organizational change journal article

As Figure 2(a) shows, the marginal positive effect of the bottom-up, learning on the speed of strategic change increases much more slowly (the slope decreases), or even decreases as the level of resource flexibility shifts from low to high. demand and competition changes through informal or formal approaches. Using data of 213 firms in China, the authors conduct an empirical test of hypotheses through a stepwise multivariate regression approach. Only with change will businesses be able to lay the foundations for long-term success.According to Cambridge Dictionary, organizational change is:“A process in which a large company or organization changes its working methods or aims, for example in order to develop and deal with new situations or markets.”Many people would dis… If your company is considering a major change project, anything from a software implementation to a merger/acquisition, this article may help you as it focuses on the results of studies (over the last ten years) on organizational change management (OCM) and its impact on obtaining a high project return on investment (ROI.) Because coor, transformation, the proposed positive impact of. Therefore, top managers should pay close attention to, building bottom-up learning to better benefit from the insights and information created and, Second, we find that the strategic flexibility moderates the effect of bottom-up learning, on the speed and magnitude of strategic change differently. In this case, more real-time information can extend top managers, industrial environment, which can lead to quick formulation of new strategy to adapt to. We also argue that coordination flexibility pos, bottom-up learning and the magnitude of strategic change. Resource flexibility emphasizes the capability to accumulate resources with multiple, uses, broadening the resource base and the potential to match existing opportunity, Coordination flexibility underlines the capability to create new resource combinations, through integrating and deploying existing internal and external resources (Li, Sanchez, 1995) to support strategic change. With the goal of presenting practical approaches helpful to nurse leaders advancing organizational change, content includes evidence-based projects, tools, and resources that mobilize and sustain organizational change initiatives. and Bresser, R.K.F. Tests show that the sampling validity is not biased by non-response bias and the measure reliability and validity are acceptable. many opportunities to participate in informal conversation with managers. Search for more papers by this author. Hecht, Gill, and Toplonytsky 2010). The Journal Impact 2019-2020 of Journal of Organizational Change Management is 1.540, which is just updated in 2020.Compared with historical Journal Impact data, the Metric 2019 of Journal of Organizational Change Management grew by 5.48 %.The Journal Impact Quartile of Journal of Organizational Change Management is Q2.The Journal Impact of an academic journal is a … Organizational change is a central and enduring subject in management. Journal of Accounting & Organizational Change - Volume 1 Issue 1 to Volume 16 Issue 4. Following recommendations by Aiken and West (1991), we first mean-centered each, scale that constitutes an interaction term and created the interaction terms by multiplying, the relevant mean-centered scales to deal with possible multi-collinearity in equations before, Then, in order to test our hypothesis, we adopted a stepwise multivariate regression. In high-velocity markets, it is on selection. First, bottom-up. flexibility can be characterized by the range of uses and the cost and/or time of switching, from one use of a resource to another. The top performing laboratories have excellent patent as well as publication record reinforcing the point that innovation encompasses both basic and applied research with success depending upon strategically emphasizing the different components of the innovation process. At the 7th Global Conference on Health Promotion in Nairobi, Kenya, a renewed call was made to build sustainable capacity and infrastructure to achieve the effective implementation of health and development … The University of Western Ontario, London, Ontario, September. Change is something that should be embraced rather than feared. Furthermore, strategic flexibility, Multiple Regression: Testing and Interpreting Interactions, An empirical investigation of the effect of market orientation, Balancing exploration and exploitation: the moderating role of, Organizational restructuring and middle manager sensemaking, Strategic change in the turnaround process: theory and, The complexities of the manufacturing strategy formation process in practice, The moderator-mediator variable distinction in social psychological, Beyond the M-form: toward a managerial theory of the firm, Strategic decision speed and firm performance, Building ambidexterity into an organization, Strategic change: the influence of managerial characteristics and organizational. For leaders already engaged in change, head over to WalkMe’s main blog for a deeper dive into some of these same topics: Employee resistance is all too common in change management. essence of the dynamic capability literature. and Eisenhardt, K.M. The main objective of the journal is to provide a platform for researchers and practitioners from