Pub Date : 2023-08-08DOI: 10.1108/jocm-03-2023-0094
Christopher Berg, J. Benders, J. A. Ingvaldsen
PurposeBy exploring the process of concept revitalization, this paper contributes to a better understanding of the intraorganizational retention of organization concepts. Concept revitalization occurs when an organization refocuses attention and resources toward a previously adopted organization concept. This paper investigates why and how organization concepts are revitalized.Design/methodology/approachThe findings are based on a case study of a Norwegian energy company's revitalization of the organization concept “lean”, whose initial implementation had been unsuccessful. The data were analyzed inductively by identifying how the concept was reframed during the second attempt and how the revitalization was justified.FindingsIn the case company, the revitalization was driven by (1) replacing the original label, (2) maintaining the original content in a slightly modified form and (3) altering the implementation mode. The changes were supported by a narrative of past shortcomings, lessons learned and a plan for future success, authored by internal experts in lean with a strong interest in ensuring positive results.Research limitations/implicationsConcept revitalization implies that there is more continuity in the application of ideas than is suggested in the literature on management fashions.Originality/valueSo far, the retention of organization concepts has only been studied at the field level. This study is the first to offer an empirically grounded understanding of intraorganizational concept revitalization.
{"title":"Do it again: revitalizing an organization concept","authors":"Christopher Berg, J. Benders, J. A. Ingvaldsen","doi":"10.1108/jocm-03-2023-0094","DOIUrl":"https://doi.org/10.1108/jocm-03-2023-0094","url":null,"abstract":"PurposeBy exploring the process of concept revitalization, this paper contributes to a better understanding of the intraorganizational retention of organization concepts. Concept revitalization occurs when an organization refocuses attention and resources toward a previously adopted organization concept. This paper investigates why and how organization concepts are revitalized.Design/methodology/approachThe findings are based on a case study of a Norwegian energy company's revitalization of the organization concept “lean”, whose initial implementation had been unsuccessful. The data were analyzed inductively by identifying how the concept was reframed during the second attempt and how the revitalization was justified.FindingsIn the case company, the revitalization was driven by (1) replacing the original label, (2) maintaining the original content in a slightly modified form and (3) altering the implementation mode. The changes were supported by a narrative of past shortcomings, lessons learned and a plan for future success, authored by internal experts in lean with a strong interest in ensuring positive results.Research limitations/implicationsConcept revitalization implies that there is more continuity in the application of ideas than is suggested in the literature on management fashions.Originality/valueSo far, the retention of organization concepts has only been studied at the field level. This study is the first to offer an empirically grounded understanding of intraorganizational concept revitalization.","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2023-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43336783","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-04DOI: 10.1108/jocm-08-2022-0243
S. Chou, Kate Barron, C. Ramser
PurposeThis article aims to develop a new theory that can better explain and predict how and when humans interact with commercial robots. To this end, utility maximization theory (UMT) along with four principles and propositions that may guide how human-to-commercial robot interactions are developed.Design/methodology/approachThis article conceptualizes UMT by drawing from social exchange, conservation of resources, and technology-driven theories.FindingsThis article proposes UMT, which consists of four guiding principles and propositions. First, it is proposed that the human must invest sufficient resources to initiate a human-to-commercial robot interaction. Second, the human forms an expectation of utility gain maximization once a human-to-commercial robot interaction is initiated. Third, the human severs a human-to-commercial robot interaction if the human is unable to witness maximum utility gain upon the interaction. Finally, once the human severs a human-to-commercial robot interaction, the human seeks to reinvest sufficient resources in another human-to-commercial robot interaction with the same expectation of utility maximization.Originality/valueThis article is one of the few studies that offers a theoretical foundation for understanding the interactions between humans and commercial robots. Additionally, this article provides several managerial implications for managing effective human-to-commercial robot interactions.
