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Organizational Transformation (organizational + transformation)
Selected AbstractsPUBLIC SECTOR REFORM IN DUTCH HIGHER EDUCATION: THE ORGANIZATIONAL TRANSFORMATION OF THE UNIVERSITYPUBLIC ADMINISTRATION, Issue 1 2007HARRY F DE BOER During the past few decades traditional state-centred governing arrangements have been critiqued and replaced by alternative modes of governance. Higher education is one of the public sectors where such shifts in governance have been seen. As a consequence of the reshuffling of authority and responsibilities across the different levels in Dutch higher education, universities as organizations have become important foci of attention in the system's coordination. The main question addressed in this article is to what extent we can speak of an organizational transformation of Dutch universities. Based on conceptual ideas from researchers such as Greenwood and Hinings (1996), Ferlie et al. (1996), and Brunsson and Sahlin-Andersson (2000), we use a framework that focuses attention on the concepts of the construction of identity, hierarchy and rationality to systematically analyse the various aspects of transformations of professional organizations. [source] "Shaking Out the Mat": Schism and Organizational Transformation at a Mexican Ark of the VirginJOURNAL FOR THE SCIENTIFIC STUDY OF RELIGION, Issue 2 2003Miguel C. Leatham The apocalyptic Marian colony of Nueva Jerusalén, Mexico suffered a violent schism in 1982, marking a turning point in the history of the sect. The rift resulted in a major organizational transformation and helped to establish the centralized system of authority now observable in the colony. This article examines the ideological and structural factors that promoted the schism. A succession crisis, caused by the death of a Marian apparition seer, precipitated schismatic activity as dissidents struggled to block the charismatic leader's attempts to revise the sect's authority structure and identity. At the same time, the prophet escalated tensions by reframing the conflict as a commitment test. Wallis's theory of structural opportunity for schism is used to show how the conflict grew out of long-standing interest groups and ambiguous authority arrangements in the colony. [source] Stages of Organizational Transformation in Transition Economies: A Dynamic Capabilities ApproachJOURNAL OF MANAGEMENT STUDIES, Issue 3 2010Sarah E. A. Dixon abstract How do organizations previously dominated by the state develop dynamic capabilities that would support their growth in a competitive market economy? We develop a theoretical framework of organizational transformation that explains the processes by which organizations learn and develop dynamic capabilities in transition economies. Specifically, the framework theorizes about the importance of, and inter-relationships between, leadership, organizational learning, dynamic capabilities, and performance over three stages of transformation. Propositions derived from this framework explain the pre-conditions enabling organizational learning, the linkages between types of learning and functions of dynamic capabilities, and the feedback from dynamic capabilities to organizational learning that allows firms in transition economies to regain their footing and build long-term competitive advantage. We focus on transition contexts, where these processes have been magnified and thus offer new insights into strategizing in radically altered environments. [source] Organizational Transformation in Transition Economies: Resource-based and Organizational Learning PerspectivesJOURNAL OF MANAGEMENT STUDIES, Issue 2 2003Klaus Uhlenbruck ABSTRACT The capitalist and socialist societies of the twentieth century assigned firms different roles within their economic systems. Enterprises transforming from socialist to market economies thus face fundamental organizational restructuring. Many former state-owned firms in the transition economies of Central and Eastern Europe have failed at this task. These firms have pursued primarily defensive downsizing, rather than strategic restructuring, as a result of both internal and external constraints on restructuring strategies. Building on the organizational learning and resource-based theories, we analyse strategies available to management in privatized, former state-owned enterprises in transition economies to restructure their organization. Both internal forces promoting or inhibiting the restructuring process, and external constraints arising in the transition context are examined. A model and testable propositions are developed that explain post-privatization performance. Implications of our research point to the ways in which firms should manage and develop their resource base to transform to competitive enterprises. [source] Institutional Change and the Social Sources of American Economic Empire: Beyond Stylised FactsPOLITICAL STUDIES REVIEW, Issue 1 2007Leonard Seabrooke The three volumes commented on here present some of the very best political economy and economic sociology scholarship on change within the US economy, as well as US-led changes in the international political economy. This review article seeks to identify the key contributions made by these works and how they improve our understanding of institutional change within the US economy. At a time when international relations and political science is populated by critiques of US empire, this article submits that understanding the ,economic taproot' of US power is essential in exposing its enduring character and weaknesses. Gourevitch, P. A. and Shinn, J. J. (2005) Political Power and Corporate Control: The New Global Politics of Corporate Governance. Princeton NJ: Princeton University Press. Sinclair, T. J. (2005) The New Masters of Capital: American Bond Rating Agencies and the Politics of Creditworthiness. Ithaca NY: Cornell University Press. Whitford, J. (2005) The New Old Economy: Networks, Institutions, and the Organizational Transformation of American Manufacturing. Oxford: Oxford University Press. [source] Information Technology, Organizational Transformation and Productivity Growth: An Examination of the Brynjolfsson,Hitt PropositionASIAN ECONOMIC JOURNAL, Issue 1 2010Ky-hyang Yuhn O31; O32; O33 This study investigates what