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A Conceptual Framework for Understanding the Purpose of Change Initiatives 理解变革倡议目的的概念框架
IF 3 Q2 Business, Management and Accounting Pub Date : 2022-02-21 DOI: 10.1080/14697017.2022.2040571
Dag Naslund, A. Norrman
ABSTRACT This paper develops a conceptual framework for understanding how organizations create an accepted purpose for organizational change initiatives related to business processes. The framework is based on a longitudinal study related to an Action Research project and the ‘higher level learning’ from using a performance measurement system for change initiatives. Over more than four years, we followed and measured the developments and progress in two separate, major change initiatives related to different business processes in one case organization. The framework has a specific focus on the need for a clear and accepted change purpose. It tries to explicate the nature of change purpose and proposes different interrelated attributes related to the clear content of a change purpose (relevant, justified, urgent, clear destination, clear scope and explicit goals) but also attributes of how the change purpose then should be communicated to be jointly accepted. This operationalization of the nature of change purpose could also inform the current general discussion on purpose related to leadership. MAD statement The intention of this article is to Make A Difference (MAD) by addressing problems with change readiness by focusing specifically on change purpose. We explicate the nature of change purpose and operationalize it, proposing a conceptual framework grounded in a longitudinal study of two major change initiatives. The framework could help organizations create an accepted purpose for organizational change initiatives related to business processes. We discuss attributes related to the clear content of a change purpose (relevant, justified, urgent, clear destination, clear scope and explicit goals) and how the change purpose should be communicated to be jointly accepted.
摘要本文提出了一个概念框架,用于理解组织如何为与业务流程相关的组织变革计划创造可接受的目标。该框架基于一项与行动研究项目相关的纵向研究,以及使用绩效衡量系统进行变革举措的“更高层次学习”。在四年多的时间里,我们跟踪并衡量了与一个案例组织中不同业务流程相关的两个独立的重大变革计划的发展和进展。该框架特别关注明确和可接受的变革目标的必要性。它试图解释变革目的的性质,并提出与变革目的的明确内容相关的不同的相互关联的属性(相关、合理、紧急、明确的目的地、明确的范围和明确的目标),以及如何传达变革目的以共同接受的属性。这种对变革目的性质的操作化也可以为当前关于与领导有关的目的的一般性讨论提供信息。MAD声明本文的目的是通过专门关注变更目的来解决变更准备方面的问题,从而有所作为(MAD)。我们阐述了变革目的的性质并将其付诸实践,提出了一个基于对两个主要变革举措的纵向研究的概念框架。该框架可以帮助组织为与业务流程相关的组织变革举措创造一个可接受的目的。我们讨论了与变更目的的明确内容相关的属性(相关、合理、紧急、明确的目的地、明确的范围和明确的目标),以及如何传达变更目的以共同接受。
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引用次数: 5
Middle Managers’ Strategising Practices to Effect Strategic Change 中层管理者实施战略变革的战略实践
IF 3 Q2 Business, Management and Accounting Pub Date : 2022-02-17 DOI: 10.1080/14697017.2022.2040572
Kirstin van Niekerk, M. Jansen van Rensburg
ABSTRACT Strategic organizational changes in the higher education sector are costly and resource intensive but considered crucial for the longevity and feasibility of organizations in this sector. Faced with major reforms of government-imposed funding, pressures from internationalization, digitalization and globalization, many Higher Educational Institutions had to reconsider governance, organizational structures and the roles and responsibilities of actors. The purpose of the empirical qualitative research study was to investigate the professional middle managers’ strategising practices to effect strategic change. The study context was a South African higher education institution undergoing substantial organizational change due to an institutional restructuring. An interpretative phenomenological analysis was used to describe participants’ cognitive, emotional, and physical nature which confirmed six holistic and comprehensive strategising practices namely adapting, effecting change, collaborating, mobilizing, peacekeeping and overseeing. The findings confirmed that strategising practices were not the result of actions only but were also influenced by cognitive, rational, and emotional experiences. MAD statement Change is difficult for everyone, but even more so for middle managers who are not only strategy implementors but also recipients of change. Findings provide insight to how middle managers handle change contexts in which changes are multiple and overlapping.