{"title":"Paradox in the making: toward a theory of utility maximization in human-commercial robot interactions","authors":"S. Chou, Kate Barron, C. Ramser","doi":"10.1108/jocm-08-2022-0243","DOIUrl":"https://doi.org/10.1108/jocm-08-2022-0243","url":null,"abstract":"PurposeThis article aims to develop a new theory that can better explain and predict how and when humans interact with commercial robots. To this end, utility maximization theory (UMT) along with four principles and propositions that may guide how human-to-commercial robot interactions are developed.Design/methodology/approachThis article conceptualizes UMT by drawing from social exchange, conservation of resources, and technology-driven theories.FindingsThis article proposes UMT, which consists of four guiding principles and propositions. First, it is proposed that the human must invest sufficient resources to initiate a human-to-commercial robot interaction. Second, the human forms an expectation of utility gain maximization once a human-to-commercial robot interaction is initiated. Third, the human severs a human-to-commercial robot interaction if the human is unable to witness maximum utility gain upon the interaction. Finally, once the human severs a human-to-commercial robot interaction, the human seeks to reinvest sufficient resources in another human-to-commercial robot interaction with the same expectation of utility maximization.Originality/valueThis article is one of the few studies that offers a theoretical foundation for understanding the interactions between humans and commercial robots. Additionally, this article provides several managerial implications for managing effective human-to-commercial robot interactions.","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2023-08-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48520629","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-01DOI: 10.1108/jocm-02-2023-0049
Yeon-Suk Yang, Ling Yuan, Fanchao Zhuo, Ziyi Liu
PurposeMuch of the research on overqualification has focused on the negative effects at the individual level. However, in the face of the increasing tendency to recruit overqualified employees, managing the perception of team overqualification can be effective in motivating team members in the current complex and changing business environment.Design/methodology/approachBased on the person–environment fit theory, this study examines how team overqualification affects employees' change self-efficacy and how it further motivates employees to engage in strategic scanning behavior toward proactive external information gathering and analysis. The data collection for this study was divided into two stages, spaced three months apart. The analysis of questionnaire data from 290 employees and 72 supervisors confirmed the theoretical hypothesis of this study.FindingsWhen employees perceive a higher level of team overqualification, they will generate more strategic scanning behavior. And the change self-efficacy plays a mediating role between team overqualification and strategic scanning behavior and thus team members actively seek information from the external environment to develop future plans and work strategies. Meanwhile, transformational leadership positively moderates this process.Originality/valueFirstly, this study extends the positive manifestations of overqualification at the team level. Secondly, this study verifies that change self-efficacy mediates the relationship between team overqualification and strategic scanning, enriching the research on the antecedent and outcome variables of change self-efficacy. Finally, this study verified that the interaction effect of transformational leadership and team overqualification had an impact on employee strategic scanning behavior through change self-efficacy.
{"title":"How overqualified teams motivate members to explore the external environment – the mediating role of change self-efficacy","authors":"Yeon-Suk Yang, Ling Yuan, Fanchao Zhuo, Ziyi Liu","doi":"10.1108/jocm-02-2023-0049","DOIUrl":"https://doi.org/10.1108/jocm-02-2023-0049","url":null,"abstract":"PurposeMuch of the research on overqualification has focused on the negative effects at the individual level. However, in the face of the increasing tendency to recruit overqualified employees, managing the perception of team overqualification can be effective in motivating team members in the current complex and changing business environment.Design/methodology/approachBased on the person–environment fit theory, this study examines how team overqualification affects employees' change self-efficacy and how it further motivates employees to engage in strategic scanning behavior toward proactive external information gathering and analysis. The data collection for this study was divided into two stages, spaced three months apart. The analysis of questionnaire data from 290 employees and 72 supervisors confirmed the theoretical hypothesis of this study.FindingsWhen employees perceive a higher level of team overqualification, they will generate more strategic scanning behavior. And the change self-efficacy plays a mediating role between team overqualification and strategic scanning behavior and thus team members actively seek information from the external environment to develop future plans and work strategies. Meanwhile, transformational leadership positively moderates this process.Originality/valueFirstly, this study extends the positive manifestations of overqualification at the team level. Secondly, this study verifies that change self-efficacy mediates the relationship between team overqualification and strategic scanning, enriching the research on the antecedent and outcome variables of change self-efficacy. Finally, this study verified that the interaction effect of transformational leadership and team overqualification had an impact on employee strategic scanning behavior through change self-efficacy.","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2023-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44958837","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-01DOI: 10.1108/jocm-02-2023-0046
