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 Children of God (now The Family International TFI) emerged in the countercultural moment of the 1960s on the radical fringe of the Jesus People movement and evolved into a controversial new ...religious movement that has generated significant scholarly research over the past 5 decades. This article will review the history of TFI, with particular focus on its latest shift to online religion, and reflect on the research published throughout its history and how this has engaged with the cycles of organizational change that have characterized the movement. The history of TFI highlights the dynamic nature of new religions, and their potential to strategically adapt and revise beliefs and practices to accommodate changing cultural contexts. Research of TFI's journey from radical communalism to virtual community offers insights into novel ways in which new religions may be disrupted and socially reconstructed in the digital information age, and the renegotiations of belief, worldview and identity this may entail.
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.
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.”
Change is inevitable. When working within an organization, figuring out what needs to change can be a big issue. Having quality information available for use can make the decision process clearer and ...more effective. Action research is a methodology that can be used by people internal to an organization to identify what changes need to be made. This new 3-page publication of the UF/IFAS Florida 4-H Youth Development Program was written by Dale Pracht, Andrew Toelle, and Brent Broaddus.
Purpose
The purpose of this paper is to investigate how and why different forms of organizational change have different levels of organizational intensity, which in turn differentiate its impact on ...commitment to organizational change (COC). Its purpose is to also identify how procedural justice can reduce change-related stress and buffer the strain inducing effects of job demands.
Design/methodology/approach
The authors tested the hypotheses using data collected from two sources in Korea. First, the authors conducted a survey in several organizations to identify employees’ attitudes and stress during organizational change. Second, the author surveyed MBA students to evaluate the degree of organizational change intensity (severity) across the types of change.
Findings
There is a hierarchy of the severity of organizational change and the most severe forms of change are the ones that impact employees’ job security and organizational identity. The influence of job demands (represented as organizational change intensity-severity) on COC can depend on the nature of COC. Procedural justice not only facilitates employees to accept values and goals pertaining to organizational change but also adapt themselves to pressures of external change. Buffering effects of job resources (represented as job resources) had significant impacts only on normative commitment to organizational change (NCOC).
Research limitations/implications
This study contributes to the job demands-resources model by considering organizational change intensity as job demands and procedural justice as job resources and showing the relationships among them. Future studies can further extend the model by identifying other variables related to job demands and resources during organizational change and extending the nomological networks of NCOC and continuance commitment to organizational change.
Practical implications
The results of this study provide important insights for human resource managers who plan and implement organizational changes. Procedural justice and organizational change intensity-severity should be considered to increase commitment to change.
Originality/value
This study is one of the few studies to identify the different types of organizational change and quantify them to measure organizational change intensity-severity. A new finding is that the buffering role of job resources (procedural justice in this study) can be marginal when the influence of job demands on employees’ attitudes is strong.
•A comprehensive review of the attitudes toward organizational change literature.•Bibliometric and content facet analyses were used to analyze corpus structure.•Revealed clusters, patterns, trends ...for attitudes toward change research 2008–2018.•Synthesized earlier research and proposed future directions.
For several decades there has been surging interest in understanding the antecedents and consequences of attitudes towards organizational change. This attention has resulted in a body of research that has become largely fragmented. Relying on bibliometric analysis and content facet analysis we identify clusters, patterns, and trends in research on attitudes toward organizational change for research published between 2008 and 2018 (N = 163). The review details that the way we conceptualize attitudes toward organizational change is far more complex and nuanced than is currently portrayed, and shows that the current research lacks a consistent conceptualization of attitudes toward change, enabling an imprecise and often circular debate. As an important contribution, these systematic approaches to synthesizing earlier research enables us to identify important areas that the field has been struggling with, and propose a platform to launch the conversation on a more integrative future research strategy.
