Organization Renewal through Entrepreneurial Initiatives: When the Seed Changes the Soil

Fredberg, Tobias; Pregmark, Johanna E.

doi:10.1108/s0897-301620180000026003

Cited by 14 publications

(29 citation statements)

References 60 publications

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“…Following the increasing difficulty with modeling the future, it is arguably even more problematic to define the clear process that is suggested in many change models (Kotter, 1995; Beckhard and Harris, 1987; Cady et al , 2014). Not only is it difficult for leaders to devise a clear process when the future configuration of an organization is unknown, clear steps can potentially harm flexibility (Fredberg and Pregmark, 2018), a nimble way of adapting (Ancona et al , 2019) as well as a needed capability to continuously update the strategic direction (Pregmark, 2019). Leaders quoted in this paper also note that they rely on initiatives of many origins to create the change ahead.…”

Section: Discussionmentioning

confidence: 99%

“…In this study, leaders do see the value and need to create strong motivation to leave the old behind but argue that they need to do that in a way that uses the creative and innovative potential in the organization – a tricky solve that has been discussed by for instance (Fredberg and Pregmark, 2021). Thus, it seems like the leaders, though using traditional models, intuitively saw the need to infuse modern models and thinking around change, advocating need for creativity (Huy, 2005; Johansen, 2017) and strong emotional engagement toward a shared purpose/direction (Pasmore, 2015; Fredberg and Pregmark, 2018), rather than just motivation to leave status quo.…”

Section: Discussionmentioning

confidence: 99%

“…Scholars discuss the volatile, uncertain, complex and ambiguous (VUCA) context in which organizations exist (Johansen, 2017) and the difficulty of navigating change in such a world (Pasmore, 2015). Many authors conclude that the need for organizational change to remain competitive has increased (Reeves and Deimler, 2011; Satell, 2014), and leaders need to manage a different skillset, for instance conveying purpose (Bonchek, 2013; Fredberg and Pregmark, 2018; Pregmark, 2019), positive emotions (Huy, 2005) and creating a space of trust (Edmondson and Lei, 2014; Fredberg and Pregmark, 2021).…”

Section: Theoretical Point Of Departurementioning

confidence: 99%

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Renewing models for change

Pregmark

2022

TLO

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Purpose This paper aims to contribute to discussion around the need for improved models for change in a rapidly changing world. It also aims to provide insights for further discussion around how a Nordic management approach can relate to the need for new change ideas. Since Lewin proposed that change requires unfreezing, moving and refreezing, several changes in models have been introduced. Many models include similar factors such as the need for a vision, a clear process and to motivate change. These change factors are investigated in this paper and related to a fast-paced, uncertain and volatile environment Design/methodology/approach Based on a collaborative research approach, engaging with leaders in five organizations, all headquartered in the Nordic countries, this paper examines problems with traditional change models in a contemporary context as well as how these challenges could be handled. Findings This paper concludes that leaders still find value in traditional models but see that these models need to be adapted to include elements of more recent research. This paper suggests tweaks in traditional change factors and ends with a proposition with a renewed model for change. Originality/value The ideas in this paper could be seen as a bridge between traditional and modern models – a bridge that seems to be needed in practice. It draws on action research and close relationships with top management, as they are working with change – potentially giving the study a unique angle on a practical, widespread problem: succeeding with change

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Theoretical Point Of Departurementioning

confidence: 99%

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Renewing models for change

Pregmark

2022

TLO

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“…Here, we recognize the empirical context by the particularities of PSFs (von Nordenflycht 2010 ; Pemer 2020 ) and the specific impact of digitalization on these firms (Kronblad 2020 ). We combine this with general theories around change (Davenport and Westerman 2018 ; Fredberg and Pregmark 2018 ; Kotter 2008 ) and the pace of digital transformation (Kronblad 2020 ; Reis et al 2018 ). To discuss the potential long-term consequences of the new normal , we also worked to understand the findings in relation to the literature around system shifts (Beer 2009 ) and societal effects (Frey and Osborne 2017 ; Kim et al 2017 ).…”

Section: Method: Collection and Understanding Of Evidence From The Fimentioning

confidence: 99%

How COVID-19 Has Changed the Digital Trajectory for Professional Advisory Firms

Kronblad

Pregmark

2021

The ICT and Evolution of Work

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As COVID-19 affects populations across the globe, the measures to prevent its spread are increasingly affecting our economies. Restrictions on the movement of people and goods and regulations for social distancing and quarantine affect both the consumption and production of goods and services. In this article, we examine the impact of COVID-19 on professional advisory service providers assisting their clients to excel. We find that COVID-19 has rapidly broken down several previous barriers to digital transformation and has caused a rapid increase in the adoption of digital technology among professional advisory firms. We conclude that although there might be a corona bump of rapid digital implementation, a new normal has been established, which changes the operational context and implies that the rate of digital trajectory will be steeper, and the pace will be faster, than has been earlier anticipated. This implies that professional advisors will become better suited to advise on the increasingly complex digital context of their clients.

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“…Here, we recognize the empirical context by the particularities of PSFs (von Nordenflycht 2010; Pemer 2020) and the specific impact of digitalization on these firms (Kronblad 2020). We combine this with general theories around change (Davenport and Westerman 2018;Fredberg and Pregmark 2018;Kotter 2008) and the pace of digital transformation (Kronblad 2020;Reis et al 2018). To discuss the potential long-term consequences of the new normal, we also worked to understand the findings in relation to the literature around system shifts (Beer 2009) and societal effects (Frey and Osborne 2017;Kim et al 2017).…”

Section: Method: Collection and Understanding Of Evidence From The Fieldmentioning

confidence: 99%

The Future of Service Post-COVID-19 Pandemic, Volume 2

2021

The ICT and Evolution of Work

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translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. Regarding these commercial rights a non-exclusive license has been granted to the publisher. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use.

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Organization Renewal through Entrepreneurial Initiatives: When the Seed Changes the Soil

Cited by 14 publications

References 60 publications

Renewing models for change

Renewing models for change

How COVID-19 Has Changed the Digital Trajectory for Professional Advisory Firms

The Future of Service Post-COVID-19 Pandemic, Volume 2

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