Lan Li, Xingshan Zheng
PurposeThis study attempts to develop and test the model regarding work engagement as a mediator and role stress as a moderator to explain how and when subordinate moqi affects employee voice.Design/methodology/approachA two-wave online survey was conducted, and 217 supervisor–subordinate dyads’ data were collected. This study's hypotheses were tested using linear regression analysis.FindingsThe results demonstrated that subordinate moqi is associated with employee voice. The increase in subordinate moqi can enhance employee work engagement and then promote employee voice. Furthermore, employee role stress moderates the relationships between work engagement and employee voice and the indirect effects of subordinate moqi on employee voice via work engagement.Originality/valueFrom the perspective of job resources, this study ascertains that work engagement plays a mediator role in explaining how subordinate moqi affects employee voice and fills in the gap of the mediating mechanism between subordinate moqi and employee voice. Moreover, this study extends the understanding of role stress by emphasizing its positive role rather than its negative function which is highly discussed in previous research.
{"title":"Does subordinate moqi affect employee voice? The role of work engagement and role stress","authors":"Lan Li, Xingshan Zheng","doi":"10.1108/jocm-02-2023-0046","DOIUrl":"https://doi.org/10.1108/jocm-02-2023-0046","url":null,"abstract":"PurposeThis study attempts to develop and test the model regarding work engagement as a mediator and role stress as a moderator to explain how and when subordinate moqi affects employee voice.Design/methodology/approachA two-wave online survey was conducted, and 217 supervisor–subordinate dyads’ data were collected. This study's hypotheses were tested using linear regression analysis.FindingsThe results demonstrated that subordinate moqi is associated with employee voice. The increase in subordinate moqi can enhance employee work engagement and then promote employee voice. Furthermore, employee role stress moderates the relationships between work engagement and employee voice and the indirect effects of subordinate moqi on employee voice via work engagement.Originality/valueFrom the perspective of job resources, this study ascertains that work engagement plays a mediator role in explaining how subordinate moqi affects employee voice and fills in the gap of the mediating mechanism between subordinate moqi and employee voice. Moreover, this study extends the understanding of role stress by emphasizing its positive role rather than its negative function which is highly discussed in previous research.","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2023-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46570958","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-31DOI: 10.1108/jocm-03-2023-0057
Talal Ali Mohamad, A. Bastone, Fabian Bernhard, Francesco Schiavone
Purpose Digital transformation affected modern society influencing how businesses cooperate and produce value. In this context, Artificial Intelligence plays a critical role. This study aims to explore the role of Artificial Intelligence in organisational positioning within the market, influencing firms' competitiveness. In this vein, this research seeks to respond to the following research question: How does AI impact the competitive advantage of healthcare organizations?.Design/methodology/approach To tackle the research question, an explorative analysis using the case study method to investigate an international healthcare center in Dubai was conducted. Nine semi-structured interviews were conducted with the head and the members of the robotic surgery team in CMC Dubai to thoroughly understand what the components of the robotic approach are and how the arrangement before the introduction of this innovative technique while shedding light on the added value and the advantages of adopting such technique on both patient safety and patient satisfaction. Additionally, archival data and online documentation (e.g. industry reports, newspaper articles and internal documents) were analyzed to obtain data triangulation.Findings The results highlight three primary outcomes influenced by implementing AI in organizational processes: clinical, financial and technological outcomes. The study will offer interesting non-studied insights about the implementation of Artificial Intelligence tools in the healthcare sector and specifically robotic surgeries, and to which extent this will contribute and represent a competitive advantage. Results will hopefully insert a brick in the wall of the impact of AI tools on the quality and the results of surgical operations while emphasizing the benefits of integrating AI in surgical practice.Originality/value This study offers interesting theoretical and practical implications. It opens a new perspective to understand and manage AI tools in service. This research is not without limits providing valuable insights for future research.