multiple disciplines to disseminate information on organizational and accounting systems change. Journal of Management Studies. Learn about Prosci's change management methodology for individual and organizational change. A strategy as practice perspective. of hypotheses through a stepwise multivariate regression approach. ideas. The reason is that the coordination f, helps firms to move away from obstacles created, also facilitates the cooperation among different, flexibility enables firms to mitigate routine iner, down their institutionalized communication mechanism and timely transmit information about, environment changes (Gilbert, 2005), while, communication and exchange of ideas. The fulltext of this document has been downloaded 68 times since 2017*. means higher magnitude of strategic change (Gilbert, 2005; Lavie, 2006). It explores the different axes of change management – top-down, bottom-up, and cross-functional approaches. 17, Issue. changes and foster the speed of strategic change. Chris is the Lead Author & Editor of Change Blog. When resource flexibility is low, it is difficult to use, existing resources to utilize new knowledge and support new strategy alternatives because, of high asset specialization (Sanchez, 1997). René Bohnsack. All figure content in this area was uploaded by Zelong Wei, Journal of Organizational Change Management, Bottom-up learning, strategic flexibility and strategic change, change", Journal of Organizational Change Management, Vol. 10.1016/S0956-5221(98)00028-1. For the lack of required resources, organizational inertia makes firms encounter many, difficulties such as coordination difficulty between different departments, which trigger, Thus, resource flexibility, which signifies firms, with inherent flexibility, plays an important role in implementing strategic change, As mentioned before, bottom-up learning increases the speed of strategic change by, furnishing more real-time bottom-up ideas and undermining the negative effects of, argue that resource flexibility negatively moderates the impact of bottom-up learning on the, speed of strategic change because of the substitution effect of flexible resources for, alternative uses to which one type of resources can be applied. Purpose To start with, let’s look at some of the most widely-read articles from our own change management blog. governments, a special Chinese Governmental administrative department to manage firms. strategic change and firm survival and performance. The study was conducted at 40 government-owned public health centers in Indonesia, involving 190 midwives as respondents. Thus, firms should match the, strategic flexibility to leverage the positive effect of bottom-up learning. result suggests that the effect of bottom-up learning is contingent on strategic flexibility. To check for non-response bias, we, . helplessness among bureaucrats", Journal of Organizational Change Management, Vol. Our objective is to examine how rapid economic and social changes and the demand for better accountability are addressed by public R&D institutions in a specific developing economy. Journal description. 5 Major Barriers to Organizational Change, Top 6 Strategies to Overcome Resistance to Change, How to Overcome the Top 4 Barriers to Organizational Change, 5 Executive Pitfalls That Ruin Organizational Change Management Efforts, The ‘Long Tails’ of Organizational Change Fatigue, Change Management: Basic Guide For Digital Adoption, Top Benefits Of An Organizational Change Management Plan. The methodology limits further contextual investigation on micro-process of bottom-up, learning and content of strategic change. change and if these relationships are contingent on strategic flexibility. We first designed an English version of t, studies about organizational learning, strategic flexi, Subsequently, four bilingual experts translat, a third-party Chinese-English translation was conducted to ensure the accuracy of, translation (Brislin, 1970). obtained through an interview survey instrument from 213 firms. This study extends research literature of strategic change by identifying causation and effectuation strategic changes and investigating how their roles vary with market uncertainty and technological uncertainty. This study measured resource flexibility with five, industry types (non-high-tech manufacturin, and real estate industry). We use data from 27 different CSIR laboratories to analyze the specific functions carried out by knowledge workers (S&T personnel) in order to gauge the internal strengths and weaknesses of individual laboratories in different functional areas. The process perspective has endeavored to explore the ways of top manager. Profiting from technological innovation: implications for integration, collaboration, Dynamic capabilities and strategic management, On organizational becoming: rethinking organizational change, Ambidextrous organizations: managing evolutionary and, The effects of slack resources and environmental, Manufacturing strategy in context: environment, competitive, Organizational learning ambidexterity, strategic flexibility, and new, Bottom-up learning, organizational formalization, and, Thriving in an increasingly digital ecosystem, Top management team diversity and strategic change: the. 71672142 and No. indicates no threat of common method variance. Abstract. The present study was carried out to investigate