Enabling organizational cultural change using systemic strategic human resource management – a longitudinal case study

Molineux, John

doi:10.1080/09585192.2012.723022

Cited by 34 publications

(29 citation statements)

References 112 publications

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“…Data triangulation is used in this study to assure case study validity and to provide confirmatory data (Molineux, 2013). Different types of data and data provided by different stakeholders were compared against each other to ensure consistency of the results (de Bakker et al, 2011;Molineux, 2013).…”

Section: Methodsmentioning

confidence: 99%

“…Different types of data and data provided by different stakeholders were compared against each other to ensure consistency of the results (de Bakker et al, 2011;Molineux, 2013). Data was collected in open-ended interviews (Ahn et al, 2010), surveys, focus groups (Ahn et al, 2010), and by documentation produced by the project, such as project reports and documentation from the risk management process.…”

Section: Methodsmentioning

confidence: 99%

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Diagnosing organizational risks in software projects: Stakeholder resistance

Vrhovec

Hovelja

Vavpotič

et al. 2015

International Journal of Project Management

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Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Diagnosing organizational risks in software projects: Stakeholder resistance

Vrhovec

Hovelja

Vavpotič

et al. 2015

International Journal of Project Management

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“…Enabling organizational cultural change using systemic strategic human resource management -a longitudinal case study (Molineux 2013).…”

Section: Case Study 16 (7%)mentioning

confidence: 99%

Activating social change together: A qualitative synthesis of collaborative change research, evaluation and design literature

et al. 2019

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Researchers, evaluators and designers from an array of academic disciplines and industry sectors are turning to participatory approaches as they seek to understand and address complex social problems. We refer to participatory approaches that collaboratively engage/partner with stakeholders in knowledge creation/problem solving for action/social change outcomes as collaborative change research, evaluation and design (CCRED). We further frame CCRED practitioners by their desire to move beyond knowledge creation for its own sake to implementation of new knowledge as a tool for social change. In March and May of 2018, we conducted a literature search of multiple discipline-specific databases seeking collaborative, change-oriented scholarly publications. The search was limited to include peer-reviewed journal articles, with English language abstracts available, published in the last five years. The search resulted in 526 citations, 236 of which met inclusion criteria. Though the search was limited to English abstracts, all major geographic regions (North America, Europe, Latin America/Caribbean, APAC, Africa and the Middle East) were represented within the results, although many articles did not state a specific region. Of those identified, most studies were located in North America, with the Middle East having only one identified study. We followed a qualitative thematic synthesis process to examine the abstracts of peer-reviewed articles to identify practices that transcend individual disciplines, sectors and contexts to achieve collaborative change. We surveyed the terminology used to describe CCRED, setting, content/topic of study, type of collaboration, and related benefits/outcomes in order to discern the words used to designate collaboration, the frameworks, tools and methods employed, and the presence of action, evaluation or outcomes. Forty-three percent of the reviewed articles fell broadly within the social sciences, followed by 26 percent in education and 25 percent in health/medicine. In terms of participants and/or collaborators in the articles reviewed, the vast majority of the 236 articles (86%) described participants, that is, those who the research was about or from whom data was collected. In contrast to participants, partners/collaborators (n=32; 14%) were individuals or groups who participated in the design or implementation of the collaborative change effort described. In terms of the goal for collaboration and/or for doing the work, the most frequently used terminology related to some aspect of engagement and empowerment. Common descriptors for the work itself were ‘social change’ (n=74; 31%), ‘action’ (n=33; 14%), ‘collaborative or participatory research/practice’ (n=13; 6%), ‘transformation’ (n=13; 6%) and ‘community engagement’ (n=10; 4%). Of the 236 articles that mentioned a specific framework or approach, the three most common were some variation of Participatory Action Research (n=30; 50%), Action Research (n=40; 16.9%) or Community-Based Participatory Research (n=17; 7.2%). Approximately a third of the 236 articles did not mention a specific method or tool in the abstract. The most commonly cited method/tool (n=30; 12.7%) was some variation of an arts-based method followed by interviews (n=18; 7.6%), case study (n=16; 6.7%), or an ethnographic-related method (n=14; 5.9%). While some articles implied action or change, only 14 of the 236 articles (6%) stated a specific action or outcome. Most often, the changes described were: the creation or modification of a model, method, process, framework or protocol (n=9; 4%), quality improvement, policy change and social change (n=8; 3%), or modifications to education/training methods and materials (n=5; 2%). The infrequent use of collaboration as a descriptor of partner engagement, coupled with few reported findings of measurable change, raises questions about the nature of CCRED. It appears that conducting CCRED is as complex an undertaking as the problems that the work is attempting to address.

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“…The largest and most significant change project I undertook was the people strategy project, also in a large Australian public sector agency (Molineux, 2013). The transformational change required by the agency involved cultural change, in shifting the organisation's culture from an "entitlement culture" towards a "performance culture".…”

Section: Cultural Change Modelmentioning

confidence: 99%

“…Other results include higher levels of feedback and participation in decision making and a greater alignment in individual performance and organisational direction. Major changes to the Agency's HR systems were reported in (Molineux, 2013). The HR systems and revised processes following the change programme included:…”

Section: Cultural Change Modelmentioning

confidence: 99%

Using action research for change in organizations: processes, reflections and outcomes

Molineux

2018

JWAM

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Purpose The purpose of this paper is to provide a commentary and recommendations on systemic approaches to designing and implementing change in organisations. Design/methodology/approach The paper is a viewpoint on successful change management techniques using action research based on experience in the use of systemic thinking and systems practices. Findings The use of a systems approach to change using relevant systems practices enables more successful change outcomes. Practical implications Change management practitioners should utilise systemic approaches to enable more successful change implementation. Originality/value The paper provides valuable advice for practitioners and researchers in change management through the author’s unique experience in systemic change processes.

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Enabling organizational cultural change using systemic strategic human resource management – a longitudinal case study

Cited by 34 publications

References 112 publications

Diagnosing organizational risks in software projects: Stakeholder resistance

Diagnosing organizational risks in software projects: Stakeholder resistance

Activating social change together: A qualitative synthesis of collaborative change research, evaluation and design literature

Using action research for change in organizations: processes, reflections and outcomes

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