The five dimensions of change: an integrated approach to strategic organizational change management

Victor, Paul; Franckeiss, Anton

doi:10.1002/jsc.567

Cited by 9 publications

(13 citation statements)

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“…Industrial change success could also be the result of effective organizational change, Victor and Franckeiss (2002) postulated a cyclical process that outlines five principles necessary for an effective change as (1) need for flexiblestructured approach, (2) need for consistent leadership behavior with aspirations of the change, (3) ensure congruence at both business and change levels, (4) define and secure commitment through strategic interventions and (5) proactively manage organizational change by responding to "changing contingent circumstances". Empirical study conducted by Adenikinju and Olofin (2007) suggests that level of human capital; have a positive impact on growth in manufacturing, improvement in terms of trade and was found to have a beneficial impact on manufactures, but trade liberalization was insignificant, Akpan (2001).…”

Section: Determinants Of Industrial Change Successmentioning

confidence: 99%

Determining Industrial Change Effectiveness in Developing Countries: Focus on Ghana

Affum¹,

Wang²

2019

JESD

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Ghana continues to grapple with the most appropriate approach to change the structure of the economy to ensure sustainable economic growth that will lead to social stability, closing up of the income inequality gap, alleviation of poverty, expansion of the economy and development of the industrial as well as agricultural and services sector. This requires pragmatic policy initiatives that are robust and address fundamental challenges facing industrial Ghana. This kind of policy must be driven by industry to avoid information asymmetry problem which can lead to defeat of such policy tools from the onset. This paper, (conceptual) using literature approach, has established EKs successful industrial change model as a means to influence industrial change activities and to analyze industrial change effectiveness in Ghana. It has proposed that, an effective industrial change, which is fundamentally rooted on policy changes, requires several dimensions to ensure its success. The proposed model asserts that government and industry are the main participants in such a task. However, there are social factors and SMEs development factors that can equally ensure an industrial change succeeds. Similarly, although government should mainly contribute to ensuring the industrial sector is able to drive industrial success which is the result of total factor productivity, socioeconomic development and business expansion, government can equally contribute directly through SOEs and public-private partnerships (PPP). The paper therefore concludes that Government should collaborate with the industrial sector if this could be achieved.

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Section: Determinants Of Industrial Change Successmentioning

confidence: 99%

Determining Industrial Change Effectiveness in Developing Countries: Focus on Ghana

Affum¹,

Wang²

2019

JESD

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Section: Theories Framework and Modelsmentioning

confidence: 99%

“…As too many strategic change models are either too academic or too simplified for practical usage integrated approach based on five dimensions was developed by Victor and Franckeiss (2002). They argue that both future and organisational change cannot be easily defined, so change has to be managed proactively including five dimensions of integrated strategic change process (Victor & Franckeiss, 2002). The five dimensions of change is a cyclical model that effectively puts together all the aspects of strategic change within organisation and establishes leadership and communication as most powerful and crucial aspects of strategic change (Victor & Franckeiss, 2002).…”

Section: Theories Framework and Modelsmentioning

confidence: 99%

“…They argue that both future and organisational change cannot be easily defined, so change has to be managed proactively including five dimensions of integrated strategic change process (Victor & Franckeiss, 2002). The five dimensions of change is a cyclical model that effectively puts together all the aspects of strategic change within organisation and establishes leadership and communication as most powerful and crucial aspects of strategic change (Victor & Franckeiss, 2002). Due to many failures during strategy implementation process a lot of authors try to develop strategy implementation model that goes beyond organisational structure which is preferred dimension of formulating strategic change by many managers.…”

Section: Theories Framework and Modelsmentioning

confidence: 99%

“…A variety of change models described different concepts and perspectives that cannot be simply approaches (Victor & Franckeiss, 2002). The five dimensions model by Victor & Franckeiss (2002) proves as a robust cyclical framework that can be managed.…”

Section: Theories Framework and Modelsmentioning

confidence: 99%

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Strategic Change for Survival: A Case of Construction Company in Slovenia**

Šušteršič¹,

Vouldis²

2014

JCGIRM

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Ready-mix concrete business as the part of the procurement chain in the construction industry is strongly influenced by the economic and social situation in Slovenia. The financial crisis has revealed all the weaknesses and forced the industry into huge transition that left behind a mass of companies at the edge of survival. The purpose of this study is to investigate and examine the most appropriate strategic change framework with some proposals for the selected organization. After the analysis of current situation a desk research was made to explore different strategic change models. In the next stage the study adopted a quantitative methodology using self-completing questionnaire to collect relevant data about customer values and requirements and a qualitative methodology conducting a focus group interview among company's management team to evaluate most important strategic change issues. New mission, vision, and core values were developed as the core strategic elements of new approach. On the basis of selected strategic model new strategy was transformed into a set of managerial projects. Conclusions of the study confirm that ready-mix concrete production is a commodity business that competes mostly on price and quality on geographically small markets. However, further analysis demonstrates additional opportunities when customers are segmented into more specific groups in view of their core businesses and specialities. In addition to regular ready-mix concrete production for general use, there is a possibility to provide individually developed concrete based solutions. All presented findings and conclusions that constitute a new strategic approach contribute to long term company stabilization, competitive advantage and overall performance.

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Emotional intelligence and competitive advantage: examining the relationship from a resource‐based view

Voola

Carlson²,

West³

2004

Strategic Change

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Be the change that you want to see in the worldMahatma Gandhi (1869Gandhi ( -1948 ᭹ Leaders have an essential role in facilitating strategic change within organizations. As resistance to change is primarily an emotional reaction to change, the study of emotions and the emotional intelligence of the leader is of growing interest in modern organizations.᭹ From a strategic perspective, the process of how the emotional intelligence of a leader contributes to competitive advantage for an organization is unclear.᭹ Based on the resource-based view of the firm, this paper introduces a framework that links emotional intelligence to competitive advantage. Essentially, it is argued that emotional intelligence leads indirectly to competitive advantage by influencing the leadership capability necessary for implementing effective strategic change. ᭹In the current volatile business environment, it is argued that organizations possessing emotionally intelligent leaders will be more likely to obtain competitive advantage. Suggestions for organizations are discussed and directions for future research are also presented.

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The five dimensions of change: an integrated approach to strategic organizational change management

Cited by 9 publications

References 0 publications

Determining Industrial Change Effectiveness in Developing Countries: Focus on Ghana

Determining Industrial Change Effectiveness in Developing Countries: Focus on Ghana

Strategic Change for Survival: A Case of Construction Company in Slovenia**

Emotional intelligence and competitive advantage: examining the relationship from a resource‐based view

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