{"title":"How artificial intelligence impacts the competitive position of healthcare organizations","authors":"Talal Ali Mohamad, A. Bastone, Fabian Bernhard, Francesco Schiavone","doi":"10.1108/jocm-03-2023-0057","DOIUrl":"https://doi.org/10.1108/jocm-03-2023-0057","url":null,"abstract":"Purpose Digital transformation affected modern society influencing how businesses cooperate and produce value. In this context, Artificial Intelligence plays a critical role. This study aims to explore the role of Artificial Intelligence in organisational positioning within the market, influencing firms' competitiveness. In this vein, this research seeks to respond to the following research question: How does AI impact the competitive advantage of healthcare organizations?.Design/methodology/approach To tackle the research question, an explorative analysis using the case study method to investigate an international healthcare center in Dubai was conducted. Nine semi-structured interviews were conducted with the head and the members of the robotic surgery team in CMC Dubai to thoroughly understand what the components of the robotic approach are and how the arrangement before the introduction of this innovative technique while shedding light on the added value and the advantages of adopting such technique on both patient safety and patient satisfaction. Additionally, archival data and online documentation (e.g. industry reports, newspaper articles and internal documents) were analyzed to obtain data triangulation.Findings The results highlight three primary outcomes influenced by implementing AI in organizational processes: clinical, financial and technological outcomes. The study will offer interesting non-studied insights about the implementation of Artificial Intelligence tools in the healthcare sector and specifically robotic surgeries, and to which extent this will contribute and represent a competitive advantage. Results will hopefully insert a brick in the wall of the impact of AI tools on the quality and the results of surgical operations while emphasizing the benefits of integrating AI in surgical practice.Originality/value This study offers interesting theoretical and practical implications. It opens a new perspective to understand and manage AI tools in service. This research is not without limits providing valuable insights for future research.","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2023-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43513274","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-27DOI: 10.1108/jocm-07-2022-0211
J. Rooney, Thilini Kaushalya, A. Jayawardana
PurposePrevious studies have argued that improvement in organizational performance though change management processes is grounded in external knowledge acquisition and assimilation. However, there is ambiguity in how existing knowledge, in the form of intellectual capital (IC), is mobilized in this context. In response, this paper develops a context-based mediator model depicting the relationship between IC processes, absorptive capacity (AC) and organizational performance following the introduction of external knowledge.Design/methodology/approachA qualitative longitudinal case study approach is adopted, collecting data over three phases of a quality improvement program over a three-year period.FindingsWith the development of relational capital facilitated thorough changes in the work environment and the structured enhancement of knowledge-processing capabilities, the study identified the mediating role of AC on the relationship between IC mobilization and improved organizational performance.Originality/valueWhilst there have been studies of relationships between IC and organization performance, to the best of the “authors” knowledge, this is one the few empirical studies to explore associations between IC types, existing knowledge sharing processes and IC mobilization, mediated by the AC of a firm, to exploit external knowledge.
