Organizational Change: Relationship between Reactions, Behaviour and Organizational Performance

Lewis, Dianne

doi:10.1108/09534819410068912

Cited by 29 publications

(30 citation statements)

References 35 publications

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“…In implementing change in a university environment, Lewis' (1994) longitudinal case study is of an Australian college of advanced education undergoing transformation to a university, with the related pressure for staff to publish more research. Although there was widespread opposition to the change, the organization performed well according to the stakeholders' criteria, suggesting that culture and attitudes do not necessarily correlate with performance when the change is perceived by staff as important and inevitable.…”

Section: Implementing Curriculum Internationalizationmentioning

confidence: 99%

Internationalizing the curriculum: the implementation experience in a Faculty of Business and Economics

Crosling

Edwards

Schroder

2008

Journal of Higher Education Policy and Management

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attempts to implement curriculum internationalization in the foundation subjects in the six core business disciplines. The Faculty of Business and Economics at Monash, in encompassing five Australian and two offshore campuses and three families of degrees, presents both an opportunity and a challenge in implementing curricula change. The multicampus structure provides the opportunity, while the challenge is the number and geographic dispersion of the teaching staff, along with differing academic cultures. In this paper, we discuss organizational change as it accompanies the curriculum internationalization process, and the responses of the discipline-based teams to the curriculum internationalization objective. We identify significant staff and faculty issues requiring consideration in the change that accompanies curriculum development, such as the powerful effect of the traditional notion of academic autonomy, and the need for continued resources to support the changes.

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Section: Implementing Curriculum Internationalizationmentioning

confidence: 99%

Internationalizing the curriculum: the implementation experience in a Faculty of Business and Economics

Crosling

Edwards

Schroder

2008

Journal of Higher Education Policy and Management

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show abstract

“…Despite such attempts, many organisations have not achieved the anticipated results or have not experienced high performance (Jeuchter, Fisher & Alford, 1998). Analyses of sustained superior financial performance of certain American organisations have attributed their success to the specific cultures of the respective organisations (Deal & Kennedy, 1982;Flamholtz, 2001Lewis, 1994Ouchi, 1981;Peters & Waterman, 1982;Schlechter, 2001). Culture sets the boundaries by providing employees with a set of normative rules to regulate certain aspects of their behaviour which gives rise to attitudes, motivations and a sense of shared identity that contributes to organisations' effectiveness (Rollinson, 2005).…”

mentioning

confidence: 99%

Organisational culture and financial performance in a South African investment bank

2007

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Concern with the effectiveness, productivity, efficiency and excellence of organisations has served as a unifying theme of research on the management and design of organisations for more than a century. It has also motivated the writings of economists, organisation theorists, management philosophers, financial analysts, management scientists, consultants and practitioners. Empirical research has, however, not contributed to the development of a universal theory of organisational effectiveness. Another limitation has been that measures of effectiveness have often been based on a set of subjective measures (Lewin & Minton, 1986;Pounder, 2001).The entrance of new competitors into the financial services arena in South Africa during the past decade has had a profound effect on the banking industry. During the apartheid years when economic sanctions were imposed on the country, South African organisations were not overly concerned with internal effectiveness and price competitiveness, because the local environment was less competitive than at present as there were few multinational firms operating within the country (Marx, De Swart & Nortjé, 1999;Van der Post, De Coning & Smit, 1998). Since the first democratic elections new competitors have moved in and South African organisations have expanded their horizons internationally. This trend is also apparent in the investment banking sector. New models of management require managers in the banking industry to be more knowledgeable about their markets and also more competitive in how they approach them. In general, banks have not competed on the basis of cost and the margins of return on most banking products and services have been relatively small (ParadiseTornow, 1991). Whereas quality of service is a key differentiating factor for attracting and retaining customers, it appears that sound financial management is necessary to keep abreast of the competition (Marx et al, 1999).In order to achieve the desired level of financial performance, many organisations have restructured, merged, benchmarked, re-engineered, implemented total quality management programmes and introduced competitive staff benefits. Despite such attempts, many organisations have not achieved the anticipated results or have not experienced high performance (Jeuchter, Fisher & Alford, 1998). Analyses of sustained superior financial performance of certain American organisations have attributed their success to the specific cultures of the respective organisations (Deal & Kennedy, 1982;Flamholtz, 2001Lewis, 1994Ouchi, 1981;Peters & Waterman, 1982;Schlechter, 2001). Culture sets the boundaries by providing employees with a set of normative rules to regulate certain aspects of their behaviour which gives rise to attitudes, motivations and a sense of shared identity that contributes to organisations' effectiveness (Rollinson, 2005). No change will provide sustainable performance unless an organisation's culture and employees are fully prepared and aligned to support that change. Culture is what distinguishes tr...

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“…Zudem stellte er grafisch den Verlauf der Gesamtkapitalrentabilität (ROI) und der Umsatzrentabilität dieser 36 Vgl. Lewis (1994). 37 Vgl.…”

Section: Ergebnis Der Inhaltlichen Würdigungunclassified

Unternehmenskultur und Unternehmenserfolg: Stand der empirischen Forschung und Konsequenzen für die Entwicklung eines Messkonzeptes

Baetge

Schewe

Schulz

et al. 2007

Journal für Betriebswirtschaft

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Organizational Change: Relationship between Reactions, Behaviour and Organizational Performance

Cited by 29 publications

References 35 publications

Internationalizing the curriculum: the implementation experience in a Faculty of Business and Economics

Internationalizing the curriculum: the implementation experience in a Faculty of Business and Economics

Organisational culture and financial performance in a South African investment bank

Unternehmenskultur und Unternehmenserfolg: Stand der empirischen Forschung und Konsequenzen für die Entwicklung eines Messkonzeptes

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