Organizational Change Research Papers - Academia.edu (original) (raw)

Every life – and every organization – is mythic territory. I believe that breakthrough thinking cannot be taught; it can only be learned through experience. In order to create that learning experience we delve into myth, and archetypal psychology, the branch of psychology whose field of attention is image, images that spark the imagination and ignite the soul to find out what really works. Every corporate story begins with an idea that becomes an expanded and shared vision. Before that vision is well shared, much less completely implemented, the organization must pass through a developmental process that is similar to all human development. Along the road to success, many organizations lose awareness of foundational stories that contain fundamental operating principles, flounder in direction, lose market share, and disempower their brain trust. A mission statement that remains on a wall has no substance. It informs the reader of what is claimed. For a mission statement to be meaningful, it must come from a working belief, a mythos. In these pages I will use an archetype of transformation: the Hero's Journey, initially described by mythologist Joseph Campbell (1968), as a working map, a tool for transformation in the corporate environment. Myths are not just told; they are felt as they resonate throughout the body as well as the heart and mind. This is for the social architects, the collaborative chemists, and the inspira-tional dreamers who believe that they can indeed, change the world.

In this article, we build on the results of a participatory action research project in
healthcare to discuss a number of methods that can strengthen the link between
reflexive work and authoring in organizational contexts. We argue that, from an
organizational point of view, the challenge is to devise new ways to configure (and
consider) people as the authors of their work. This means assuming responsibility for,
and constructively contributing to, the goals of the organizations to which they belong.
Combining insights from theoretical reflection and experience from the field, the article
discusses the tools, process and material conditions for fostering practical reflexivity
and organizational authorship. We conclude that much is to be gained if we distinguish
between authorship and authoring. Authorship is the general process whereby managers
and organizational members contribute to the reproduction of organizational realities.
Authoring is constituted by the special circumstances whereby authorship is brought to
critical consciousness and becomes open to deliberate reorientation.

- by Mara Gorli and +2
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- Organizational Change, Participatory Action Research, Practice theory, Ethnography

Scholars hold different views about whether organizations consist of things or processes and about variance or process methods for conducting research. By combining these two dimensions, we develop a typology of four approaches for studying organizational change. Although the four approaches may be viewed as opposing or competing views, we see them as being complementary. Each approach focuses on different questions and provides a different — but partial — understanding of organizational change. We argue that coordinating the pluralistic insights from the four approaches provides a richer understanding of organization change than any one approach provides by itself.

Unlike the bulk of penological scholarship dealing with managerialist reforms, this article calls for greater theoretical and research attention to the often pernicious impact of managerialism on criminal justice professionals. Much in an ideal-typical fashion, light is shed on: the reasons why contemporary penal bureaucracies endeavor systematically to strip criminal justice work of its inherently affective nature; the structural forces that ensure control over officials; the processes by which those forces come into effect; and the human consequences of submission to totalitarian bureaucratic milieus. It is suggested that the heavy preoccupation of present-day penality with the predictability and calculability of outcomes entails the atomization of professionals and the dehumanization of their work. This is achieved through a kaleidoscope of direct and indirect mechanisms that naturalize and/or legitimate acquiescence.

- by Leonidas Cheliotis
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- Organizational Behavior, Sociology, Criminology, Law

Esquema, en forma de paradigma (libre de polvo y paja, en blanco y negro), del quehacer trianual para un presidente de Comisariado Ejidal o para un presidente de Consejo de Vigilancia, en un Ejido de la república mexicana, a la luz de la conversión deseable del ejido en la palanca del desarrollo integral de medio rural, de México y del planeta tierra en su conjunto.

- by Xavier Gamboa Villafranca and +1
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- Entrepreneurship, Sociology, Rural Sociology, Organizational Change
- by thea buckle
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- Discourse Analysis, Semiotics, Cultural Studies, Social Change

The ineffective governance, irresponsible management, and poor company performance will ‎continue ‎to ‎ravage the businesses, shareholders, employees, and the society, where the ‎perpetrators go free, careers come to a halt, ‎shareholders ‎lose money, suppliers are out of ‎business, and employees struggle to make ends meet. However, running an organization in today’s world is becoming quite a complicated endeavor. When ‎managers reach out to gain theoretical or practical advice they quickly realize that the sum total of available ‎knowledge is fragmented, narrowly relevant or mostly impractical. ‎Thereore, there is a need for a profoundly simple, coherent, and all-encompassing advice

An evaluation of the desired change through the elements of the specific culture of the organization increases the chances to succeed in a change attempt. We need to understand that it is not about an abstract desire to change culture, but about creating the necessary predispositions and asking people to make it happen. Involving everybody in the process would show respect to the change efforts on both sides.

