Organizational Transitions: Managing Complex Change.

Hamner, W. Clay; Beckhard, Richard; Harris, Reuben S.

doi:10.2307/2392592

Cited by 14 publications

(27 citation statements)

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“…The knowledge management theory (KMT) (Nonaka, 1994) and Beckhard and Harris (1987) provide theoretical underpinnings for this research. Though the change process has been explained by several models (such as Lewin, 1947;Kotter, 1995), we use Beckhard and Harris's (1987) model because it focuses on overcoming resistance to change, an important moderating variable in this study. The novelty of this study stems from the moderating effect of knowledge management in influencing the relationship between change management and employee productivity; we use KMT in this study.…”

Section: Theoretical Background and Hypotheses Development 21 Theoret...mentioning

confidence: 99%

“…As the business environment keeps changing, organizations need to invest resources to adapt to the changing requirements of the environment, failing which organizations become extinct (Al-Haddad and Kotnour, 2015;Burnes, 2011). Several researchers reported that change initiatives by most organizations fail partly because of ineffective change management practices and partly due to heavy resistance to change by employees (Appelbaum et al, 2017;Beckhard and Harris, 1987;Caldwell et al, 2008;Judson, 1991;Kotter and Schlesinger, 2008). Organizations and change agents wrestle to find ways of initiating and implementing changes and see how they foster employee productivity, performance and job satisfaction.…”

Section: Introductionmentioning

confidence: 99%

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Knowledge management and resistance to change as moderators in the relationship between change management and job satisfaction

Shaik,

Batta,

Parayitam

2023

JOCM

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PurposeThis research aims to explore the effect of change management on job satisfaction. A conceptual model involving knowledge management and resistance to change as moderators tested the relationships in the context of a developing country, India.Design/methodology/approachData from 413 respondents from four important sectors – healthcare, education, manufacturing and information technology – were collected from southern India. First, the psychometric properties of the survey instrument were checked, and then hypotheses were tested using Hayes's PROCESS macros.FindingsThe results indicate that change management significantly predicts employee productivity and job satisfaction. Further, employee productivity mediated the relationship between change management and job satisfaction. This study also found that the resistance to change (first moderator) and knowledge management (second moderator) interacted with change management to enhance employee productivity.Research limitations/implicationsThis study has several contributions to the practitioners and academic scholars. The study has limitations, which are inherent in survey-based research, of common method bias and social desirability bias. However, the authors have taken adequate care to minimize these biases.Originality/valueThe three-way interaction (moderated moderated-mediation) tested in this research uniquely contributes to the literature on change management. To the best of the authors’ knowledge, this moderated moderated-mediation has been tested for the first time in the context of a developing country, India, and provides valuable insights into the practicing managers and change agents in bringing successful change in organizations.

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Section: Theoretical Background and Hypotheses Development 21 Theoret...mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Knowledge management and resistance to change as moderators in the relationship between change management and job satisfaction

Shaik,

Batta,

Parayitam

2023

JOCM

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“…Model of planned change (unfreezing, changing, and freezing; Lewin, 1951) (Beckhard & Harris, 1987;Kotter, 1996) Corporate culture (Schein, 1999) Entrepreneurship and business culture (Casson, 1995); big hairy audacious goals (Collins & Porras, 1996) Team collaboration Group dynamics (forming, storming, norming, performing, and adjourning; Dass & Parker, 1999;Tuckman & Jensen, 1977) Workforce motivation Job characteristics theory (Hackman & Oldham, 1980); motivation-hygiene theory (Herzberg et al, 1959) In our cases described in Section 4, several firms delayed thinking about operations until late in their nailing stage. MediTech built a supply chain based on the superior technical capabilities of its suppliers, but the logistics of distance, and the asymmetric power between the tiny startup and its giant suppliers, doomed them to run out of money before they could develop and debug a viable prototype.…”

Section: Planning Changementioning

confidence: 99%

Operations for entrepreneurs: Can Operations Management make a difference in entrepreneurial theory and practice?

