The three levels of organizational change to build future potential organizations

Zoltán Krajcsák, Gyula Bakacsi
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Abstract

Purpose This study aims to answer the question of what characterizes organizations with future-potential, and with the help of a model introduced in this study, the authors propose what interventions can be identified and which improvements need to be made in traditional organizations so that they meet the requirements of future-potentiality. Design/methodology/approach A systematic literature review was conducted to identify management interventions. Citation and co-word analyses were also performed. Content analysis of 311 journal articles from the past five years was performed taking into account relevant keywords, and disciplinary narrowing was also applied. These articles were used to identify knowledge that could be used to suggest micro-, meso- and macro-level changes. Findings To develop the future potential of organizations, three organizational levels must be separated. The first is the micro level of relations between leaders and employees, where equity is a key value for future potentiality. It should be emphasized that not all employees’ organizational commitment is equally important for organizations with future potential, and leaders should strengthen their commitment according to individual needs and opportunities. The second is the meso level, where the decisive value is organizational moderation, and this suggests that a careful and restrained development is needed both in satisfying consumer needs and in innovation. The third is the macro level, where the defining value is responsibility and sustainability, which are necessary for achieving a state where the active development of national culture becomes possible. Originality/value Contrary to the authors’ expectations, it has been found that there are only a few studies dealing with change management for the purpose of achieving a future potential mode of organizational operation; thus, the results can be considered new and will contribute to the development of a cross-section of change management and future studies.
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组织变革的三个层面,打造具有未来潜力的组织
目的 本研究旨在回答什么是具有未来潜力的组织的特征这一问题,借助本研究中引入的模型,作者提出了可以确定哪些干预措施以及需要对传统组织进行哪些改进,从而使其满足未来潜力的要求。此外,还进行了引文和共词分析。对过去五年中的 311 篇期刊论文进行了内容分析,其中考虑到了相关关键词,并缩小了学科范围。这些文章被用来识别可用于建议微观、中观和宏观层面变革的知识。首先是领导者与员工之间关系的微观层面,在这一层面,公平是未来潜力的关键价值。需要强调的是,对于具有未来潜力的组织而言,并非所有员工的组织承诺都同等重要,领导者应根据个人需求和机会加强员工的承诺。第二是中观层面,决定性价值是组织的节制,这表明在满足消费者需求和创新方面都需要谨慎而克制的发展。第三是宏观层面,其决定性价值是责任和可持续性,这对于实现积极发展民族文化的状态是必要的。原创性/价值与作者的预期相反,研究发现,只有少数研究涉及为实现未来潜在的组织运作模式而进行的变革管理;因此,可以认为这些结果是新的,将有助于变革管理的横向发展和未来研究。
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来源期刊
CiteScore
6.30
自引率
10.30%
发文量
32
期刊介绍: The International Journal of Innovation Science publishes fundamental and applied research in innovation practices. As the official journal of the International Association of Innovation Professionals (IAOIP), the journal is a forum for the exchange of advanced knowledge in innovation, including emerging technologies and best practices, tools and techniques, metrics, and organization design and culture; as well as the stakeholder engagement, change management, and leadership skills required to ensure innovation succeeds. Areas of Coverage: -Innovation processes, methods, techniques- Individual''s role in Innovation- Improvements in HR, marketing, finance, or other disciplines that enable innovation- Innovation practices in specific industries or countries- Innovation centers, incubators, labs...- Regional or national economic development/policies related to innovation- Innovation competency, skills- Innovation conventions, competitions, or training- Innovation for entrepreneurs-Regional impacts on innovation- Growing innovationthrough university programs- Attracting innovative companies and entrepreneurs
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