This book challenges the widely accepted notion that globalization encourages economic convergence--and, by extension, cultural homogenization--across national borders. A systematic comparison of ...organizational change in Argentina, South Korea, and Spain since 1950 finds that global competition forces countries to exploit their distinctive strengths, resulting in unique development trajectories.
The U.S. military, as the core constituent of the Department of Defense, collectively represents the largest and most complex organization on earth. As such, the U.S. military implemented the largest ...formal OD programs in the world. These programs, from inception to present day, utilized diverse and evolving OD intervention typologies to garner congruence with the environment. The research for this book, accomplished using an inductive, grounded theory approach, examined the initiatives that fostered the use of OD intervention typologies. The findings revealed three major epochs of OD interventions that span a 50-year timeline. The epochs include: (1) Traditional OD; (2) Total Quality Management (TQM); and (3) Continuous Process Improvement (CPI). The epoch of Traditional OD represents the use of human process interventions while TQM and CPI represent the use of technostructural interventions. In the end, the relationship between organization design and culture, and the selection of OD intervention typologies, were best explained using variables that explicate diverse environmental occurrences that influenced senior military leaders' perceived need for specific OD interventions. These perceived needs were predicated on the requirement to exploit vital resources in an effort to bolster warfighting operational readiness in support of the American citizenry.
This practical, how-to guide will help leaders and educators handle change in healthcare by expanding their existing knowledge, exploring new tools and solutions in different ways, and developing ...innovation competencies. The Innovation Handbook will act as a hands-on guide to really provide practicality and put innovation into practice.
Dans un environnement concurrentiel, les entreprises se retrouvent dans l’obligation de renforcer leur compétitivité. Opter pour des opérations de fusion peut souvent être un moyen pour y arriver. ...Cependant l’échec d’un bon nombre de fusions d’entreprises a attiré l’attention des chercheurs en vue d’en connaitre les causes. Ceux-ci s’orientent de plus en plus vers le facteur humain comme élément déterminant de la réussite de ces opérations, et plus précisément, bien que ces recherches restent peu nombreuses, vers l’importance de la conduite de changement lors de ces opérations, toujours sollicitées par les entreprises. L’objectif de cet article est de déceler le rôle de la conduite de changement organisationnel dans la réussite des fusions, en prenant comme cas des entreprises opérant dans le secteur énergétique. Nous avons adopté une posture interprétativiste basée sur une approche qualitative inductive, à travers des entretiens semi directifs. L’analyse de contenu permet de constater que le changement organisationnel occasionné est accompagné de résistance et de difficulté d’intégration. Plusieurs facteurs favorisant la conduite de changement sont mis en avant dans cette étude, qui pourrait être enrichie davantage en analysant le changement dans d’autres contextes. Nous signalons que nous avons envisagé de réaliser cet article en d’autres langues.
In a competitive environment, companies find themselves compelled to strengthen their competitiveness. Opting for merger operations can often be a means to achieve this goal. However, the failure of a significant number of business mergers has drawn the attention of researchers to understand the underlying causes. They are increasingly turning to the human factor as a determining element for the success of these operations. Specifically, although research in this area remains limited, there is growing interest in the importance of organizational change management during these operations, which companies constantly seek. The objective of this article is to identify the role of organizational change management in the success of mergers, using companies operating in the energy sector as a case study. We have adopted an interpretative stance based on a qualitative inductive approach, through semi-structured interviews. Content analysis reveals that organizational change is accompanied by resistance and integration difficulties. Several factors facilitating change management are highlighted in this study, which could be further enriched by analyzing change in other contexts. It is worth noting that we have considered conducting this article in other languages.
For a long time, organizational turnaround was a subject of interest; literature on the financial turnaround of hospitals that faced decline after a major disaster like death due to fire is scarce. ...An Indian hospital group incurred losses for years after death due to a fire in one of its units and earned an operational surplus for the last few years. This case study explores the strategies for its financial turnaround; hospital documents and interviews with managers provided data for it. The purpose of the study is to investigate the interventions taken by the organization for its financial turnaround. The theoretical framework of the study relied on the turnaround model of Maheshwari (2000), Khandwalla (2001), Chowdhury (2002), Jacobs et al. (2013), and Sylkin et al. (2019). The pragmatism theories advocated by Kahneman and Klein (2009), Ansell and Boin (2019), and Boin and Lodge (2021) were also relied upon.This study contributes to the organizational change literature by highlighting that though the theories of turnaround serve as a foundation, managerial intuition and continuous evaluation are strong driving forces for a financial turnaround.
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How do organizations survive in the face of change? Underlying this question is a rich debate about whether organizations can adapt—and if so how. One perspective, organizational ecology, presents ...evidence suggesting that most organizations are largely inert and ultimately fail. A second perspective argues that some firms do learn and adapt to shifting environmental contexts. Recently, this latter view has coalesced around two themes. The first, based on research in strategy suggests that dynamic capabilities, the ability of a firm to reconfigure assets and existing capabilities, explains long-term competitive advantage. The second, based on organizational design, argues that ambidexterity, the ability of a firm to simultaneously explore and exploit, enables a firm to adapt over time. In this paper, we review and integrate these comparatively new research streams and identify a set of propositions that suggest how ambidexterity acts as a dynamic capability. We suggest that efficiency and innovation need not be strategic tradeoffs and highlight the substantive role of senior teams in building dynamic capabilities.
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The author explains why organizational change can be such a difficult endeavor, and what leaders can do about it. And it is not just in business. She points out that this also happens in “charitable ...and religious organizations, academic institutions and government entities.” As a species, humans have “anti‐change wiring,” yet in today’s fast‐paced world “We need to re‐wire ourselves to be more comfortable with and open to change; we need to become more change‐capable.” Based on research at the author’s company, Proteus, a figure is presented, representing what she calls “The Change Arc.” It outlines what happens from when a change is proposed to when it occurs, including the mindset shifts leading to new behaviors. For helping people embrace change, she proposes four “change levers,” which “are force multipliers that help accelerate people through their mindset shift around change.”
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