高等教育部门的战略性组织变革成本高昂,资源密集,但被认为对该部门组织的寿命和可行性至关重要。面对政府拨款的重大改革,以及来自国际化、数字化和全球化的压力,许多高等教育机构不得不重新考虑治理、组织结构以及参与者的角色和责任。本实证定性研究的目的是调查职业中层管理人员的战略实践对战略变革的影响。本研究的背景是南非一所高等教育机构,由于机构结构调整,正在进行重大的组织变革。解释性现象学分析用于描述参与者的认知、情感和身体性质,证实了六种整体和全面的战略实践,即适应、影响变革、合作、动员、维持和平和监督。研究结果证实,战略实践不仅是行动的结果,而且还受到认知、理性和情感经验的影响。变革对每个人来说都是困难的,对中层管理者来说更是如此,他们不仅是战略的实施者,也是变革的接受者。调查结果提供了对中层管理者如何处理变更环境的洞察,其中变更是多重和重叠的。
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引用次数: 0
Changing the Conversation to Create Organizational Change 改变对话以创造组织变革
IF 3 Q2 Business, Management and Accounting Pub Date : 2022-02-17 DOI: 10.1080/14697017.2022.2040570
D. Blackman, F. Buick, M. O’Donnell, N. Ilahee
ABSTRACT Public sector effectiveness necessitates planned change; however, many initiatives fail. For planned change to be successful, employees’ mental models need to be amended to support new behaviours. One mechanism to achieve this is employee performance conversations, which can elicit behavioural change through introducing new ideas to an individual’s reality. However, many conversations fail to create shared understandings of the need for change. Ford and Ford's [The role of conversations in producing intentional change in organizations. Academy of Management Review, 20(3), 541–570] typology identifies different conversational forms to create the shared understandings required to enact change. This paper reflects on the learnings from a management development intervention based upon Ford and Ford’s typology where managers applied the conversational forms to initiate mental model amendment, thereby enabling planned change. Analysis of qualitative data collected during the intervention suggests that using different types of conversations in a structured manner enabled shared understandings regarding why change was required and what success looked like. Managers recognized that slowing down the conversational process led to more effective mental model amendment, facilitating behavioural change. The paper demonstrates how different conversational forms enable leaders to discuss a planned change from an individual and organizational perspective and elicit mental model amendment to realize change. MAD statement This paper explores a new approach to undertaking employee performance management to enable organizational change. The paper applies Ford and Ford’s (1995) conversational typology as a practice model for developing the conversational competencies of managers and leaders. The paper highlights the importance of taking account of employees’ and managers’ different mental models in order to enable planned change. It argues that it is not more conversations that is needed, but instead the capacity to recognize and utilize different conversational forms to realize mental model amendment to elicit behavioural change and thus achieve change. The paper outlines an intervention that applies this new approach to employee performance management training.
公共部门的有效性需要有计划的变革;然而,许多举措都失败了。为了使计划中的变革取得成功,需要修改员工的心理模型以支持新的行为。实现这一点的一种机制是员工绩效对话,它可以通过向个人的现实引入新想法来引发行为变化。然而,许多对话未能建立对变革必要性的共同理解。Ford和Ford的[对话在组织中产生有意变革中的作用。《管理评论学会》,20(3),541-570]类型学确定了不同的对话形式,以创造实施变革所需的共同理解。本文反思了基于福特和福特类型学的管理发展干预的经验教训,在这种干预中,管理者应用对话形式来启动心理模型修正,从而实现有计划的变革。对干预期间收集的定性数据的分析表明,以结构化的方式使用不同类型的对话,可以就为什么需要改变以及成功是什么样子达成共识。管理者认识到,放慢对话过程会导致更有效的心理模式修正,促进行为改变。本文展示了不同的对话形式如何使领导者能够从个人和组织的角度讨论有计划的变革,并引发心理模型修正以实现变革。MAD声明本文探索了一种进行员工绩效管理的新方法,以实现组织变革。本文运用Ford和Ford(1995)的会话类型学作为培养管理者和领导者会话能力的实践模型。这篇论文强调了考虑员工和管理者不同心理模式的重要性,以实现有计划的变革。它认为,需要的不是更多的对话,而是识别和利用不同的对话形式来实现心理模式修正的能力,以引发行为改变,从而实现改变。本文概述了将这种新方法应用于员工绩效管理培训的干预措施。
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引用次数: 2
Change Organizations in Planned Change – A Closer Look 计划变革中的变革组织——细看
IF 3 Q2 Business, Management and Accounting Pub Date : 2022-01-06 DOI: 10.1080/14697017.2021.2018722
Saara Karasvirta, S. Teerikangas
ABSTRACT Despite a plethora of frameworks and processes, in planned organizational change models (POCMs), the role of change organizations, i.e. organizations dedicated to change, remains rarely explored. In this paper, we delve into this subject via a multiple case-based research design studying eleven large Finnish companies via 33 interviews. We find that although all studied case companies bear some component(s) of change organizations, these vary substantially. To this end, our findings bear three contributions. First, we propose a typology on change organizations as consisting of change networks, change teams and individual change roles, incorporating varying dimensions each. We further found three interrelations between these dimensions. Second, we demonstrate that change organizations exist in company practice more than they appear in the POCM literature. Third, we develop a framework for the evaluation of the maturity of a company’s change organization. Going forward, our findings are a call for further research on change organizations and their role in planned organizational change. MAD statement This article aims to Make a Difference (MAD) by offering a coherent lens that can be used both in the research and in the development of change organizations, in theory and in practice. Change organizations (networks, teams and roles dedicated to change) are a somewhat underrepresented dimension in classic planned organizational change models. However, in practice, companies’ change organizations play various active roles in planned change. Building on evidence from a multiple case study of eleven Finnish large companies, we suggest a multi-dimensional typology on change organizations. Through identified interrelations, we suggest that certain types of change organizations may be preferred over others in particular circumstances. In addition, we offer a change organization maturity framework for developing and evaluating companies’ change organizations.
