The influence of organizational culture on attitudes toward organizational change

Rashid, Zabid Abdul; Sambasivan, Murali; Rahman, Azmawani Abdul

doi:10.1108/01437730410521831

Cited by 176 publications

(53 citation statements)

References 31 publications

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“…This is highly problematic, as research clearly emphasises peoplerelated issues to be the primary reason for the failure of organisational change efforts (Atkinson, 2005;Cartwright & Cooper, 1994;Chawla & Kelloway, 2004;Karp, 2004; Roxburgh, 2003;Smith, 2005a;2005b;Rashid, Sambasivan & Rahman, 2004;Vakola et al, 2004;Worrall & Cooper, 2004). Aggravating this problem even further, is the fact that existing research on the people aspects of organisational change has to some extent also neglected a focus on the micro-level of organisational change (Vakola et al, 2004, p. 88) − that is, the individual − who is the focus of logotherapy.…”

Section: Rationale or Value-add Of The Studymentioning

confidence: 98%

Exploring a model for finding meaning in the changing world of work (Part 3: Meaning as framing context)

2013

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Orientation: This article, the final in a series of three papers, locates organisational change, specifically within the context of individuals' experience of 'meaning', as conceptualised in Viktor Frankl's logotherapy. Research purpose:The purpose of this theoretical paper is to investigate the context of meaning in organisational change by exploring the relationship between meaning and change.Motivation for the study: Although literature on change management is available in abundance, very little research has been focussed on the micro-level issues pertaining to organisational change, and virtually no research relating to the 'existential meaning' context of such change could be found.Research design, approach and method: The study was conducted by means of a review of literature, guided by the theoretical perspectives of logotherapy.

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Section: Rationale or Value-add Of The Studymentioning

confidence: 98%

Exploring a model for finding meaning in the changing world of work (Part 3: Meaning as framing context)

2013

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“…This finding is in accordance with previous results suggesting that implementing new methods, models or practices in mental healthcare or healthcare is typically difficult [15,[22][23][24][25] . According to Rashid et al, it is important to understand the organizational culture before initiating projects towards change [57] . The cultural characteristics identified prior to the implementation process indicated that Ward 1, 2 and 4 were characterized by flexibility, cohesion and belongingness -a cultural profile that is beneficial to implementation processes, according to Carlström and Ekman [58] .…”

Section: Discussionmentioning

confidence: 99%

The process of implementing a new working method - a project towards change in a Swedish psychiatric clinic

Alverbratt

Carlström

Åström

et al. 2014

JHA

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The implementation of evidence-based methods in hospital settings is difficult and complex. The aim of the present study was to highlight the implementation process concerning a new working method, i.e. a new assessment tool, based on the International Classification of Functioning Disability and Health (ICF), among psychiatric nursing staff on five participating wards at a Swedish county hospital. Descriptive, qualitative data were collected through focus group interviews pre-and post-implementation. Data were analysed using directed content analysis, guided by Normalization Process Theory (NPT). The results revealed that just one of the five participating wards met the criteria for a successful implementation process. The results confirm previous studies showing the difficulty of implementation. Although participants agreed with the intention of the model, they were reluctant to apply it in practice. The implementation process seemed to be influenced by factors such as: time pressure; heavy workload; stress; lack of routines in using the tool; lack of nursing staff; as well as cultural characteristics and resistance to change.

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“…The resistance to change are sometimes enveloped in the "dealignment" between the organizational objectives and those of the employee, the outlook of the employee and his/her perception of the foci of the institution and the role(s) he plays in that position, and resistance to change owing to personality traits. In addition to the individualized culture of the people in the organization, there is a different organizational culture that is formed in institutions that play a key role to the change process (Pool, 2000;Ahmed, 1998;Silvester & Anderson, 1999;Rashid et al, 2003). Yukl outlines that in understanding the change process one should examine some of the theories such as Lewin's force-filed model.…”

Section: Changementioning

confidence: 99%

Leadership in Organizations-A Book Review

Bourne¹,

Smith-Sherwood²

2018

CSM

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The influence of organizational culture on attitudes toward organizational change

Abstract: This study investigates the influence of organizational culture on attitudes toward

Cited by 176 publications

References 31 publications

Exploring a model for finding meaning in the changing world of work (Part 3: Meaning as framing context)

Exploring a model for finding meaning in the changing world of work (Part 3: Meaning as framing context)

The process of implementing a new working method - a project towards change in a Swedish psychiatric clinic

Leadership in Organizations-A Book Review

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