Organizational readiness for change: an inherent concern for Indian small and medium enterprises (SMEs)

Budhiraja, Sunil

doi:10.1108/dlo-09-2018-0118

Cited by 17 publications

(29 citation statements)

References 4 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Historically, employees' task performance remained an important element of employees' performance over their contextual performance (Yuliansyah et al, 2019); but in a post-merger setup, studies around employees' emotional resilience (Khan et al, 2020) and other psychological aspects (Lizar et al, 2015) have begun to accelerate. For example, some scholars have already established that post-mergers HR challenges for organizations revolve around employees' resistance to change (Dorling, 2017), overcoming feeling of alienation (Bansal, 2017) and employees' readiness to change (Budhiraja, 2019). It is, therefore, important that organizations and employees, during post-merger phase, should not confine themselves merely to enhance employees' task performance and organizational readiness to change while ignoring employees' readiness to change and their contextual performance (Budhiraja, 2020).…”

mentioning

confidence: 99%

Can continuous learning amplify employees' change-efficacy and contextual performance? Evidence from post-merger Indian organization

Budhiraja

2021

IJM

Self Cite

View full text Add to dashboard Cite

PurposeContinuous learning has been referred to as an integral phenomenon of learning organization. While a range of studies have associated continuous learning with employee performance; understanding of this relationship remains underdeveloped in the context of mergers and acquisitions. The present study investigates the relationship among continuous learning, change-efficacy and contextual performance of employees working with a recently merged bank and further explores the mediating role of employees' change-efficacy in relationship between continuous learning and contextual performance of employees.Design/methodology/approachA research model with underlying hypothesis is proposed by drawing upon the theory of transformative learning, social cognitive theory and theory of change management. Cross-sectional data was collected from bank employees undergoing integration in a post-merger phase.FindingsThe findings of the study suggest that continuous learning influences employees' change-efficacy and change-efficacy significantly mediates the relationship between continuous learning and contextual performance of employees. The empirical association drawn from the variables has been recognized by extant research as a brighter manifestation of learning organizations.Research limitations/implicationsThe research is undertaken in a large Indian bank and the analysis is based on cross-sectional data which may not be generalized across a broader range of sectors and international environment.Practical implicationsThe findings of the study have a potential to help HR practitioners to utilize continuous learning in change management by enhancing contextual performance of employees post-mergers and acquisitions.Originality/valueThe study is one of its kinds in a post-merger setup which captures the outcomes of continuous learning by either confirming or extending the existing theories.

show abstract

mentioning

confidence: 99%

Can continuous learning amplify employees' change-efficacy and contextual performance? Evidence from post-merger Indian organization

Budhiraja

2021

IJM

Self Cite

View full text Add to dashboard Cite

show abstract

“…Readiness to changes operationally defined as an individual's beliefs, attitudes, and intentions in implementing and managing existing changes. Whereas the measurement of variables are organizational culture, organizational infrastructure, commitment and management resources, and communication climate (Al-Balushi et al, 2014;Antony, 2014;Budhiraja, 2019;Uluskan et al, 2018;Vakola, 2014).…”

Section: Methodsmentioning

confidence: 99%

“…An individual's readiness to change is a critical success factor because the organization only changes and acts through its members, and even the most collective activities that occur within the organization are the result of the merging of the activities of organizational members (Vakola, 2014). At the organizational level, readiness to change refers to the joint commitment of members of the organization to implement change and shared beliefs in their collective ability to do so (Budhiraja, 2019). So, it can be concluded that readiness to change is an individual's beliefs, attitudes, and intentions in implementing and managing existing changes.…”

Section: Readiness To Changementioning

confidence: 99%

Dynamic Capabilities for SME’s: Ready to Change and Cloud Service Role Toward Digital Business

Suhendi¹,

Nugroho²,

Yahya³

et al. 2020

Proceedings of the 17 Th International Symposium on Management (INSYMA 2020)