摘要尽管有过多的框架和流程,但在计划组织变革模型(POCM)中,变革组织(即致力于变革的组织)的作用仍然很少被探索。在本文中,我们通过33次访谈,对11家芬兰大公司进行了多案例研究设计,深入探讨了这一主题。我们发现,尽管所有被研究的案例公司都有变革组织的一些组成部分,但这些组成部分差异很大。为此,我们的研究结果有三点贡献。首先,我们提出了一种变革组织的类型学,由变革网络、变革团队和个人变革角色组成,每个组织都包含不同的维度。我们进一步发现了这些维度之间的三个相互关系。其次,我们证明了变革组织在公司实践中的存在比在POCM文献中出现的更多。第三,我们开发了一个评估公司变革组织成熟度的框架。展望未来,我们的研究结果呼吁进一步研究变革组织及其在计划组织变革中的作用。MAD声明本文旨在通过提供一个连贯的视角来有所作为(MAD),该视角既可用于变革组织的研究和发展,也可用于理论和实践。变革组织(致力于变革的网络、团队和角色)在经典的计划组织变革模型中是一个代表性不足的维度。然而,在实践中,公司的变革组织在计划变革中发挥着各种积极作用。基于对11家芬兰大公司的多案例研究的证据,我们提出了一个关于变革组织的多维类型学。通过确定的相互关系,我们建议在特定情况下,某些类型的变革组织可能比其他组织更受欢迎。此外,我们还提供了一个变革组织成熟度框架,用于开发和评估公司的变革组织。
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引用次数: 9
Reflections: How Studying Organizational Change Lost Its Way 反思:组织变革研究如何迷失方向
IF 3 Q2 Business, Management and Accounting Pub Date : 2022-01-02 DOI: 10.1080/14697017.2022.2030980
Mark Hughes
ABSTRACT The assumption that organizational change tends to fail continues to stand unchallenged. This is an unsatisfactory situation that impedes not only the evaluation of such change but also studying its management and leadership. The enduring prevalence of this flawed assumption illustrates a failure of scholarship rather than practice. Although failure claims appeared plausible implying objective research and critical scholarship at work, the supporting evidence always eluded the proponents. This paper turns its focus to explain how and why change and transformation have been and continue to be depicted as failing. Seven hopes for future organizational change studies are identified and discussed. These include undertaking further historiographies and moving away from change either tending to succeed or to fail dualisms, towards embracing dualities. As well as, greater acknowledgement of the contextual, processual and dynamic nature of evaluating organizational change. Organizational change lost its way in not appreciating that it was managing change which was depicted as failing. Constructing the authority of change leaders; initially, required the authority of change managers to be corroded. The attribution of failure to managers and success to leaders is currently missing from change agency and change evaluation debates.
