{"title":"准备好改变和好的翻译","authors":"Olaug Øygarden, A. Mikkelsen","doi":"10.1080/14697017.2020.1720775","DOIUrl":null,"url":null,"abstract":"ABSTRACT Translation studies have shown that management ideas and practices change as they travel between contexts, and that there are regularities in how they are translated through editing. We, however, know less about what facilitates good translations, i.e. the translation of new ideas and practices into working practices or routines that contribute to the attainment of organizational goals. This study investigates how the concept of readiness for change can increase our understanding of translation processes and translation outcomes through following an intra-organizational translation of a new management idea and practice in a hospital. The aim is to identify how the use of editing rules in a strategic translation process impacts readiness for change. It is also to identify how readiness influences the use of editing rules and translation practices in an operative translation process and the resulting differences in the quality of translation outcomes. This study finds that strategic translations may foster readiness for change. Readiness furthermore enables inclusive operative translation processes in which editing practices and translation rules are used to thoroughly rework a new management idea and practice into a good translation. MAD statement Management ideas and practices change as they travel to new organizational settings – they are translated. Not all translation outcomes contribute to the attainment of organizational goals. This paper argues that readiness for change is a key concept in understanding translation processes and the quality of translation outcomes. Change initiators may foster readiness for change among operative level employees through strategic translations. When readiness is high, a further operative translation process including a wide range of participants as translators may thoroughly rework the new idea and practice into new, constructive work practices that enable the organization to attain important goals.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"20 1","pages":"220 - 246"},"PeriodicalIF":3.0000,"publicationDate":"2020-02-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2020.1720775","citationCount":"16","resultStr":"{\"title\":\"Readiness for Change and Good Translations\",\"authors\":\"Olaug Øygarden, A. Mikkelsen\",\"doi\":\"10.1080/14697017.2020.1720775\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"ABSTRACT Translation studies have shown that management ideas and practices change as they travel between contexts, and that there are regularities in how they are translated through editing. We, however, know less about what facilitates good translations, i.e. the translation of new ideas and practices into working practices or routines that contribute to the attainment of organizational goals. This study investigates how the concept of readiness for change can increase our understanding of translation processes and translation outcomes through following an intra-organizational translation of a new management idea and practice in a hospital. The aim is to identify how the use of editing rules in a strategic translation process impacts readiness for change. It is also to identify how readiness influences the use of editing rules and translation practices in an operative translation process and the resulting differences in the quality of translation outcomes. This study finds that strategic translations may foster readiness for change. Readiness furthermore enables inclusive operative translation processes in which editing practices and translation rules are used to thoroughly rework a new management idea and practice into a good translation. MAD statement Management ideas and practices change as they travel to new organizational settings – they are translated. Not all translation outcomes contribute to the attainment of organizational goals. This paper argues that readiness for change is a key concept in understanding translation processes and the quality of translation outcomes. Change initiators may foster readiness for change among operative level employees through strategic translations. When readiness is high, a further operative translation process including a wide range of participants as translators may thoroughly rework the new idea and practice into new, constructive work practices that enable the organization to attain important goals.\",\"PeriodicalId\":47003,\"journal\":{\"name\":\"JOURNAL OF CHANGE MANAGEMENT\",\"volume\":\"20 1\",\"pages\":\"220 - 246\"},\"PeriodicalIF\":3.0000,\"publicationDate\":\"2020-02-02\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"https://sci-hub-pdf.com/10.1080/14697017.2020.1720775\",\"citationCount\":\"16\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"JOURNAL OF CHANGE MANAGEMENT\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1080/14697017.2020.1720775\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"JOURNAL OF CHANGE MANAGEMENT","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1080/14697017.2020.1720775","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"MANAGEMENT","Score":null,"Total":0}
ABSTRACT Translation studies have shown that management ideas and practices change as they travel between contexts, and that there are regularities in how they are translated through editing. We, however, know less about what facilitates good translations, i.e. the translation of new ideas and practices into working practices or routines that contribute to the attainment of organizational goals. This study investigates how the concept of readiness for change can increase our understanding of translation processes and translation outcomes through following an intra-organizational translation of a new management idea and practice in a hospital. The aim is to identify how the use of editing rules in a strategic translation process impacts readiness for change. It is also to identify how readiness influences the use of editing rules and translation practices in an operative translation process and the resulting differences in the quality of translation outcomes. This study finds that strategic translations may foster readiness for change. Readiness furthermore enables inclusive operative translation processes in which editing practices and translation rules are used to thoroughly rework a new management idea and practice into a good translation. MAD statement Management ideas and practices change as they travel to new organizational settings – they are translated. Not all translation outcomes contribute to the attainment of organizational goals. This paper argues that readiness for change is a key concept in understanding translation processes and the quality of translation outcomes. Change initiators may foster readiness for change among operative level employees through strategic translations. When readiness is high, a further operative translation process including a wide range of participants as translators may thoroughly rework the new idea and practice into new, constructive work practices that enable the organization to attain important goals.
期刊介绍:
Journal of Change Management is a multidisciplinary and international forum for critical, mainstream and alternative contributions - focusing as much on psychology, ethics, culture and behaviour as on structure and process. JCM is a platform for open and challenging dialogue and a thorough critique of established as well as alternative practices. JCM is aiming to provide all authors with a first decision within six weeks of submission.