{"title":"The discovery of absorptive capacity and the practice of intellectual capital mobilization within change management processes","authors":"J. Rooney, Thilini Kaushalya, A. Jayawardana","doi":"10.1108/jocm-07-2022-0211","DOIUrl":"https://doi.org/10.1108/jocm-07-2022-0211","url":null,"abstract":"PurposePrevious studies have argued that improvement in organizational performance though change management processes is grounded in external knowledge acquisition and assimilation. However, there is ambiguity in how existing knowledge, in the form of intellectual capital (IC), is mobilized in this context. In response, this paper develops a context-based mediator model depicting the relationship between IC processes, absorptive capacity (AC) and organizational performance following the introduction of external knowledge.Design/methodology/approachA qualitative longitudinal case study approach is adopted, collecting data over three phases of a quality improvement program over a three-year period.FindingsWith the development of relational capital facilitated thorough changes in the work environment and the structured enhancement of knowledge-processing capabilities, the study identified the mediating role of AC on the relationship between IC mobilization and improved organizational performance.Originality/valueWhilst there have been studies of relationships between IC and organization performance, to the best of the “authors” knowledge, this is one the few empirical studies to explore associations between IC types, existing knowledge sharing processes and IC mobilization, mediated by the AC of a firm, to exploit external knowledge.","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2023-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41524151","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-25DOI: 10.1108/jocm-04-2023-0126
M. Najda-Janoszka, M. Sawczuk
PurposeThe study builds on the multi-stakeholder perspective and applies the DART model to frame and explore barriers to value co-creation in the museum context.Design/methodology/approachThe empirical research followed a multiple case study design, based on six cases selected in accordance with a maximum variation strategy. The analysis of the data gathered from multiple primary and secondary sources was guided by the qualitative content analysis approach and the pattern-matching technique for a multiple case study.FindingsThe findings reveal a largely convergent understanding of value co-creation that relates to the social integration of the intrinsic value of museums. The main barriers to value co-creation were identified at both organizational and personal levels, yet important context-bound differences were found regarding the scope and impact of those barriers across defined museum activity areas.Originality/valueThe study enriches literature and museum management by identifying and synthesizing barriers, offering insights for overcoming them through DART model modifications. These insights extend beyond museums, emphasizing stakeholder identification, recognizing activity-specific barriers, understanding interdependence and considering external factors like the pandemic. Managers can leverage this knowledge for informed decisions and interventions.
{"title":"Exploring the barriers of multi-stakeholder value co-creation – the museum context","authors":"M. Najda-Janoszka, M. Sawczuk","doi":"10.1108/jocm-04-2023-0126","DOIUrl":"https://doi.org/10.1108/jocm-04-2023-0126","url":null,"abstract":"PurposeThe study builds on the multi-stakeholder perspective and applies the DART model to frame and explore barriers to value co-creation in the museum context.Design/methodology/approachThe empirical research followed a multiple case study design, based on six cases selected in accordance with a maximum variation strategy. The analysis of the data gathered from multiple primary and secondary sources was guided by the qualitative content analysis approach and the pattern-matching technique for a multiple case study.FindingsThe findings reveal a largely convergent understanding of value co-creation that relates to the social integration of the intrinsic value of museums. The main barriers to value co-creation were identified at both organizational and personal levels, yet important context-bound differences were found regarding the scope and impact of those barriers across defined museum activity areas.Originality/valueThe study enriches literature and museum management by identifying and synthesizing barriers, offering insights for overcoming them through DART model modifications. These insights extend beyond museums, emphasizing stakeholder identification, recognizing activity-specific barriers, understanding interdependence and considering external factors like the pandemic. Managers can leverage this knowledge for informed decisions and interventions.","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2023-07-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49446131","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
PurposeThe present document presents the possible contributions of strategic design to organizational transformation, as a part of business intellectual capital.Design/methodology/approachA case study from a Colombian family business group, with three business units, industrial, commercial and service, were used. Interviews regarding critical events and semi-structured interviews were employed. Data were processed with NVivo software.FindingsIt was found that abductive, empathetic and creative competencies (human capital) that may facilitate the comprehension of nature, needs and alternatives to be employed in organizational change processes. Further, the importance of the participative design approach in co-creation, with interest groups, transformation projects (relational capital), and design thought, as a methodology for the implementation of the preceding (structural capital), was identified.Research limitations/implicationsThe results revealed, in this case, suggest several future investigative routes. Firstly, increased empirical research, based on this proposal, is suggested. Specifically, it would be relevant to perform causal studies that report the contribution of each of the components of strategic design to the diverse organizational transformation processes. A third line of investigation might include delving into certain relationships that