组织变革倾向于失败的假设仍然没有受到挑战。这是一种令人不满意的情况,不仅阻碍了对这种变化的评价,而且阻碍了对其管理和领导的研究。这种有缺陷的假设的持续流行说明了学术的失败而不是实践的失败。虽然失败的说法似乎是合理的,这意味着客观的研究和批判性的学术研究在起作用,但支持的证据总是避开支持者。本文的重点是解释变化和转型是如何以及为什么一直被描述为失败的。确定并讨论了未来组织变革研究的七个希望。这些包括进一步的历史编纂,远离趋向于成功或失败的二元论的变化,走向拥抱二元论。同时,更多地认识到评价组织变革的背景、过程和动态性质。组织变革迷失了方向,因为它没有意识到管理变革被描述为失败。构建变革领导者的权威;最初,要求变更经理的权威被削弱。在变革机构和变革评估的辩论中,失败归到管理者,成功归到领导者的观点目前是缺失的。
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引用次数: 5
Stakeholder Capitalism and Implications for How We Think About Leadership 利益相关者资本主义及其对我们如何看待领导力的影响
IF 3 Q2 Business, Management and Accounting Pub Date : 2022-01-02 DOI: 10.1080/14697017.2022.2037184
Edward Freeman, R. By
MAD statement The intention of this leading article is to help reframe our take on capitalism and leadership. Rather than presenting a linear, one-solution approach, it promotes an often messy, uncertain approach based on purpose, co-creation, creativity, courage and action delivering on a multitude of stakeholders’ needs and interests.
MAD声明这篇主要文章的目的是帮助重新定义我们对资本主义和领导力的看法。它不是提出一种线性的、单一的解决方案方法,而是提倡一种基于目标、共同创造、创造力、勇气和行动的、往往混乱、不确定的方法,以满足众多利益相关者的需求和兴趣。
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引用次数: 2
Mindsets for Change Leaders: Exploring Priming Approaches for Leadership Development 变革领导者的心态:探索领导力发展的启动方法
IF 3 Q2 Business, Management and Accounting Pub Date : 2021-12-27 DOI: 10.1080/14697017.2021.2018721
Bradley J. Hastings, G. Schwarz
ABSTRACT Diagnostic and dialogic organization development present two contrasting change practices that are frequently discussed in tandem. Yet, an increasing body of evidence shows they are co-applied in practice. For those involved in leadership of these practices, co-application means switching their engagement, such as commencing with a diagnostic analysis to determine the goals of change, then switching to dialogic processes to foster the emergence of new ways of working. However, theoretical descriptions of these two practices remain bifurcated and, as such, overlook leadership development approaches that help leaders switch between engagement styles. Addressing this problem, this paper explores a leadership development approach that focusses on mindsets. We propose six mindsets from psychology settings that are relevant for leadership of diagnostic and dialogic practices. A key contribution of this work is a new perspective on leadership development. Extending psychology-derived knowledge on how to activate mindsets provides leaders of change practices with a means to increase awareness of, and take control of, their mindset, helping them to adjust their engagement as change contexts dictate. MAD statement This paper seeks to Make a Difference (MAD) by offering a practical means to develop change leaders. Far too often, change practice literature has studied successful leaders with the aim to identify what they do, while at the same time overlooking the mechanics that develop these same actions and behaviours. The paper addresses this oversight with a focus on mindsets. It puts forward a means for leaders to increase awareness of, and take control of, their activated mindset and, in doing so, align what they do to change leadership contexts.
诊断型和对话型组织发展提出了两种截然不同的变革实践,它们经常被串联讨论。然而,越来越多的证据表明,它们在实践中是共同应用的。对于那些参与领导这些实践的人来说,共同应用意味着改变他们的参与方式,比如从诊断分析开始确定变革的目标,然后转向对话过程,以促进新的工作方式的出现。然而,对这两种实践的理论描述仍然存在分歧,因此,忽视了帮助领导者在敬业风格之间转换的领导力发展方法。为了解决这个问题,本文探讨了一种专注于思维方式的领导力发展方法。我们提出了与诊断和对话实践的领导相关的心理学设置的六种心态。这项工作的一个关键贡献是对领导力发展的新视角。扩展心理学衍生的关于如何激活心态的知识,为变革实践的领导者提供了一种方法,可以提高他们对心态的认识,并控制他们的心态,帮助他们根据变革环境的要求调整自己的参与度。本文旨在通过提供一种实用的方法来发展变革领导者,从而实现改变。很多时候,变革实践文献研究成功的领导者,目的是确定他们做了什么,而同时忽视了发展这些相同行动和行为的机制。本文通过关注心态来解决这种疏忽。它为领导者提供了一种方法,让他们提高对自己激活的心态的认识,并控制自己的心态,从而使他们的行动与改变领导环境相一致。
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引用次数: 0
Episodic Organizational Change and Social Drama – Liminality and Conflict in the Change Process 情节性组织变革与社会戏剧——变革过程中的局限性与冲突
IF 3 Q2 Business, Management and Accounting Pub Date : 2021-12-16 DOI: 10.1080/14697017.2021.2013298
I. Winkler, M. Kristensen
ABSTRACT This conceptual paper draws upon Victor Turner’s understanding of social change as social drama. It develops an interpretive framework for episodic organizational change as a period of liminal transition that is triggered and driven by conflict. Emphasizing the liminal quality inherent in change processes, the social drama is used to generate a conceptual frame to investigate the opportunities and threats in liminal transitions, the various ways to re-establish social order in organizations and the associated role of leaders in liminal times. Promoting conflict’s productive nature for organizational change, the social drama is further used to provide a frame to investigate how social reality in organizations is challenged, developed, crafted, transformed and finally re-constituted through conflict. The article argues that the social drama perspective has the capacity to further reflexive thinking about change processes in organizations.
