Emerging organizational parameters and their roles in implementation of organizational change

Abstract

Purpose The purpose of this paper is to investigate new emerging organizational parameters and their roles in successful change implementation. These organizational parameters are rarely investigated especially in the context of organizational change (OC) in private and public sector organizations. Design/methodology/approach In cumulative, 403 valid responses have been obtained randomly from public sector workers by using self-administered questionnaires. Findings The results reveal that knowledge sharing regarding incremental and radical changes can helpful for effective OC implementation. Findings highlight the significant role of emotional and social intelligence in managing resistance and bringing openness to change in these organizations. It is also found that social media has become an important emerging organizational parameter to foster effective communication and knowledge sharing during OC implementation. Apart from the direct effects, readiness to change has multiple effects coupled with emerging organizational parameters to implement change successfully. Research limitations/implications The results of the current study offer diversified implications for theory, practice and global society. The theoretical base is taken from the well-known theories of management (i.e. Lewin’s three-step model, field theory, intelligence theory, cost-effective theory, social exchange theory, social network theory and social penetration theory). Emerging organizational parameters that have a potential impact on effective change implementation are identified. The findings suggest that global organizations should have to initiate effective networking structure using social media applications and social intelligence skills to remain connected and get positive responses about change formulation and implementation decision. Originality/value A majority of studies have presented the research model on OC implementation in the context of developed countries, which form 30 percent of the world’s population, mostly the Americas and Europe. It is observed that a developing country, such as Pakistan, has a culture that is based on power distance, collectivism and more political influence as compared to developed countries. Triandis et al. (1980) argued that any theoretical contribution without considering the cultural aspect can lead to bias findings. There is limited research available in the world that is conducted to examine the interactive effects of readiness to change on the relationship between effective change implementation, knowledge sharing, intelligence and social media. These findings are useful to plan and execute OC using new emerging organizational parameters.

Towards data-driven culture in a Spanish automobile manufacturer: A case study

“…Nevertheless, the application of a change model does not ensure the success of the organizational transformation. Various authors have presented a wide variety of causes of failures of organizational change efforts (Appelbaum, Cameron, Ensink, Hazarika, Attir, Ezzedine et al, 2017;Aslam et al, 2018). Their studies have shown that most of the causes have strong correlations between them.…”

“…Not following an organizational change procedure. As previously introduced, organizational transformations are not easy processes and there is no shortage of authors reporting unsuccessful cases (Aslam et al, 2018). To have better chances of success a methodology should be well-defined, alienated with the business structure and executed properly (Attaran, 2000;Brisson-Banks, 2010;Rajan & Ganesan, 2017).…”

“…Moreover, filling the knowledge gap not only means providing proper training. It also means giving users support at all stages of the change process, monitoring the level of understanding of the change initiative and creating an organizational knowledge sharing culture able to foster idea generation, organizational learning, competence and innovation (Aslam et al, 2018;Attaran, 2000).…”

“…Therefore, the number of companies that successfully transform into data-driven stays low . The difficulties and also the high failure rate of this kind of organizational transformation has been widely discussed in the literature, also lists of different critical success/failure factors and possible solutions (or mitigations) have been studied and presented (Aslam, Muqadas, Imran & Saboor, 2018;Fui-Hoon Nah, Lee-Shang Lau & Kuang, 2001;Vakola & Wilson, 2004). However, authors and practitioners keep reporting unsuccessful cases (Ainul-Azyan, Pulakanam & Pons, 2017;Imran, Rehman, Aslam & Bilal, 2016).…”

The Effect of Brand Experience on Customers’ Engagement Behavior within the Context of Online Brand Communities: The Impact on Intention to Forward Online Company-Generated Content

“…With the advent of Internet and social media, the nature of communications has drastically changed between marketers and customers from one-way to two-way communication [1]. In this sense, social media networks have become significantly developed platforms for businesses to use to perform their activities and achieve their goals [2,3]. In addition, social media platforms are also an important tool for marketers to understand customers' motivations to express and share their needs and wants [4].…”