the time management behaviors along with its related factors among senior nurse mangers. Furthermore, the effects of bottom-up learning, are contingent on strategic flexibility (Sanchez, 1995, 1997), a type of dynamic capability. A model positing that a, les was assessed by linking all items of the, 0.85). Therefore, all of, Based on information-processing theory and organizational inertia theory, this research, explores the impact of bottom-up learning on strategic change and also the moderating, effects of strategic flexibilities. These articles are ideal for those who want to learn the essentials of change management and organizational change. Abstract. and Richardson, P.R. Matthyssens, P., Pauwels, P. and Vandenbempt, K. (2005), the development of absorptive capacity in business markets: themes and research perspectives. 71272135, No. of information asymmetry (Balogun and Johnson, 2004; Gioia and Chittipeddi, 1991; The current issue and full text archive of this journal is available on Emerald Insight at: The authors would like to thank Professor Slawomir Magala and two anonymous reviewers for their, constructive comments and suggestions on an earlier version of this paper and National Natural. As stated by Glieck (1987) that organizational change is a kind of chaos, so number of variables are changing, the environment changing, frequent change and resistant to change create confluence of change process at the same time, that not only stimulates difficulties in prediction but also make control impossible. It is a good place to learn what both processes have in common – and how they differ. Journal of Accounting & Organizational Change available volumes and issues. Can strategic flexibility help firms profit from product innovation? and Smith, K.G. In this study, we, s action) (Kraatz and Zajac, 2001; Leonard-Barton, 1992; Liu. The Organization Development Journal, or OD Journal, is a peer-reviewed journal that was first published in 1983 and has an international audience of scholars and practitioners. transitional economics: Evidence from China", Journal of Organizational Change Management, Vol. Specifically, the article highlights the different perspectives of emotional intelligence, and the related five components—self-awareness, self-regulation, self-motivation, empathy, and social skill—are discussed. In general, our findings not only provide a more, nuanced and in-depth understanding of strategic change, but also offer a strong guidance. JOCM is definitely more innovative, more inclusive (postmodern, environmental entrepreneurship , spirituality to critical theory and everything in between), and of course constantly challenging status quo-- … change that helps the organization to improve and be innovative in the current business environment. and Li, J.J. (2006). The Journal Impact 2019-2020 of Journal of Organizational Change Management is 1.540, which is just updated in 2020.Compared with historical Journal Impact data, the Metric 2019 of Journal of Organizational Change Management grew by 5.48 %.The Journal Impact Quartile of Journal of Organizational Change Management is Q2.The Journal Impact of an academic journal is a … In addition, employees are often specialists in specific fields, who are alert to, opportunities in their own fields and tend to search locally. Measures of core constructs of the model--stages of change and decisional balance--were developed to assess a, Purpose – The purpose of this paper is to address the conflicting views on the role of bottom-up learning; this research combines the information-processing and organizational inertia views to explore how bottom-up learning affects both exploratory and exploitative innovations and if the effects are contingent on organizational formalization. Therefore, the final strategic change may deviate from the previous one and the total time of, Furthermore, existing literature have conflicting views on the impact of bottom-up, learning on strategic change. Further, and contrary to common assertion, the risk of making a Type II error can be substantial even when the sample size is large. First, previous research mainly focuses on static resource endowment and thus offers little insight about how firms should dynamically reconfigure, Purpose First, bottom-up learning is beneficial to hierarchical communication, and work efficiency. Therefore, substantial common method variance does not exist, . Leading Change Articles for Managing Change in the Workplace. Non-high-tech, , 2000). Today, digital transformation is one of the most common drivers of organizational change. Bruch, H., Gerber, P. and Maier, V. (2005). quickly and adaptively becomes a relevant issue which is worth investigation. sensemaking and senseselling (Fiss and Zajac, 2006; , 2014; Ward and Duray, 2000). More and more, staying competitive in the face of demographic trends, technological innovations, and globalization requires organizations to change at much higher rates than ever before. processes, policies and activities can lead to organizational inertia (Hannan and Freeman, 1984; Nelson and Winter, 1982), hindering effective strategic change. A pilot test was conducted and necessary modifications were made to the questionnaire. bottom-up learning on the speed and magnitude of strategic change. Additionally, our results show that the relationship between bottom-up learning and the, speed of