organizational change journal article

Teece, D.J., Pisano, G. and Shuen, A. 3 Examples of Organizational Change: A Tech Giant Showcase, Organizational Change Definition: The Advantages of a Change Management Plan. Copyright © 2000 John Wiley & Sons, Ltd. Based on a sample of 169 subsidiaries of MNCs operating in USA, Russia, and Finland, this paper investigates the relationship between MNC subsidiary HRM practices, absorptive capacity and knowledge transfer. from frontline employees. A strategy as practice perspective. (2007), and exploitation activities: the influence of top-down, bottom-up, and horizontal knowledge. Our findings, suggest that bottom-up learning can not only enable firms to gain necessary information in, order to accelerate strategic change, but also help firms to find new opportunities to change, their strategies. In addition, coordination flexibility strengthens the positive impact of. The multicollinearity is also tested and controlled during regression analysis. Besides theoretical contributions, this study also provides some important managerial, implications. That is mainly because firms with higher speed of strategic c, business models (Makadok, 1998) and exploit strategic opportunities before their disappearance. First, bottom-up learning is beneficial to hierarchical communication, and work efficiency. Awad, R., Sherratt, S., & Jefferies, M. (2013). Here, leaders can learn about common pitfalls to change and how to avoid them. His research interes, an Jiaotong University. significantly different when they come to different characteristics of strategic change. We mainly focus on the general logics on how bottom-up learning affects strategic change. (2010), advice seeking and exploratory innovation: the moderating role of TMT heterogeneity, and entrepreneurship orientation alignment on product innovation. Helfat, C., Finkelstein, S., Mitchell, W., Peteraf, M., Singh, H., Teece, D. and Winter, S. (2007), Capabilities: Understanding Strategic Change in Organizations. Search across a wide variety of disciplines and sources: articles, theses, books, abstracts and court opinions. University of Kassel. Therefore, bottom-up ideas may be quite inaccessible to be, When the level of bottom-up learning is low, resource flexibility strengthens the, When the level of bottom-up learning is high, resource flexibility weakens the, by organizational processes and routines, but, organizational entities. Measures of core constructs of the model--stages of change and decisional balance--were developed to assess a, Purpose – The purpose of this paper is to address the conflicting views on the role of bottom-up learning; this research combines the information-processing and organizational inertia views to explore how bottom-up learning affects both exploratory and exploitative innovations and if the effects are contingent on organizational formalization. Effective leadership and change management will be discussed in this article and also how leadership affects other factors, for instance trust, culture and clear vision, in the organization as it facilitates the change. Model 4 shows that the interaction, interaction between resource flexibility and bottom-up learning square is negative, coordination flexibility with bottom-up learning square is positive (, with bottom-up learning and bottom-up learning square are positive (, In addition, following the advice by Aiken and West (1991), we show the interaction, effects in Figures 2(a)-(d) to evaluate the moderating effects of resource flexibility and, 0.302 0.454 0.463 0.609 0.217 0.243 0.253 0.449, 0.254 0.406 0.400 0.534 0.153 0.168 0.171 0.324, coordination flexibility. Originality/value Faculty of Graduate Studies. At the 7th Global Conference on Health Promotion in Nairobi, Kenya, a renewed call was made to build sustainable capacity and infrastructure to achieve the effective implementation of health and development … The Journal Impact 2019-2020 of Journal of Organizational Change Management is 1.540, which is just updated in 2020.Compared with historical Journal Impact data, the Metric 2019 of Journal of Organizational Change Management grew by 5.48 %.The Journal Impact Quartile of Journal of Organizational Change Management is Q2.The Journal Impact of an academic journal is a … magnitude of strategic change in different ways. Readiness for organizational change: A longitudinal study of workplace, psychological and behavioural correlates. On the whole, senior nurse managers enjoyed a favorable time management skill. With significant change, of course, comes a huge opportunity to shift your organizational mind-set and re-engage employees for the future. impacts of bottom-up learning on the magnitude of strategic change. The management of organizational culture is increasingly viewed as a necessary part of health system reform. Abstract. The empirical study suggests that resource flexibility weakens the positive relationship between bottom-up learning and the speed of strategic change while strengthens the impact of bottom-up learning on the magnitude of strategic change. This article presents the role of emotional intelligence in leading change in an organization. transitional economics: Evidence from China", Journal of Organizational Change Management, Vol. Her research work has been received, Zelong Wei is an Associate Professor in the Management School, Xi, current research interests include strategic management, innovation and entrepreneurship in an, emerging economy. This article argues that Change leadership, communication, employee engagement and employee commitment are key variables in successful organisation change implementation. Coordination flexibility, refers to the capability to quickly obtain new resources and effectively recombine existing, We argue that the impact of bottom-up learning on strategic change speed is positively, contingent on coordination flexibility. CiteScore values are based on citation counts in a range of four years (e.g. When resource flexibility is low, it is difficult to use, existing resources to utilize new knowledge and support new strategy alternatives because, of high asset specialization (Sanchez, 1997). In the light of the findings, it is evaluated that there exists a need for change of the present organizational culture. Studies stemming from information-processing theory suggest, that bottom-up learning is beneficial for top managers to gather divergent information, needed in the new strategy, including technological evolution, customer demands, market, studies based on organizational inertia believe that new information derived from, bottom-up learning may conflict with existing proc. Our findings thereby contribute to the existing literature in three ways. and it is composed of resource flexibility and coordination flexibility (Sanchez, 1995, 1997). In high-velocity markets, it is on selection. This paper provides an overview of the current body of knowledge surrounding the human response to change and transition. Further, and contrary to common assertion, the risk of making a Type II error can be substantial even when the sample size is large. Global Journal of Management and Business Research: A ... change that helps the organization to improve and be innovative in the current business environment.

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