Navigating Organizational Change

Handbook of Social Media Management. Value Chain and Business Models in Chang-ing Media Markets, 2013

Global, fast-moving markets also require companies to provide increasingly flexible structures and thinking patterns. Transformation has become an omnipresent accompaniment of internationally operating companies. To survive successfully, companies must realign themselves to the market conditions at shorter and shorter intervals. The changes must be made rapidly and in a targeted manner without worrying the employees or bypassing the interests of stakeholders. The resulting demand placed on the company management is not only to constantly recheck and formulate the strategic milestones, but also to communicate these accordingly. Internal communication thereby plays a crucial role. It has served to pass on information to employees, e.g. through internal newsletters and company newspapers, in the past and has now, due to further features of computer-based systems, become even more important for the motivation of employees, their commitment to the company, and process optimization. The functions of social media platforms in a company also widen the scope of internal communication and offer potential for corporate management, particularly in relation to change management processes. This paper first addresses the classic change communication in organisations. It will tackle the theoretical issue of cooperation between communication professionals and general management and determine how it can be realized in a more efficient way. Using the example of Deutsche Lufthansa AG, it will present the challenges that arise for "classic" internal online communication in an internationally operating company and how these problems can be successfully mastered, particularly with regard to involving all the employees.

ASHE-ERIC Higher Education Report, 2001

Review of International …, 2009

Presently, enterprises are in a constant evolution because of the numerous organizational changes, fact that lead to a profound change in their operating conditions. In this context there are many visible changes in terms of structure, where there is a genuine crisis of the Taylorian-Fordian model. Therefore, one should find solutions for an organizational functioning different from the one that exist, in the sense of implementing a discontinuous operational control, of some projects, of quality certification actions or in the sense of creating situations favorable for the evolution of the competencies. These developments can refer to increasingly profound technological changes and determine different attitudes related to management tools used in the enterprise activity.

International Conference on Business and Economics - Hellenic Open University

The current study presents the driving sources and the challenges of the modern organizational environments. The New forms of communication, networking, the multicultural environment, and the structural issues in organizations as well as ethics are some of the challenges that the modern organizational environment deals with. We ask employees of different demographic background to evaluate all these new changes and challenges and we assess how people react towards these new characteristics. We also investigate how people believe organizations can integrate these new trends in compliance with an effective organizational performance. The use of the Conjoint Analysis and the scenario technique allow us to investigate and understand the significance of different characteristics or factors that influence the modern organizational environment and the coexistence of different generations in organizations. The Conjoint Analysis is a multidimensional analysis that can also provide informati...

International Journal of Advanced Computer Science and Applications, 2020

In this research, the evolution of change in an organization, due to continuous changes in the market, is disclosed in a qualitative and quantitative way. The changes developed in the organizational structure were aimed at the search for a flexible, dynamic and agile organization, which would allow adapting to the demands of increasingly informed customers, this engine of change called customer required the company to develop a flexible organizational structure. For this, the key concepts were reviewed, such as: systems, processes, activities, modeling and the use of the Systems Dynamics tool for the elaboration of the causal diagram and flow diagram, which allowed to identify, analyze and evaluate the variables that affected each stage of organizational change. The evolution of the change that the organization developed was carried out in an unplanned sequential manner, in the following stages: first a vertical organization, second an organization by processes, third a focused organization, fourth a modular organization and later a flexible organization, which allowed adapt to changes in customer orders, orders that each time increased in the characteristics of the product model, but decreased in quantities. The changes developed by the organization allowed to increase the response speed in order delivery by 43%.

Organization Science, 2003

Journal of Management Studies, 2020

A New Normal environment for business has emerged in the years after the 2008 financial crisis based on changes in economic, technological, demographic and sociopolitical factors. This combination of changes has created a New Normal environment for firms around the world with major implications for managers, strategists, and entrepreneurs alike. It has resulted in an environment with new challenges and opportunities that are considerably different from what firms had to contend with in the years previous. In this paper, we present these main changes that characterize the current New Normal business environment and highlight some key implications for strategy and management. Then, we present the nine articles in this special issue dealing with different dimensions of this new environment for firms. Subsequently, we outline some future research questions that could help to advance our knowledge of the New Normal environment and its implications for firms and management theories. In examining the New Normal, it is important to be reminded that the world is indeed round and even small actions on one side of the globe can have a major impact on organizations on the other side of the globe.