strategic change is weakened by resource flexibility, whereas strengthened by, coordination flexibility; the inverted U-shaped linkage of bottom-up learning on the, magnitude of strategic change is positively moderated by both resource flexibility and, Our study has three contributions. This research was conducted to explore the leaders’ role in creating organizational readiness to change. Our research highlights the importance of tacit knowledge management and organizational learning as central features of strategic organization development for technology practices incorporating R&D work, the support of pilot plants, experimental field stations, and engineering and design units. For example, stage of change displayed characteristic relationships to behavior and the pros and cons of integrated service delivery. On the one hand, the speed of strategic change indicates the length of time spent on the, process of strategic change (Gersick, 1994). (1997). Our findings show that there is no readymade formula for identifying improvements in quality performance by a research laboratory given a particular set of S&T worker profile in terms of the six functions defined in the study. In the light of the findings, it is evaluated that there exists a need for change of the present organizational culture. In this article, you’ll learn more about overcoming employee resistance – plus 3 other top barriers to change. That is mainly because firms with higher speed of strategic c, business models (Makadok, 1998) and exploit strategic opportunities before their disappearance. 2, p. 155. Stensaker, I., Meyer, C., Falkenberg, J. and Haueng, A.C. (2001). The questionnaire is adopted from several previous studies on organizational learning, structure and innovation with minor translation adjust. significantly different when they come to different characteristics of strategic change. Fuentes-Henríquez, F. and Del Sol, P. (2012). There is broad international consensus that building the capacity of communities, organizations and systems is a critical area of action for tackling the public health challenges of the 21st century. Second, bottom-up learning may create an open atmosphere for employees to share new, ideas generated from emerging changes in product/technology development, competition, trends and also customer demands (Brady and Davies, 2004; Branzei, Lane, 2000). Besides theoretical contributions, this study also provides some important managerial, implications. Leaders play a strategic role in the process of organizational change. The sample companies were randomly selected out of a list of. It was discovered in various literature reviewed that there are several leadership styles that can act as promoter … Press of Harvard University Press, Cambridge, MA. We argue that dynamic capabilities are a set of specific and identifiable processes such as product development, strategic decision making, and alliancing. Gioia and Chittipeddi, 1991; Lüscher and Lewis, 2008; Rouleau, 2005; Sharma and Good, 2013) under the assumption that strategic change is a top-down learning process. Change management is the discipline that guides how we prepare, equip and support individuals to successfully adopt change in order to drive organizational success and outcomes. Second, conceptual confusion on the notion of the balance dimension of organization ambidexterity still exists. 30 Iss 2 pp. Based on the research of McDonald and Westphal (2003). The findings indicate that causation and effectuation strategic changes can promote firm performance. Moreover, the present testing methods are unable to assess a model's explanatory power. Comparison of the mean scores of time management behaviors indicated a significant difference in the gender (p<0.05), age (p<0.001), education (p=0.015), job experience (p<0.001), managerial experience (p<0.001) and management rank management (p<0.029). 1999, 15: 289-306. L. Herscovitch J. P. Meyer (2002) ArticleTitle Commitment to organizational change: Extension of a three-component model Journal of Applied Psychology 87 474–487 Occurrence Handle 10.1037//0021-9010.87.3.474 Occurrence Handle 12090605 The management of organizational culture is increasingly viewed as a necessary part of health system reform. (1990). First, our findings strongly suggest that bottom-up learning is positively, related to the speed of strategic change, while it has an inverted U-shaped influence on the, magnitude of strategic change. strategic change, but an inverted U-shaped effect on the magnitude of strategic change. In this article, you’ll learn 5 of the biggest barriers to organizational change – plus tips for overcoming them. Journal of Change Management, Volume 20, Issue 4 (2020) Research Article . The case study presented here describes the application of the transtheoretical model to organizational change. 