Tailor the message and change will happen? An experimental study of message tailoring as an effective communication strategy for organizational change

Haumer, Florian; Schlicker, Laura; Murschetz, Paul Clemens; Kolo, Castulus

doi:10.1108/jsma-08-2020-0207

Cited by 6 publications

(3 citation statements)

References 66 publications

(78 reference statements)

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“…The application of an open strategy is a key component in management, enhancing the efficiency and effectiveness of mining operations [13]. The collaborative aspect of open strategy connects stakeholders around the same aim of making the mining business successful [14], using multiple viewpoints, and producing a more inclusive vision of the organization's goals [9]. To improve efficiency and knowledge sharing, south African mining sector should be using an open approach for strategic planning [19], fostering common responsibility and collaboration [2], [15].…”

Section: Discussionmentioning

confidence: 99%

Mining Sector in South Africa: An Individual Perception on Open Strategy

Ward Gray,

Sreekala

2024

TIJAR

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This study aimed to investigate a positive approach to mining innovation and growth, as well as the effectiveness of open strategy as a practical solution to strategic management in South Africa. Through mixed-method research design, both qualitative and quantitative data analysis were performed using NVivo and SPSS software. The sampling frame included 20 interviews with highly knowledgeable participants and 205 online survey responses collected from participants established in medium to large size mining companies, shareholders, government /DMRE (Department of Mineral resources and Energy), MCSA (Mineral Council of South Africa), mines employees. The findings revealed that there was a statistically significant positive correlation between mining employee engagement and perceived advantages of open strategy (p<0.01), stakeholders' and workers' perspectives on open strategy, and how it may create transparency among them. Perceptions of open strategy have a significant association with the mining industry's ability for economic growth and job creation, as well as its relevance in ensuring organizational continuity. Many mines are ‘spreadsheet’ wealth driven. Most of which started with a plan and then been drawn into operational minutiae for the drive of self-sustaining operations-driven cash flow and losing sight of the strategic imperatives, with no or little reference to employee insights let alone anyone outside the organization. The open strategy calls on and seeks outside influence. Conclusively, this study gave relevant evidence that the mining industry should adopt an open strategy to increase worker participation, success, and economic growth while reducing false assumptions.

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Section: Discussionmentioning

confidence: 99%

Mining Sector in South Africa: An Individual Perception on Open Strategy

Ward Gray,

Sreekala

2024

TIJAR

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“…The messages delivered to each stakeholder to persuade them of the change were tailored around answering one question from their perspective: “what’s in it for me?”. Evidence from scientific literature on change management proves that tailoring messages to fulfil the needs of different types of audience improves their engagement [ 21 , 22 ].…”

Section: Discussionmentioning

confidence: 99%

ICD-11 Morbidity Pilot in Kuwait: Methodology and Lessons Learned for Future Implementation

Ibrahim

Al-Rashidi

Al-Salamin

et al. 2022

IJERPH

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This paper reports on the first ICD-11 morbidity pilot for inpatient discharges in a public general hospital. We detail the pilot methodology, lessons learned in terms of facilitators and challenges, physician-reported opinion, and considerations for future implementation. The pilot included: engaging stakeholders; selecting the setting; building a common understanding of the discharge process; evaluating and preparing IT infrastructure; ICD-11 training; small-scale pre-pilot testing; implementing the pilot while providing on-site support and collecting data for analysis including a brief user-experience survey. Overall, physicians were satisfied with the experience. Facilitators for success included national health system influence, leadership commitment, a multidisciplinary team approach, physician-tailored training, using social media for training, and providing on-site support. Challenges included potential IT problems, and difficulties relating to training and engaging physicians. Issues to consider include DRG system requirements, and comparability of ICD-11 pilot results from different countries. In conclusion, ICD-11 can be successfully implemented for documenting diagnoses by physicians in a public hospital by installing the coding tool on the electronic hospital information system. Pilots can improve ICD-11 content by using the online proposal mechanism. Implementing ICD-11 requires effective change management, stakeholder-tailored communication, and innovative ideas for training to match the electronic nature of ICD-11 and its potential new users, physicians.

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“…Additionally, message customization has different outcomes depending on the project's phase. (Haumer et al, 2021).…”

Section: Very Resilientmentioning

confidence: 99%

Resilience, Change Management, and Business Sustainability in the New Normal of the Selected PCAB-Accredited Companies

Polinar

Buntigao

Cabatingan

et al. 2023

IJMABER

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Amidst this global health pandemic, contractors are facing many challenges they never experienced before. With the widespread workplace changes, business sustainability has been in the spotlight. This descriptive-correlational-comparative research delved into resilience, change management, and business sustainability among the respondents of the selected PCAB-accredited contractors in Cebu City in 2022. The study's findings indicated that the respondents are very resilient, ready for change, and have a very positive note on business sustainability. The relationship between variables was shown in this paper, including the respondents' perceptions of the variables considered when grouped as officers and rank-and-file employees. The following conclusion is that even if the quantitative findings are on the higher end of the scale, more needs to be done to maintain them over a long period. Contractors must plan to be ready for any situation, even major disasters or unforeseen events. Making a crisis management strategy and business continuity dynamics will be very helpful for organizations. Additionally, the PCAB Contractors must be strong and resilient in times of unpredictability, complexity, ambiguity, and volatility to be ready for anything that may arise. To raise the levels of resilience, readiness for change management, and business sustainability among the staff of the chosen PCAB-registered construction enterprises in Cebu City, a thorough business continuity plan and business continuity dynamics were developed.

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Tailor the message and change will happen? An experimental study of message tailoring as an effective communication strategy for organizational change

Cited by 6 publications

References 66 publications

Mining Sector in South Africa: An Individual Perception on Open Strategy

Mining Sector in South Africa: An Individual Perception on Open Strategy

ICD-11 Morbidity Pilot in Kuwait: Methodology and Lessons Learned for Future Implementation

Resilience, Change Management, and Business Sustainability in the New Normal of the Selected PCAB-Accredited Companies

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