategies have managed to fight of organizational resistance to change by convincing people that change is healthy and will guide them to the right direction which will ensure sustainability in the modern business setting. In a bid to stay relevant in the challenging world, leaders have been perceived as important drivers of transformation success (Appelbaum, Pierre & Glavas, 2008). This essay makes an analysis of the role of leadership in organizational change as well as the various leadership styles and strategies that leaders can adopt to overcome the problem of resistance to change.