Reza Sheikh; Saeed Aibaghi Isfahani; Ehsan Lotfi
Abstract
Purpose - To promote knowledge about how the process of change and its performance is implemented, and the complex environment in which public organizations operate. Methodology - The combination of three government offices in Mashhad was selected for a case study. This integration was carried out in ...
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Purpose - To promote knowledge about how the process of change and its performance is implemented, and the complex environment in which public organizations operate. Methodology - The combination of three government offices in Mashhad was selected for a case study. This integration was carried out in an environment increasingly complicated by the progressive development of implementing the process. The main method of collecting data was interviewing managers who participated in organizational change. A total of 19 interviews were conducted. Interviews were coded using Atlas.ti software. Findings- Analyzes show that a high degree of complexity of the environment forces public organizations to adopt a planned approach from top to bottom, while the effectiveness of such an approach is limited to the simultaneous change of a complex environment. In addition, the routine change leadership activities is not sufficient to implement a change in a complicated environment. In order to overcome environmental dependence and maintain current trend in change process, public managers must be involved in leadership activities focusing on external environment. Innovation - The hypotheses can be further tested in future research and provides a basis for future research in the field of change management in public organizations. Focusing on the process and not paying attention just to the feedback of the process and the pre-process schema is the distinction of the present research
Abdolmajid Mosleh; Ahmad Allahyari Bouzanjani
Volume 24, Issue 77 , July 2015, , Pages 51-76
Abstract
This study aims to investigate the effect of internal market orientation on employee’s tendency to accept organizational change. The employees that are working in FARS science and technology parks (FSTP) are the sample study of this research. Based on this, the standard questionnaire was distributed ...
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This study aims to investigate the effect of internal market orientation on employee’s tendency to accept organizational change. The employees that are working in FARS science and technology parks (FSTP) are the sample study of this research. Based on this, the standard questionnaire was distributed among FSTP employees and data’s were gathered. Finally, the PLS method was used to investigate the hypothesis of this research. The results show that internal marketing has a positive and significant effect on employs tendency to accept organizational change. Also, reward systems and employs development, respectively, have more effect on employs tendency to accept organizational change. Furthermore, it was fund that internal communications hasn’t significant effect on employs tendency to accept organizational change.
Gholamreza Tavakoli; Majid Ramezan; Abbas Moayya
Volume 24, Issue 77 , July 2015, , Pages 153-169
Abstract
In today’s era Organizational Capacity for Change (OCC) is an important and strategic capability and a source of competitive advantage for organizations; therefore the strategic thinkers should go beyond the daily managerial processes and crises to focus on developing the capacity for effective ...
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In today’s era Organizational Capacity for Change (OCC) is an important and strategic capability and a source of competitive advantage for organizations; therefore the strategic thinkers should go beyond the daily managerial processes and crises to focus on developing the capacity for effective response to the environmental uncertainty. In this study 29 governmental organizations were surveyed. The level of Strategic Thinking and OCC in each organization was evaluated and the relationship between these two concepts was investigated by correlation test. In this research Liedtka’s model of Strategic Thinking and Judge’s model of Organizational Capacity for Change have been used. The results showed that organizations with higher level of Strategic Thinking have greater Capacity for Change. Furthermore, it was determined that there are positive and meaningful correlations between each element of Strategic Thinking (systems perspective, intent-focused, intelligent opportunism, thinking in time and hypothesis-driven) and OCC. The statistical analyses also demonstrate that there are positive and meaningful correlations between Strategic Thinking and both human capital and social infrastructure attributes of OCC.