happened to productivity growth during the Information Technology (IT) revolution in an IT-driven economy, Korea. To this end, we have decomposed the source of productivity growth into technological change, technical efficiency and scale economies using a stochastic frontier function and examined how the composition of productivity growth has changed with different phases of IT developments. We have used panel data that is comprised of 4022 firms from 1996 to 2000. We have found that Korean firms have been quick to embrace organizational restructuring to adapt to a new business environment brought about by IT, which seems to be the major source of the success of Korean firms. We have also found that: (i) there is no substantial difference in productivity gains between IT-producing firms and IT-using firms; (ii) productivity growth is more robust to business cycles in an IT-driven economy than in the traditional economy; and (iii) efficiency improvement attributed to organizational transformation plays a greater role in productivity growth as IT applications become more widespread. [source] The Climate for Transformation: Lessons for LeadersCREATIVITY AND INNOVATION MANAGEMENT, Issue 1 2007Scott G. Isaksen This article reports insights for organizational leaders based on a series of case studies describing the use of the Situational Outlook Questionnaire as a tool to assist them with their transformation efforts. Leaders often assert the need to change their organizational cultures. This article seeks to clarify and differentiate culture from climate, and then focus on what leaders can do to transform their climate by applying a deliberate assessment tool. As the case studies illustrate, making organizational transformation happen is best approached through a systemic or ecological approach. This approach includes considering the people involved, the methods deployed, the desired outcome of the change as well as the context within which the transformation occurs. The broadest concept within this framework is context, which includes both culture and climate, among other things. Since context is key to initiating and sustaining transformation, emphasis on the leader's role in climate creation will be provided. [source] How a leading medical lab accrediting organization has achieved breakthrough improvement with transformational leadershipGLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 4 2010Tammy Roberts COLA, a leading clinical laboratory accreditation organization, faced a rapidly contracting market and worsening financial performance but was paralyzed by outmoded systems and a vision and mind-set hamstrung by attachments to past success. In an eight-year journey, leaders and staff learned to create transformative change in themselves and on key organizational fronts, subsequently generating breakthrough improvements in performance that have set COLA on a new path to success. The authors discuss the key cornerstones of transformational change; a model of transformational leadership; and the transformation cycle COLA used to integrate these with strategic/business planning, execution, and performance monitoring. They also describe COLA's key initiatives,including governance, leadership and culture, performance measurement, sales and marketing, research and development process, and IT,and present evidence of a robust business and organizational transformation at COLA. © 2010 Wiley Periodicals, Inc. [source] "Shaking Out the Mat": Schism and Organizational Transformation at a Mexican Ark of the VirginJOURNAL FOR THE SCIENTIFIC STUDY OF RELIGION, Issue 2 2003Miguel C. Leatham The apocalyptic Marian colony of Nueva Jerusalén, Mexico suffered a violent schism in 1982, marking a turning point in the history of the sect. The rift resulted in a major organizational transformation and helped to establish the centralized system of authority now observable in the colony. This article examines the ideological and structural factors that promoted the schism. A succession crisis, caused by the death of a Marian apparition seer, precipitated schismatic activity as dissidents struggled to block the charismatic leader's attempts to revise the sect's authority structure and identity. At the same time, the prophet escalated tensions by reframing the conflict as a commitment test. Wallis's theory of structural opportunity for schism is used to show how the conflict grew out of long-standing interest groups and ambiguous authority arrangements in the colony. [source] Stages of Organizational Transformation in Transition Economies: A Dynamic Capabilities ApproachJOURNAL OF MANAGEMENT STUDIES, Issue 3 2010Sarah E. A. Dixon abstract How do organizations previously dominated by the state develop dynamic capabilities that would support their growth in a competitive market economy? We develop a theoretical framework of organizational transformation that explains the processes by which organizations learn and develop dynamic capabilities in transition economies. Specifically, the framework theorizes about the importance of, and inter-relationships between, leadership, organizational learning, dynamic capabilities, and performance over three stages of transformation. Propositions derived from this framework explain the pre-conditions enabling organizational learning, the linkages between types of learning and functions of dynamic capabilities, and the feedback from dynamic capabilities to organizational learning that allows firms in transition economies to regain their footing and build long-term competitive advantage. We focus on transition contexts, where these processes have been magnified and thus offer new insights into strategizing in radically altered environments. [source] Business portfolio restructuring, prior diversification posture and investor reactionsMANAGERIAL AND DECISION ECONOMICS, Issue 8 2003Robin T. Byerly This study examined firm performance in market reaction to two types of business portfolio restructuring announcements: refocusing and repositioning. We predicted that market performance effects for these two types of strategic restructurers would be moderated by prior diversification posture. The theory behind these expectations was built on a general premise that restructuring strategy would be more favorably viewed by the market as performance