Organizational Development Goes Digital: Applying Simulation to Organizational Change

Background:Change is an ongoing process in any organizations. Over years, healthcare organizations have been exposed to multiple external stimuli to change (eg, ageing population, increasing incidence of chronic diseases, ongoing Sars-Cov-2 pandemic) that pointed out the need to convert the current healthcare organizational model. Nowadays, the topic is extremely relevant, rendering organizational change an urgency. The work is structured on a double level of analysis. In the beginning, the paper collects the overall literature on the topic of organisational change in order to identify, on the basis of the citation network, the main existing theoretical approaches. Secondly, the analysis attempts to isolate the scientific production related to the healthcare context, by analysing the body of literature outside the identified citation network, divided by clusters of related studies. Methodology: This review adopted a quantitative-based method that employs jointly systematic literature review and bibliographic network analysis. Specifically, the study applied a citation network analysis (CNA) and a co-occurrence keywords analysis. The CNA allowed detecting the most relevant papers published over time, identifying the research streams in literature. Results: The study showed four main findings. Firstly, consistent with past studies, works reviewed pointed out a convergence on the micro-level perspective for change's analysis. Secondly, an organic viewpoint whereby individual, organization and change's outcome contribute to any organizational change's action has been found in its early stage. Thirdly, works reported change combined with innovation's concept, although the structure of the relationship has not been outlined. Fourth, interestingly, contributions have been limited within the healthcare context. Conclusion: Human dimension is the primary criticality to be managed to impede failure of the re-organizational path. Individuals are not passive recipients of change: individual change acceptance has been found a key input. Few papers discussed healthcare professionals' behaviour, and those available focused on technology-led changes perspective. In this view, individual acceptance of change within the healthcare context resulted being undeveloped and offers rooms for further analyses.

show abstract

“…The need of specific change's models for healthcare organizations [78,88,93,95,100,105] https://doi.org/10.2147/CEOR.S301169…”

Section: Discussionmentioning

confidence: 99%

Change and Innovation in Healthcare: Findings from Literature

Milella

Minelli

Strozzi

et al. 2021

CEOR

View full text Add to dashboard Cite

show abstract

“…The literature review highlighted the ubiquitous nature of change for organisations in the current uncertain and complex world of globalisation and new technologies. It was also clear that many firms continue to operate within their current, stable, business model of efficiency (Leavy, 2014;Lyons et al, 2011). This is especially true in regulated industries where long-run profitability is still possible through incremental innovation (Jackson & Leung, 2018;Leavy, 2014).…”

Section: Discussionmentioning

confidence: 99%

“…Change is a constant for contemporary organisations because of the influx of new technologies, globalisation and the ever-present challenge of competition. Despite this, rather than facilitate change, many organisations continue to operate with structures, processes and cultures that hinder progress for the sake of efficiency and stability (Kollenscher, Eden, Ronen, & Farjoun, 2017;Leavy, 2014;Lyons, Jordan, Faas, & Swindler, 2011;Uhl-Bien & Arena, 2018).…”

Section: Introductionmentioning

confidence: 99%

Enabling organisational ambidexterity: A leadership perspective

Bell

Hofmeyr

2021

South African Journal of Business Management

View full text Add to dashboard Cite

Innovation implies change that causes disruption. Ambidexterity is required to balance disruption and change with the counter side, stability, to enhance efficiency. This study set out to understand how the leadership of an organisation can ensure a focus simultaneously an explore logic, required for innovation, and the exploit functions that are needed for efficiency.Design/methodology/approach: This research sought to shed new light on how leaders manage the structural changes required within an organisation to support ambidexterity. It fits into the inductive research approach. A qualitative, exploratory study through semi-structured interviews was completed to enhance the understanding of this understudied phenomenon.Findings/results: The research builds on the current understanding of ambidexterity, different operating models, integration mechanisms and possible organisational structure to enable simultaneously explore and exploit. Respondents were able to suggest how organisations can utilise the ambidexterity continuum as a vehicle to understand the current organisational change logic and required future strategy. Practical implications:Based on the research findings, a model was conceptualised, which included the leadership capabilities required to deal with both existing core business and new venture processes and structures, as well as the integration of these disparate elements.Originality/value: The literature is not clear as to how leaders engender the changes required within the structure of organisations to enable ambidexterity. The research provides a framework that describes how organisations can balance the explore and exploit functions concurrently, as well as leadership capabilities required to achieve this.

show abstract