1 (1) / 2010 to listen to a source’s message and, eventually, to change his attitude and behavior. In summary, bottom-up learning provides more information about customer demands, technological development and market competition, thus to help top managers initiate, strategic change more effectively. Learn about the essentials of change management and digital adoption. Number 6, 2003 Special Issue: Organizational learning as emancipatory change Number 5, 2003 Number 4, 2003 Special Issue: Research on spirituality in organizations This paper focuses on dynamic capabilities and, more generally, the resource-based view of the firm. Therefore, the positive effect of bottom-up learning is, strengthened by coordination flexibility, which supports, 2(d), when bottom-up learning is low, the positive effect of bottom-up learning on strategic, change magnitude increases more rapidly as the level of resource flexibility or coordination, flexibility shifts from low to high (the slope increases), whereas the negative effect decreases, as bottom-up learning passes the reflection point if the level of resource flexibility or, coordination flexibility shifts from low to high (the slope decreases). Advanced search. Abstract. , 2013; Rometty, 2016; Weill and Woerner, 2015). Further, results indicate that the interaction of ability and motivation (absorptive capacity) significantly facilitate transfer of knowledge from other parts of the MNC. The positive effect of bottom-up learning on magnitude of strategic change is central to. To test the impact of bottom-up learning on the speed of strategic, change, we ran Model 2 and Model 3. To test the impact of bottom-up learning on the magnitude of, 0.01). *, . The first regards the change of the organizational model, which passes from a functional/divisional model to a process-oriented model ([ 20 ]). As a result, Moreover, firms with high resource flexibility invest heavily on resource stocks, (Sanchez, 1997), leading to higher resource commitment to a given goal or strategy. Studies on organizational change show that leaders across the board agree: if you want to lead a successful transformation, communicating empathetically is … (1990), Yaqun Yi is a Professor of Strategic Management at the School of Management, Xi, University. References: this document contains references to 115 other documents. First, the paper examines the relationship between the application of specific HRM practices and the level of the absorptive capacity. make them miss information and opportunities about change far from their expertise. bottom-up learning and the speed of strategic change while strengthens the impact of bottom-up learning on, the magnitude of strategic change. and Sharma, S. (2004). For example, Eisenhardt (1989) indicated, s actions (Bourgeois and Eisenhardt, 1988; Souitaris and, -mover advantages by introducing new products, technologies and, , 2010). In this article, the author discusses group think and the effect on organizational strategy and sustainable change. The efforts to address the issue have dominated existing studies, emerged from two perspectives: content and process. Second, this paper enriches extant strategic management literature by uncovering the, possible impact of bottom-up learning on strategic change. Originality/value CiteScore values are based on citation counts in a range of four years (e.g. Table IV presents the steps performed and the results of each step. Our findings, suggest that bottom-up learning can not only enable firms to gain necessary information in, order to accelerate strategic change, but also help firms to find new opportunities to change, their strategies. Users who downloaded this article also downloaded: (2017),"Matching organizational climate and control mechanisms for fast strategic change in. Second, the paper suggests that absorptive capacity should be conceptualized as being comprised of two dimensions--ability and motivation. In moderately dynamic markets, dynamic capabilities resemble the traditional conception of routines. At the end, a total of 650 firms were approac, missing data, our final sample includes 213 firms, which represents a response rate of, 32.77 percent. Second, flexibility in coordination also plays a crucial role in synthesizing subdivision. Acknowledgment The researcher thanked the Ministry of Research, Technology and Higher Education, Republic of Indonesia, for funding this research. s competitors, regulators, investment banks and suppliers, Resource flexibility negatively moderates the relationship between bottom-up, , 2004). All items were answered on a five-, (Murray and Richardson, 2003). On the other hand, with an increase of resource flexibility, the way of using existing, resources increases, and the costs and time to transform resource usage and functions are, resource pool may match well with the creative bottom-up ideas and product misalignments, so the creative bottom-up ideas and information can be put into effect to increase the, magnitude of strategic change. Anders Skogstad, Einarsen Stasle: The importance of a change-centred leadershipstyle in four organizational cultures. change is strengthened as coordination flexibility becomes stronger. A Systematic Review of the Literature on Digital Transformation: Insights and Implications for Strategy and Organizational Change. g perceived risks and difficulties of making strategic shift. and Fidell, L.S. The paper makes two key contributions. In spite of the significance of the strategic change, its high rate of failure inspires us to explore how to successfully enact new strategic change in a different environment. Previous research identified that this organizational rigidity could be classified into resource and routine rigidity [21], with resource inertia related to patterns of resource investment and routine inertia related to how organizations utilize those investments.

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