- by Azer Melikov
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- Organizational Change

Leadership persistently continues to be a hot topic and as researches continue to happen trying to uncover what makes a leader productive and successful; there is a persistent need of an academic text that provides a blend of theory and real cases for understanding and providing training on leadership. Connecting theory to practice in this book, W Glenn Rowe and Laura Guererro provide an opportunity for the readers to stay updated with the latest in leadership concepts and confront real-world issues and dilemmas pragmatically.W. Glenn Rowe’s experience in the Canadian Navy for 22 years and academic experience in teaching strategy and strategic leadership in Ivey business school coupled with Laura Guerrero rich experience in teaching management and human resources at the University of Texas and Houston is reflected in this well- thought book that is a welcome addition for students, academicians and people in business.

- by Dr Farah Naqvi
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- Gender Studies, Organizational Change, Organizational Culture, International HRM
- by Lisa Frehill
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- Organizational Change, Sexuality, Gender and Sexuality, Gender

Background: The subjects of organizational culture and leadership have been studied several times in various fields. However, studies have tried to determine the relationship between corporate culture and leadership as it is still indistinguishable, or more evidence is needed. The paper describes the perceptions of the staffs about the hospitals' organizational culture types and their managers' leadership styles in these hospitals and the relationships that may exist between these domains.

- by Hatem H. ALSaqqa
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- Organizational Change, Organizational Culture, Health, Public Health

This paper describes the importance of innovation and creativity by showcasing how innovation and creativity can be promoted within a company. The paper makes reference to scholarly material to support content and context in which companies leverage on creativity and innovation to maintain a competitive advantage in the market using various communication techniques, models for managing creativity and innovations and tools to instigate change in an organization.

Abstract: As the world enters a new millennium, the U.S. military simultaneously enters a new era in warfare -- an era in which warfare is affected by a changing strategic environment and rapid technological change. The United States and its multinational partners are experiencing a transition from the Industrial Age to the Information Age. Simultaneously, it is fully engaged in a global war on terrorism set in a new period of globalization. These changes, as well as the experiences gained during recent and ongoing military operations, have resulted in the current drive to transform the force with network-centric warfare (NCW) as the centerpiece of this effort. This document describes how the tenets and principles of NCW are providing the foundation for developing new warfighting concepts, organizations, and processes that will allow U.S. forces to maintain a competitive advantage over potential adversaries, now and in the future. In sum, the report provides an overview of the ongoing implementation of NCW in the Department of Defense (DoD). A brief description of NCW, including its origins, its central role in force transformation, its tenets and principles, and an implementation strategy, are provided in Chapter 1. An examination of NCW as an emerging theory of war, its relationship to the four domains of Information Age warfare, the growing evidence of its benefits, and the warfighting advantages it can provide are examined in Chapter 2. Chapter 3 focuses on network-centric operations (NCO), including the relationship of NCO to the overarching Joint Operations Concepts (JOpsC), the NCO experience in Afghanistan and Iraq, the development of the NCO Conceptual Framework, and the conduct of NCO case studies. An overview of Joint and Service plans and initiatives to develop and implement network-centric capabilities and the growing investment in these capabilities by our allies and multinational partners are provided in Chapter 4

- by Kari Fasting
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- Psychology, Sport Psychology, Organizational Change, Emotions

This is a practical book, but it is not a “how-to” book. Instead, it deals with the what, when, and why; with such tangibles as policies and decisions; opportunities and risks; structures and strategies; staffing, compensation, and rewards. Innovation and entrepreneurship are discussed under three main headings: The Practice of Innovation; The Practice of Entrepreneurship; and Entrepreneurial Strategies. Each of these is an
“aspect” of innovation and entrepreneurship rather than a stage.

HOW TO BUILD ALUMNI RELATIONS shows the diverse spectrum of the benefits of maintaining alumni relations to a broad audience of marketing and human resource professionals. The proposed alumni management methods apply to formal and informal education, businesses, nonprofits, and institutional entities. The book examines four key aspects of building relationships with alumni: context of establishment, communications, control, and the corporate perspective. They are all bound by the consistency concept or the systematic approach, also the last chapter's title.

Occupational stress in a UK higher education institution was investigated dur-ing a period of considerable organizational change. All employees, including academic, support and manual staff, were invited to participate anonymously in the... more

- by jennifer bradley
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- Psychology, Organizational Change, Higher Education, Stress Management
- by Stan Rifkin
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- Organizational Change, Leadership, Enterprise Transformation, Research Agenda
- by Gabriela Krichesky
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- Organizational Change, School Guidance and Counseling, Revista

Whether they admit it or not, our organizations are in trouble and face an uncertain future. T he world in which t hey operate is changing rapidly and fundament ally yet the majority of our current organizational leaders continue to be command-control driven and to operate in much the same way as they have done since taking the helm. Paradoxically, this organizational vulnerability is also occurring at a time when generational diversity has the potential t o exertt he greatest influence over the course of an organization’s development and generate the leadership so needed to help it weather the storms ahead. T here are no charts or checklists and precious few “best practices” for the pioneers of today. But a map for this type of transformational journey is available and it is a map t hat crosses all cultural and demographic barriers. It is this map that we use as a methodology for
first personal and then organizational change, thereby combining the wisdom of the ages with the fresh lens of current events.