Fine

Padurean

Naumov

2022

Production and Operations Management

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Although entrepreneurship‐related papers have had some representation in Production and Operations Management (POM) over the past 30 years, the topic still seems a bit like a poor stepchild in the research of operations management (OM) scholars. Yet, entrepreneurship is important to the economy, and many schools are growing significantly their entrepreneurship programs and offerings but often without reference to or inclusion of operations courses. This paper is motivated by the question of the operations needs of new ventures and how they might differ from the needs of large, established firms. Toward that end, we review briefly the state of entrepreneurship scholarship in POM (and beyond), present our own (field‐based) research (and cases), and propose a framework for what we call “operations for entrepreneurs,” that we hope can be a basis for further productive research and curriculum development by the OM community.

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“…Hence, organizations need to be inventive in their turn toward digital activities. In addition, turning to digital activities, digital processes, and business models requires an organization to embark on a change journey, which is often more easily said than done (Kotter, 2008;Beckhard and Harris, 1987).…”

Section: Theoretical Framementioning

confidence: 99%

“…Change, innovation and digital transformation Organizational change and transformation are well-investigated topics (Kotter, 2008;Pasmore, 2015). Traditional models for change often present change as a planned process (Kotter, 2008;Beckhard and Harris, 1987). More recent literature leans more toward discussing change as dependent on entrepreneurial initiatives and innovative work (Shibata et al, 2019;Kodama and Shibata, 2014;O'Connor, 2008;Fredberg and Pregmark, 2018;Bartunek and Woodman, 2014), where capability building, learning and iterative processes are important (Worley and Mohrman, 2016;Pasmore, 2015).…”

Section: Responding To the Covid-19 Crisismentioning

confidence: 99%

Responding to the COVID-19 crisis: the rapid turn toward digital business models

Kronblad

Pregmark

2021

JSTPM

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Purpose The effects of the spread of COVID-19 across the world are devastating, both from a health and an economic perspective. However, we also see encouraging examples of collaborative and innovative initiatives, in society and in organizations. The purpose of this paper is to focus on initiatives related to digital business model innovation. The authors explore how organizational characteristics provide a variety of opportunities for digital responses to the COVID-19 pandemic and discuss the potential consequences for the speed of digital transformation in organizations and society. Design/methodology/approach In this paper, the authors analyze how organizations attempt to mitigate the negative effects of fighting COVID-19 using digital business model responses. The authors draw on a qualitative study where they have collected data from the retail and service industries. They have analyzed the data in relation to theory to better understand this ongoing phenomenon. Findings The authors have identified four categories of organizations (crisispreneurs, accelerators, endurers and thrivers). Each category faces different challenges and shows a different intensity in their digital transformation. The authors propose that the rapid turn toward digital business models will have enduring effects, as organizations have gained transformational capabilities that will remain, and that the digital trajectory has, as a result, changed forever. Originality/value The findings in this paper point toward new challenges for leaders and policymakers in terms of how to support initiatives and meet the needs of different categories of organizations while simultaneously being conscious of the potential societal effects of this rapid digital shift. The authors hope that this paper can be of value for managing this shock and learning how to adapt for the future taking certain aspects of current business models as the departure point.

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Organizational Transitions: Managing Complex Change.

Abstract: Complex Change online. Organizational change is a constant factor in the business world and ?Organizational transitions managing complex change-university of. Organizational transitions managing complex change.

Cited by 14 publications

References 0 publications

Knowledge management and resistance to change as moderators in the relationship between change management and job satisfaction

Knowledge management and resistance to change as moderators in the relationship between change management and job satisfaction

Operations for entrepreneurs: Can Operations Management make a difference in entrepreneurial theory and practice?

Responding to the COVID-19 crisis: the rapid turn toward digital business models

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