Vilakshan - XIMB Journal of Management

Purpose This study aims to offer a strategic management response to societal disruptions of the magnitude triggered by the agricultural, industrial and information revolutions. These pose challenges that are much greater and different in kind than the industry-wide disruptions that businesses have learned to manage. Pandemics, climate change, biotech and artificial intelligence guarantee that such societal disruptions will be an inescapable and recurring reality. Design/methodology/approach The paper builds on the strategic management responses to wicked problems, which possess in microcosm the chaotic ambiguity that characterizes societal disruptions. Findings The authors propose a management process that affirms a sense of identity, identifies robust actions, adopts a real-options approach and uses a platform organization. Research limitations/implications The primary limitation is that the recommendations and findings are extrapolations of organizational practices in analogous si...

2016

Organizational fields undergo upheavals. Shifting industry boundaries, new network forms, emerging sectors, and volatileecosystems have become the stuff of everyday organizational life. Curiously, profound changes of this sort receive scant attention in organization theory and research. Researchers acknowledge fieldwide flux, emergence, convergence, and collapse, but sidestep direct investigations of the causes and dynamic processes, leaving these efforts to political scientists and institutional economists. We attribute this neglect to our field’s philosophical, theoretical, and methodological fealty to the precepts of equilibrium and linearity. We argue that ingrained assumptions and habituated methodologies dissuade organizational scientists from grappling with problems to which these ideas and tools do not apply. Nevertheless, equilibrium and linearity are assumptions of social theory, not facts of social life. Drawing on four empirical studies of organizational fields in flux, ...

Journal of Management and Science

Globalisation and disruptive changes have made the organizations realize the need and importance of leadership in turbulent times. The frenetic pace of change, significant growth in technology, scarcity of resources and changing business models pose immense challenges to the organisations to keep competitive. One critical factor for the success of organisations in such times is the capability of the leader at the helm of affairs. This paper is based on findings from Consultancy Service industry and Information Technology Enabled Services (ITES) industry, which were evaluated through appropriate statistical techniques (surveys and factor analysis) to find out the critical individual capabilities one should build and inculcate to be an effective leader in turbulent times. The findings suggest that to effectively lead through turbulence a leader will need to be authentic and set directions for others in the team. The leader who can adapt, use analytical and innovative thinking during t...

Academy of Management Proceedings

Today's workplace is undergoing dramatic shifts due to the growth of Millennials within the workforce and the insertion of their ideals, values, and identity in organizations. This paper explores the workplace profile of Millennials, their use of technology, their workplace engagement, and the ultimate impact they have on organizational success. "Group life is never without change, merely differences in the amount and type of change exist" (Lewin, 1947a, p.308). All groups, systems, and organizations exist in a world that is continuously impacted by circumstances, internal or external, that drive change (Brown & Eisenhardt, 1997; Burnes, 2004; Marshak, 2006). Changes in personnel, resources, leadership, the economy, goals, business models, laws, consumer behavior, environment, and competition can trigger change in an organization. Tomorrow's success for today's companies depends on how these companies develop and respond to change on a global scale. Companies that embrace Millennials, born between 1982 and 2000 (Howe & Strauss, 1991), as an active part of their organization's development are most positioned for tomorrow's success. Organizational development (OD) has emerged as the field of study that examines change in organizations through a variety of frameworks and theories (Burke, 2008; Marshak, 2006). Although many of the OD frameworks and theories compete for status, the body of knowledge that defines OD seeks to explore universal principles through which groups, systems, and organizations succeed or fail (Burke, 2008; Marshak, 2006; Maurer, 2006). The purpose of this paper is to advocate that companies in which Millennials are embraced as an active part of the organization's development are most positioned for future success. Organizational Development OD is synonymous with change management, with most OD practitioners engaged in the strategic planning of an organization, directing change (Marshak, 2006; Schein, 2008). For many practitioners, the work of OD builds on Lewin's model for a planned approach to change that consists of three steps: unfreezing, movement, and refreezing (Burke, 2008). Unfreezing is considered the ratification of complacency and the realization that change is needed in an organization (Burke, 2008; Burnes, 2004; Lewin, 1947b). The unfreezing of an organization produces the initial behavioral conditions of a group that are necessary for the second step of the model, movement (Burnes, 2004; Burke, 2008; Lewin, 1947b). Movement is change, as it requires the learning, identification, and evaluation of new forces (attitudes, skills, knowledge, and or attributes) that will thrive in the changed environment (Burnes, 2004; Burke, 2008). Once these new forces are established, the third step of the model, refreezing, becomes possible. Refreezing (or freezing) is the sustention and the stabilization of a change in culture, standards, strategies, and practices of an organization (Burnes, 2004; Burke, 2008; Lewin, 1947b). However, there are varying perspectives in OD on change and its management (Burnes, 2004; Choi & Ruona, 2011). There are several alternative constructs on change management, one dominating perspective being a culture-excellence construct (Burnes, 2004).

Academy of Management Journal, 1980