have already been identified, but require further comparison. One of these might be the role of design thought as a method to perform specific organizational transformation projects.Practical implicationsAs a result of the present investigation, a model is established (see Figure 2) which may be useful to companies to address organizational transformation, capitalizing on the benefits offered by strategic design. In summary, the proposal considers four phases (see the central circle in Figure 2). Phase 1: understanding organizational occurrences and situations, the basis upon which to determine the nature of an organizational transformation. This activity alludes to the work that is collaboratively managed with different interest groups, in the systematic comprehension of the business organizational transformation chain of events. Phase 2: determining the path to be followed or the route for collaborative action. Doing so in participative fashion permits the representation of a diversity of ideas and opinions on a given problem/potential identified in the preceding process. This stimulates and strengthens the creative competency in company personnel (Jeffries, 2007). If this competency is incorporated into the corporate culture, differential factors may be established, in an environment with broad competency, thus achieving transformations appropriate for a competitive environment.Social implicationsCo-creation, the central axis of the organizational transformation process. At the base of all organizational transformation processes is an approach focused on human beings, whose principal questions
{"title":"The contribution of strategic design, as intellectual capital, to organizational transformation","authors":"Carmenza Gallego Giraldo, Gregorio Calderón-Hernández","doi":"10.1108/jocm-06-2022-0163","DOIUrl":"https://doi.org/10.1108/jocm-06-2022-0163","url":null,"abstract":"PurposeThe present document presents the possible contributions of strategic design to organizational transformation, as a part of business intellectual capital.Design/methodology/approachA case study from a Colombian family business group, with three business units, industrial, commercial and service, were used. Interviews regarding critical events and semi-structured interviews were employed. Data were processed with NVivo software.FindingsIt was found that abductive, empathetic and creative competencies (human capital) that may facilitate the comprehension of nature, needs and alternatives to be employed in organizational change processes. Further, the importance of the participative design approach in co-creation, with interest groups, transformation projects (relational capital), and design thought, as a methodology for the implementation of the preceding (structural capital), was identified.Research limitations/implicationsThe results revealed, in this case, suggest several future investigative routes. Firstly, increased empirical research, based on this proposal, is suggested. Specifically, it would be relevant to perform causal studies that report the contribution of each of the components of strategic design to the diverse organizational transformation processes. A third line of investigation might include delving into certain relationships that have already been identified, but require further comparison. One of these might be the role of design thought as a method to perform specific organizational transformation projects.Practical implicationsAs a result of the present investigation, a model is established (see Figure 2) which may be useful to companies to address organizational transformation, capitalizing on the benefits offered by strategic design. In summary, the proposal considers four phases (see the central circle in Figure 2). Phase 1: understanding organizational occurrences and situations, the basis upon which to determine the nature of an organizational transformation. This activity alludes to the work that is collaboratively managed with different interest groups, in the systematic comprehension of the business organizational transformation chain of events. Phase 2: determining the path to be followed or the route for collaborative action. Doing so in participative fashion permits the representation of a diversity of ideas and opinions on a given problem/potential identified in the preceding process. This stimulates and strengthens the creative competency in company personnel (Jeffries, 2007). If this competency is incorporated into the corporate culture, differential factors may be established, in an environment with broad competency, thus achieving transformations appropriate for a competitive environment.Social implicationsCo-creation, the central axis of the organizational transformation process. At the base of all organizational transformation processes is an approach focused on human beings, whose principal questions","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":"1 1","pages":""},"PeriodicalIF":2.8,"publicationDate":"2023-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41350235","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-24DOI: 10.1108/jocm-01-2023-0027
Y. Tao, Hongyan Ke, Ziye Zhang
PurposeThe paper examines whether the hybrid strategy can generate high performance and what hybrid strategy configurations are more conducive to high performance.Design/methodology/approachThis paper explores the complex causal relationships between six strategic elements (marketing, growth, R&D, capital, efficiency, stability) and firm performance. From a configurational approach, the authors utilize necessary condition analysis, time-series qualitative comparative analysis, and typical case extraction techniques to analyze 944 balanced panel data from 118 Chinese ICT firms during 2013–2020.FindingsChinese ICT sector firms do not rely on pure strategies (prospector or defender) to achieve high performance. The hybrid strategy is conducive to high performance. Only specific hybrid strategy configurations, including stable growth, innovative efficiency, and two-way player types, could enable firms to perform well. Six strategic elements do not constitute a necessary condition for high performance.Originality/valueThis paper proposed an integrated qualitative comparative analysis scheme, proved the effectiveness of the hybrid strategy on firm performance, and revealed how hybrid strategy configurations generate high performance.
