Institutional Change as an Interactive Process: The Case of the Modernization of the French Cancer Centers

Castel, Patrick; Friedberg, Erhard

doi:10.1287/orsc.1090.0442

Cited by 72 publications

(63 citation statements)

References 30 publications

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“…Assim, a mudança organizacional pode ser caracterizada como um processo (Jian, 2011;Schreyögg & Sydow, 2011), e não é necessariamente linear, pois pode evoluir em ambos os sentidos, progressista e retrógrado (Ambos & Birkinshaw, 2010). Assim, a mudança não acontece por acaso, ela é interativa por natureza (Castel & Friedberg, 2009;Woodman, 2014). No entanto, a literatura sempre levanta a possibilidade de controle e monitoramento por parte dos gestores (Balogun, 2006;Balogun & Hailey, 2004;Burke, 2011;Cinite, Duxbury, & Higgins, 2009;Woodman, 2014).…”

Section: Gestão Da Mudança Organizacionalunclassified

Práticas de gestão da mudança: Impacto nas atitudes e nos resultados percebidos

Machado

Neiva

2017

Rev. Psicol., Organ. Trab

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ResumoAs práticas de gestão da mudança são intervenções organizacionais que facilitam a promulgação de processos de mudança nas empresas. Este estudo testa a relação entre o uso das práticas de gestão da mudança e seus impactos sobre a atitude e os resultados percebidos com a mudança. A amostra foi composta por 205 participantes de organizações brasileiras (58,5% mulheres e 40,5% homens). Os instrumentos utilizados foram a Escala de Percepção de Mudanças Organizacionais, avaliando os resultados transformacionais e transacionais percebidos; a Escala de Atitude Frente às Mudanças -avaliando ceticismo, temor e aceitação das mudanças; e o Questionário de Avaliação das Práticas de Gestão da Mudança Organizacional, avaliando cinco práticas de mudança organizacional (diagnóstico e alinhamento, liderança, comunicação, compensação e incentivos, e treinamento). Os resultados indicaram que as práticas de gestão da mudança impactam parcialmente as atitudes e os resultados percebidos com a mudança.Change management practices: Impact on attitudes and results perceived with changes Abstract Change management practices are organizational interventions that facilitate the enactment of change processes in companies. This study tests the relationship between the use of change management practices and their impacts on attitude and on the results perceived with changes. The sample had 205 participants from Brazilian organizations (58.5% women and 40.5% men). The instruments used were the Organizational Change Perception Scale, assessing perceived transformational and transactional results; the Scale of Attitudes in Relation to Changes, assessing skepticism, fear, and acceptance of changes; and the Assessment of Organizational Change Management Practices Questionnaire, to evaluate five organizational change practices (diagnosis and alignment, leadership, communication, compensation and incentives, and training). As a result, it was found that change management practices partially affect attitudes and perceived results. Prácticas de gestión de cambios: Impacto sobre las actitudes y resultados percibidosResumen Prácticas de gestión cambios son intervenciones organizativas que facilitan la promulgación de los procesos de mudanza en las empresas. Este estudio analiza la relación entre el uso de prácticas de gestión de cambios y su impacto en las actitudes y en los resultados que de ellos se derivan. La muestra incluyó a 205 participantes de organizaciones de Brasil (58,5% mujeres y 40,5% hombres). Los instrumentos utilizados fueron: la Escala de Percepción de Cambios Organizacionales, evaluando los resultados percibidos; la Escala de Actitudes ante las Mudanzas, -evaluando escepticismo, temor y aceptación del cambio -y el Cuestionario de Evaluación de las Prácticas de Gestión de Mudanza Organizacional, para evaluar cinco prácticas de gestión del cambio organizacional (el diagnóstico, el liderazgo, la comunicación, la compensación e incentivos y formación). Los resultados indicaron que las prácticas de gestión de cambios impactan en parte...

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Section: Gestão Da Mudança Organizacionalunclassified

Práticas de gestão da mudança: Impacto nas atitudes e nos resultados percebidos

Machado

Neiva

2017

Rev. Psicol., Organ. Trab

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“…These agencies as well as professional associations can foster the second dynamic of emergence by generating the deviating amplifying actions that allow new kinds of ideas and institutions to emerge (Bailey and Barley 2011). Castel and Friedberg (2010) describe the social practices of institutional entrepreneurship that transformed cancer care in France. To foster the third dynamic of emergence for recombination and stabilization, a central role of public policy is to develop "rules of the game" (Mahoney et al 2009).…”

Section: Ongoing Strategizing To Frame and Direct Continuous Product mentioning

confidence: 99%

Organizing Ecologies of Complex Innovation

Dougherty

Dunne

2011

Organization Science

219

177

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F or many sectors like health care, financial services, or renewable energy, new products and services are generated by an ecology of business firms, nonprofit foundations, public institutions, and other agents. Knowledge to innovate is dispersed across ecologies, so no single firm or small group of firms can innovate alone. Moreover, many new products and services in ecologies such as health care or energy are complex or comprise many parts with unknown interactions. New products, knowledge, business models, and applications all emerge unpredictably over considerable time periods, as various agents in the ecologies of innovation interact with and react to the actions of others. However, the existing organizing structure in these ecologies stifles emergence and precludes much innovation, simply because theory and practice do not adequately address how to organize for complex innovation. We develop a preliminary model for organizing ecologies of complex innovation. We suggest that innovations can continually emerge productively if people work locally in ecologies to set and solve problems of orchestrating knowledge capabilities across the ecology, strategizing across the ecology to create new businesses and applications, and developing public policies to embrace ambiguity. Using examples from biopharmaceuticals and alternative energy, we develop specific organizing ideas that can be examined and elaborated upon. This new direction for organization science integrates existing ideas around a new kind of organizing and shows how organization science can add real value in addressing major challenges of public welfare and safety in the 21st century.

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“…Evoking this possibility, Bourdieu (1998) has commented on "the economic-technical, and especially, symbolic dominance of American television, which serves a good many [non-American] journalists as both a model and a source of ideas, formulas, and tactics" (p. 41). Similarly, in the realm of medicine and public health, French innovators have often turned to the United States for new ideas and legitimacy (Castel and Friedberg 2010;Pierru 2007).…”

Section: Global Field Dynamicsmentioning

confidence: 99%