Management of Permanent Change—New Challenges and Opportunities for Change Management

Albach, Horst; Meffert, Heribert; Pinkwart, Andreas; Reichwald, Ralf

doi:10.1007/978-3-658-05014-6_1

Cited by 20 publications

(27 citation statements)

References 26 publications

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“…While the speed and flexibility of organizations’ response to their changing environment becomes an increasingly important contributor to their competitive advantage (Guest, 2004), “the question is not whether organizations will change but rather how fast and who will thrive” (Herold et al , 2007, p. 950). The decline in average survival rate among the 500 biggest US-based companies, from 61 years in 1958, and 35 years in 1980, to only 18 years today, illustrates that a growing number of businesses are “unable to withstand the increased pace of change” (Albach et al , 2015). And it is precisely these organizational changes that can make the employee aware of the content of the psychological contract and of the extent to which the organization has lived up to its promises (Guzzo et al , 1994).…”

Section: Antecedents Of Attitude Toward Changementioning

confidence: 99%

How change information influences attitudes toward change and turnover intention

Heuvel

Freese

Schalk

et al. 2017

LODJ

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Purpose The purpose of this paper is to examine how the quality of change information influences employees’ attitude toward organizational change and turnover intention. Additionally, the role of engagement, psychological contract fulfillment and trust in the relationship between change information and attitude toward change is assessed. Design/methodology/approach In a technology services organization that was implementing a “new way of working,” questionnaire data of 669 employees were gathered. The organizational change in question sought to increase employees’ autonomy by increasing management support and improving IT support to facilitate working at other locations (e.g. at home) or at hours outside of regular working hours (e.g. in evening). Findings The results showed that change information was positively related to psychological contract fulfillment and attitude toward change. Engagement and psychological contract fulfillment were positively related to attitude toward change and negatively related to turnover intention. Contrary to what was expected, trust did not influence attitude toward change but was negatively related to turnover intention. Practical implications The study presents a model that can help management to foster positive affective, behavioral, and cognitive responses to change, as well as to reduce employee turnover. Fulfilling employees’ psychological contracts and cultivating engagement is important in this respect, as well as continuously considering whether information about the organizational change is received in good time, is useful, is adequate and satisfies employees’ questions about the change. Originality/value As one of the first studies in its field, attitude toward change was conceptualized and operationalized as a multidimensional construct, comprising an affective, a behavioral and a cognitive dimension.

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Section: Antecedents Of Attitude Toward Changementioning

confidence: 99%

How change information influences attitudes toward change and turnover intention

Heuvel

Freese

Schalk

et al. 2017

LODJ

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show abstract

“…In addition to occasional disruptions and continuous incremental changes, radical changes, discontinuities, crises or "crashes" are becoming increasingly important and frequent, all of which have a great impact on the operations of organizations [2]. The COVID-19 pandemic is only the most recent and dramatic example of a global crisis that highlighted, in a relatively short time, the far-reaching implications and challenges of change as well as the urgency of efficient and effective responses [3].…”

Section: Introductionmentioning

confidence: 99%

Thriving, Not Just Surviving in Changing Times: How Sustainability, Agility and Digitalization Intertwine with Organizational Resilience

et al. 2021

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Nowadays, the buzzwords for organizations to be prepared for the competitive environment’s challenges are sustainability, digitalization, resilience and agility. However, despite the fact that these concepts have come into common use at the level of both scholars and practitioners, the nature of the relation between sustainability and resilience has not yet been sufficiently clarified. Above all, there is still no evidence of what factors determine greater resilience to change in an organization that also wants to be more sustainable, especially in times of crisis and discontinuity. This research aims to explore from a theoretical point of view, through the construction of a conceptual model, how these dimensions interact to help the business to become strategically resilient by leveraging digitization and agility as enablers. A new view of resilience arises from the study, which goes beyond the well-known ability to absorb or adapt to adversity, to also include a strategic attribute that could help companies capture change-related opportunities to design new ways of doing business under stress. A key set of strategically agile processes, enabled by digitalization, creates strategic resilience that also includes a proactive, opportunity-focused attitude in the face of change. Strategic resilience to lead to organizational sustainability must be understood as a multi-domain concept quite similar to the holistic view of sustainability: environment, economy and society. Finally, the research offers a set of propositions and a theoretical framework that can be empirically validated.

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“…As mentioned in the introduction section, there will be an exceptional increase in the complexity of our energy system. The current methods that are used will be unable to manage this unprecedented energy system complexity [4]. Currently, the electricity infrastructure is not designed to handle the volatile supply of electricity from RES.…”

Section: State Of the Art Researchmentioning

confidence: 99%

“…Currently, the electricity infrastructure is not designed to handle the volatile supply of electricity from RES. In the future, wind and solar power will increasingly be incorporated into the grid [4].…”

Section: State Of the Art Researchmentioning

confidence: 99%

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Home Energy Forecast Performance Tool for Smart Living Services Suppliers under an Energy 4.0 and CPS Framework

et al. 2022

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Industry 4.0 is a paradigm consisting of cyber-physical systems based on the interconnection between all sorts of machines, sensors, and actuators, generally known as things. The combination of energy technology and information and technology communication (ICT) enables measurement, control, and automation to be performed across the distributed grid with high time resolution. Through digital revolution in the energy sector, the term Energy 4.0 emerges in the future electric sector. The growth outlook for appliance usage is increasing and the appearance of renewable energy sources on the electric grid requires strategies to control demand and peak loads. Potential feedback for energy performance is the use of smart meters in conjunction with smart energy management; well-designed applications will successfully inform, engage, empower, and motivate consumers. This paper presents several hands-on tools for load forecasting, comparing previous works and verifying which show the best energy forecasting performance in a smart monitoring system. Simulations were performed based on forecasting of the hours ahead of the load for several households. Special attention was given to the accuracy of the forecasting model for weekdays and weekends. The development of the proposed methods, based on artificial neural networks (ANN), provides more reliable forecasting for a few hours ahead and peak loads.

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Management of Permanent Change—New Challenges and Opportunities for Change Management

Cited by 20 publications

References 26 publications

How change information influences attitudes toward change and turnover intention

How change information influences attitudes toward change and turnover intention

Thriving, Not Just Surviving in Changing Times: How Sustainability, Agility and Digitalization Intertwine with Organizational Resilience

Home Energy Forecast Performance Tool for Smart Living Services Suppliers under an Energy 4.0 and CPS Framework

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