- by Ginger Grant
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- Organizational Change, Leadership, Transformational Leadership
- by William R Brieger
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- Organizational Change, Health Education, Medicine, San Francisco

At present, 146 IPS located in the Colombian Caribbean region have a financial deficit and deep administrative failures that prevent their competitiveness in the market; Hence, these institutions must incorporate an effective tool that allows them to restructure their processes and bring them to the achievement of their objectives. The present article of investigation is directed, precisely, to verify if these entities have the conditions and the knowledge to incorporate the managerial tool of reengineered with aim to improve its administrative processes.

- by Luz Adriana Borrero Lopez and +1
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- Organizational Change, Human Resource Management, Process reengineering, Resource Optimization

The term ‘inertia’ is often used to describe a kind of irrational resistance to change in individuals or institutions. Institutions, ideas and power structures appear to become entrenched over time, and may become ineffective or obsolete, even if they once played a legitimate or useful role. In this paper I argue that there is a common set of problems underlying the occurrence of resistance to change in individuals, social structures and the development of knowledge. Resistance to change is not always irrational or problematic; it is also necessary to allow stable personal identities and social structures to survive in a constantly changing world. I offer a historical and theoretical framework for the question of inertia. Finally, I argue that philosophy has often seen its task to be the critique of ossified, inert or obsolete ideas and social structures, but that it has neglected the positive dimension of resistance to change.

- by Bart Zantvoort
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- Critical Theory, Political Sociology, Social Change, Political Philosophy

PurposeThis paper offers a reanalysis or “re‐view” of a celebrated tale of corporate transformation – the turnaround of Sears, Roebuck and Company – which was discussed in the Harvard Business Review. Noting that “contextual” and “processual” attempts to revise the tale of Sears and its transformation would tend to exchange one monological rendering for another, albeit more critical account, the paper “re‐views” the case in an attempt to make space for perspectives and narratives normally edited out of narratives of change management.Design/methodology/approachBuilding upon a critical review of the literature concerned with organizational storytelling the paper “re‐views” the Harvard rendering of the Sears case as an epic tale. The paper then supplements this epic rendering of the Sears case with another two accounts of the case, which recast and review the tale first as a tragedy and then as a comedy.FindingsThe paper reveals the polysemic nature of organization and change and sugg...

- by David Collins
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- Marketing, Sociology, Organizational Change, Change Management

This study focuses on the interpretations and experiences of change recipients, those who carry out organizational interventions initiated by others. Based on the ways nurses experienced a shared governance initiative implemented in their hospital, the authors investigated change recipients’ sensemaking about organizational change through their ascribed meanings, emotional responses, and perceptions of its impacts on them. Survey data demonstrated how nurses subjectively assessed their gains and losses from the change initiative. Participation in the initiative increased the experience of gains, as did membership in a unit where change was implemented more fully. Textual analysis of open-ended responses to the survey indicated that gains were linked with interpretations of the change initiative and pleasant feelings and that there was considerable emotional contagion within work units. Such effects are particularly likely in employee empowerment initiatives as experiences are linked...

- by Jenny W. Rudolph
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- Psychology, Cognitive Science, Organizational Change, Business and Management

... The increased diversity of people in organizations provides an appearance of change in thedomestic balance of power while it supports the ... In the context of a liberalized global labour market, increased efficiency may be used to... more

- by Chris McVittie
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- Marketing, Discourse Analysis, Organizational Change, Human Resource Management

Most leaders and OD practitioners tend to focus on improving task effectiveness and efficiency, but underestimate the importance of morality to organizational success. This article examines the impact of morals on organizational growth and sustainability. Morality will be distinguished from related concepts such as ethics and values and discussed in terms of its role in the rise and decline of democracies, organizations, teams, and individuals. Finally, strategies for identifying moral issues will be presented, and suggestions for dealing with organizational immorality will be offered.

The "learning organization" model is defined and five case studies in five federal agencies are closely examined where managers are engaged in focused, guided efforts to implement this model. Process factors are examined as the work continues with cross communication between these agencies and facilitators from the Society for Organizational Learning.

Several theories exist on how managers think aboutethical responsibilities in a business environment. Some stress the economic way of thinking and explainwhy there is no space for moral reasoning in abusiness environment. Others claim... more

- by Andre NIjhof
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- Business Ethics, Organizational Change, Decision Making, Business environment
- by Casey Rowe and +2
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- Social Psychology, Game Theory, Organizational Change, Social Interaction
- by Colin Rigby
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- Organizational Change, Tacit Knowledge, Systems Thinking, Social Relationship