View full text Add to dashboard Cite

The digital age is an exciting era for technology and business. In this era, all business sectors change from manual to digitalization in their operations, including the Small Medium Enterprises (SMEs). Digitalization is required to survive and sustainable competitive advantages. The biggest challenge being faced by SMEs is how to increase the accessibility of SMEs to go digital and improve the capabilities of SMEs, so their products can compete with foreign products. In Indonesia, some SME players already applied digital business for selling their products. Some of the players have their own startup, website, or application. Meanwhile, some of them rely on social media, either Facebook, Instagram, Twitter, WhatsApp, or LinkedIn. Some SME players in Indonesia have skills in technology; unfortunately, they use the computer only as a business tool, not as communication or marketing medium. Digital business application in Indonesia is shown by The global innovation Index 2017, whereby Indonesia was ranked 87th out of 127 countries in digital innovation. The digital innovation here includes digital advertising and communication by the SME players.

show abstract

“…As a concept in organizational level, readiness to change refers to the joint commitment of organizational members in implementing change. It is also a shared belief in their collective ability to change (Budhiraja, 2019). Thus, readiness to change is an individual's belief, attitude, and intention in implementing and managing change which refers to the joint commitment of organizational members.…”

Section: Literature Reviewmentioning

confidence: 99%

“…In this research, to measure the level of digital ecosystem realization in SMEs, it involved the dimensions of digital technology, institutional entrepreneurship, and online social capital (Wu & Chen, 2018 (Gnizy et al, 2014;Hernández-Linares et al, 2021;Oliva et al, 2018;Park et al, 2018;Rehman & Saeed, 2018;Tallott & Hilliard, 2016). The dimensions to measure readiness to change include organizational learning, organizational infrastructure, commitment and management resources, and communication climate (Al-Balushi et al, 2014;Antony, 2014;Budhiraja, 2019;Vakola, 2014). Furthermore, the dimensions for measuring agile leadership include: shares responsibility, effective recognition problems and making decisions, adaptive systems, and flexible structure (Denning, 2018;Perker et al, 2015;Sanatigar et al, 2017).…”

Section: Measurement and Analysismentioning

confidence: 99%

Strengthening digital ecosystem for SMEs through readiness to change and agile leadership

Rozak

Adhiatma

Fitriati

2021

JSB

View full text Add to dashboard Cite

Purpose: This study aims to describe and analyze the relationship between readiness to change and agile leadership on the dynamic capabilities of SMEs. Furthermore, this study also examines the effect of dynamic capabilities in strengthening the digital ecosystem of SMEs. Design/methodology/approach: The data used in the study are collected from 250 SMEs through structured questionnaires. This study analyzes three hypotheses using structural equation modeling. Findings: The results of the study show that readiness to change and agile leadership can improve the dynamic capabilities of SMEs. The improved dynamic capabilities of SMEs are proven to be able to strengthen the digital ecosystem in SMEs. The results of this study are expected to contribute to SMEs in strengthening the growth of the digital economy in Indonesia. Research limitations/implications: This research has several limitation aspects, the research design is cross-sectional, and the research design cannot ensure that the causal relationship is specified in the hypothesis; in fact, the results tend to be consistent with theoretical reasoning. This study analyzes dynamic capabilities, a more specific approach may be needed to be able to fully utilize each process for the realization of a digital ecosystem. Another limitation, this study only examines the direct effect between a penchant for change and agile leadership on the capabilities of SMEs. Then test the direct influence between dynamic capabilities on the realization of a digital ecosystem. Practical Implications: The implication of the results of this research for management is as a literature on efforts to strengthen the digital ecosystem for SMEs through dynamic capabilities formed fro readiness to change and agile leadership. SME entrepreneurs must realize that change is a necessity along with the development of society and technology so that readiness to change becomes veri important. Besides, SME entrepreneurs are also required to have an agile leadership spirit so that they can guide and influence their team in achieving targets and solving problems properly. Originality/value: This study focuses on change readiness and agile leadership in relation to the dynamic capabilities of SMEs that can ultimately shape digital ecosystems. the results of this study provide additional empirical evidence for areas of research where there are few studies exist.

show abstract

Organizational readiness for change: an inherent concern for Indian small and medium enterprises (SMEs)

Cited by 17 publications

References 4 publications

Can continuous learning amplify employees' change-efficacy and contextual performance? Evidence from post-merger Indian organization

Can continuous learning amplify employees' change-efficacy and contextual performance? Evidence from post-merger Indian organization

Dynamic Capabilities for SME’s: Ready to Change and Cloud Service Role Toward Digital Business

Strengthening digital ecosystem for SMEs through readiness to change and agile leadership

Contact Info

Product

Resources

About