这篇概念性论文借鉴了维克多·特纳对社会变迁作为社会戏剧的理解。它为情景性组织变革提供了一个解释性框架,将其视为由冲突引发和驱动的有限过渡时期。强调变革过程中固有的阈限质量,社会戏剧被用来产生一个概念框架,以调查阈限过渡中的机会和威胁,在组织中重建社会秩序的各种方式,以及在阈限时代领导者的相关角色。促进冲突对组织变革的生产性,社会戏剧被进一步用来提供一个框架来研究组织中的社会现实是如何通过冲突受到挑战、发展、精心制作、转变和最终重建的。本文认为,社会戏剧视角具有进一步对组织变革过程进行反思性思考的能力。
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引用次数: 1
Developing and Leading Ambidextrous Teams: A Team-Centric Framework of Ambidexterity in Volatile Environments 发展和领导双灵巧团队:多变环境中以团队为中心的双灵巧框架
IF 3 Q2 Business, Management and Accounting Pub Date : 2021-12-16 DOI: 10.1080/14697017.2021.2013297
Benjamin P. Dean
ABSTRACT To meet the adaptive challenges of rapidly changing environments, leaders of organizational teams and team-based entities can leverage the powerful dynamic capabilities of ambidexterity to achieve sustainable innovation and longterm adaptation. This conceptual inquiry focuses on the special characteristics of teams and teamwork, and how those can afford dynamic potential for achieving ambidexterity. Teams intrinsically function dynamically as integrative adaptive systems. Teams hold unique advantages for sensing and seizing new opportunities, and for reallocating taskwork and reconfiguring resources. Such advantages enable teams to more effectively align and balance exploration and exploitation for sustained innovation and successful adaptation. This inquiry draws from existing studies of dynamic capabilities and ambidexterity, and integrates that research with the well-established literature on teams and teamwork. This study examines the key processes and dynamics of team ambidexterity. The study synthesizes, and proposes a systems model that indicates team-centric mechanisms and dynamic linkages by which ambidexterity can operate as dynamic capabilities within teams. The analysis and model add to the development of organizational change theory and orients future studies of ambidexterity at meso level. This inquiry also benefits organizational leaders by providing valuable insights and practical tools for developing, leading, and supporting teams that can perform effectively under turbulent conditions.
摘要为了应对快速变化的环境带来的适应性挑战,组织团队和基于团队的实体的领导者可以利用双重灵活性的强大动态能力来实现可持续创新和长期适应性。这一概念探究的重点是团队和团队合作的特殊特征,以及这些特征如何为实现双重灵活性提供动态潜力。团队本质上是一个动态的综合自适应系统。团队在感知和抓住新机会、重新分配任务和重新配置资源方面具有独特优势。这些优势使团队能够更有效地协调和平衡勘探和开发,以实现持续创新和成功适应。这项研究借鉴了现有的动态能力和二元性研究,并将该研究与关于团队和团队合作的成熟文献相结合。本研究考察了团队二元性的关键过程和动力学。该研究综合并提出了一个系统模型,该模型表明了以团队为中心的机制和动态联系,通过这些机制,双元性可以作为团队内的动态能力发挥作用。该分析和模型为组织变革理论的发展添砖加瓦,并为未来在微观层面上研究二元性提供了方向。这项调查还为组织领导者提供了宝贵的见解和实用工具,用于开发、领导和支持能够在动荡条件下有效运作的团队。
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引用次数: 0
Leadership Ignoring Paradox to Maintain Inertial Order 领导忽视悖论以维持惯性秩序
IF 3 Q2 Business, Management and Accounting Pub Date : 2021-11-22 DOI: 10.1080/14697017.2021.2005294
E. Mastio, S. Clegg, Miguel Pina e Cunha, Ken Dovey
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引用次数: 2
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JOURNAL OF CHANGE MANAGEMENT
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