{"title":"Hybrid strategy and firm performance: a time-series qualitative comparative analysis of the Chinese ICT sector","authors":"Y. Tao, Hongyan Ke, Ziye Zhang","doi":"10.1108/jocm-01-2023-0027","DOIUrl":"https://doi.org/10.1108/jocm-01-2023-0027","url":null,"abstract":"PurposeThe paper examines whether the hybrid strategy can generate high performance and what hybrid strategy configurations are more conducive to high performance.Design/methodology/approachThis paper explores the complex causal relationships between six strategic elements (marketing, growth, R&D, capital, efficiency, stability) and firm performance. From a configurational approach, the authors utilize necessary condition analysis, time-series qualitative comparative analysis, and typical case extraction techniques to analyze 944 balanced panel data from 118 Chinese ICT firms during 2013–2020.FindingsChinese ICT sector firms do not rely on pure strategies (prospector or defender) to achieve high performance. The hybrid strategy is conducive to high performance. Only specific hybrid strategy configurations, including stable growth, innovative efficiency, and two-way player types, could enable firms to perform well. Six strategic elements do not constitute a necessary condition for high performance.Originality/valueThis paper proposed an integrated qualitative comparative analysis scheme, proved the effectiveness of the hybrid strategy on firm performance, and revealed how hybrid strategy configurations generate high performance.","PeriodicalId":47958,"journal":{"name":"Journal of Organizational Change Management","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2023-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44350288","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-19DOI: 10.1108/jocm-11-2022-0334
Hongxia Peng
PurposeThe increasing presence of traditional or new forms of robots at work demonstrates how the copresence of workers and robots might reframe work and workplaces and consequently arouse new human resource management (HRM) questions regarding how to manage the spatiotemporal change of work in organizations. Based on a spatiotemporal perspective, this conceptual article examines the implication of new spatiotemporal dynamics of work, which are generated by the interaction between workers and traditional or new forms of robots that are driven by advanced digital technologies, for HRM.Design/methodology/approachThe article begins by carrying out a selective review focusing on the studies that enhanced the comprehension of the digital-driven spatiotemporal dynamics of work. It then presents a spatiotemporal framework from which it examines the implications of digital-driven spatiotemporal work boundaries for HRM. The article ends by underscoring the theoretical and empirical importance of taking more interest in new spatiotemporal forms of work for developing the HRM of the future.FindingsBy developing the notion of workuniverses, which denotes the spatiotemporal boundaries generated by the act of working through the interaction between workers and different forms of robots, this research first develops a theoretical framework that discerns three forms of spatiotemporal dynamics forming workuniverses at different levels and two spatiotemporal arrays for managing the spatiotemporal change of work in organizations. The HRM questions and ethical concerns generated by the formation of workuniverses are then revealed through four focuses: the management ethics in workuniverses, individuals' spatiotemporal well-being, collective spatiotemporal coordination and spatiotemporal change management in workuniverses.Originality/valueThis research provides an original perspective, which is the spatiotemporal perspective, to examine the new spatiotemporal dynamics that form workuniverses and the HRM questions and concerns generated by the increasing interaction between workers and different forms of digital-driven robots.
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