enhancing when it offered greater potential for organizational transformation. Results showed strong support for our conclusion that prior diversification posture poses a significant contingency factor in restructuring firms' strategic choices. Further, the market tended to respond more favorably with this sample to repositioning restructuring choices. Copyright © 2003 John Wiley & Sons, Ltd. [source] In Practice: Principles of PersuasionNEGOTIATION JOURNAL, Issue 2 2001Michael Watkins Drawing on the literatures on negotiation, communication, and persuasion as well as his research on organizational transformation, the author proposes a framework for understanding and enacting the persuasion process in organizations. He lays out key goals of persuasion and ways that skilled leaders can manage the process. The framework focuses attention on the ways leaders shape perceptions of interests and alternatives, as well as how they persuade one-on-one and from a distance. He also highlights the importance of gaining acceptance of ough, unpopular decisions, nothing that the way leaders manage the process can have a major impact on outcomes in such situations. [source] PUBLIC SECTOR REFORM IN DUTCH HIGHER EDUCATION: THE ORGANIZATIONAL TRANSFORMATION OF THE UNIVERSITYPUBLIC ADMINISTRATION, Issue 1 2007HARRY F DE BOER During the past few decades traditional state-centred governing arrangements have been critiqued and replaced by alternative modes of governance. Higher education is one of the public sectors where such shifts in governance have been seen. As a consequence of the reshuffling of authority and responsibilities across the different levels in Dutch higher education, universities as organizations have become important foci of attention in the system's coordination. The main question addressed in this article is to what extent we can speak of an organizational transformation of Dutch universities. Based on conceptual ideas from researchers such as Greenwood and Hinings (1996), Ferlie et al. (1996), and Brunsson and Sahlin-Andersson (2000), we use a framework that focuses attention on the concepts of the construction of identity, hierarchy and rationality to systematically analyse the various aspects of transformations of professional organizations. [source] Information Technology, Organizational Transformation and Productivity Growth: An Examination of the Brynjolfsson,Hitt PropositionASIAN ECONOMIC JOURNAL, Issue 1 2010Ky-hyang Yuhn O31; O32; O33 This study investigates what happened to productivity growth during the Information Technology (IT) revolution in an IT-driven economy, Korea. To this end, we have decomposed the source of productivity growth into technological change, technical efficiency and scale economies using a stochastic frontier function and examined how the composition of productivity growth has changed with different phases of IT developments. We have used panel data that is comprised of 4022 firms from 1996 to 2000. We have found that Korean firms have been quick to embrace organizational restructuring to adapt to a new business environment brought about by IT, which seems to be the major source of the success of Korean firms. We have also found that: (i) there is no substantial difference in productivity gains between IT-producing firms and IT-using firms; (ii) productivity growth is more robust to business cycles in an IT-driven economy than in the traditional economy; and (iii) efficiency improvement attributed to organizational transformation plays a greater role in productivity growth as IT applications become more widespread. [source] Transformation Charters in Contemporary South Africa: The Case of the ABSA Group LimitedBUSINESS AND SOCIETY REVIEW, Issue 2 2008BINDU ARYA ABSTRACT Over the past decade, strategy and international business scholars have increasingly turned their attention to assessing how alterations in institutional arrangements in former centrally planned economies influence enterprise-level strategies. Little is known about the strategic responses of organizations operating in countries going through institutional transformation related to social issues. Since the first democratic elections in 1994, the South African government has focused on addressing the inequalities of the past through what is known as Black Economic Empowerment (empowerment of historically disadvantaged black people). In this paper, we investigate the approach used by the Amalgamated Banks of South Africa (ABSA) Group Limited, one of the top four banks and an important player in the South African financial services sector, in formulating and implementing strategy to ensure successful and sustainable organizational transformation. A key component of ABSA's Black Economic Empowerment strategy is incorporation of transformation as a business imperative and not merely as a compliance requirement. [source] Les transformations du travail et de l'entreprise : qu'attendre des politiques publiques?1CANADIAN PUBLIC ADMINISTRATION/ADMINISTRATION PUBLIQUE DU CANADA, Issue 2 2009Stéphanie Bernstein Sommaire : Les politiques publiques du travail ont été conçues pour offrir des mesures de protection aux salariés travaillant à temps plein, pour un seul employeur, sous son contrôle et sur les lieux de l'entreprise. Or, le marché du travail est aujourd'hui composé d'une pluralité de relations d'emploi qui limitent l'efficacité de ces protections. Ce constat soulève la question suivante : que devraient contenir les politiques publiques pour être mieux adaptées au marché du travail? La première partie de cet article examine les voies de renouvellement possible des politiques publiques pour tenir compte des transformations du travail et de l'entreprise. Certaines suggèrent de faire reposer l'octroi de droits et d'avantages sur l'existence d'un travail ou d'une activité professionnelle alors que d'autres les rattachent à l'individu ou au citoyen. Ces propositions ne pourront cependant voir le jour que si elles font l'objet d'une appropriation par les acteurs sociaux et étatiques. Une réflexion sur le contenu des politiques doit ainsi être combinée à l'étude des processus sociaux susceptibles de faire émerger de telles réformes. Cette question est abordée dans la deuxième partie de l'article à partir de trois exemples récents de réformes législatives. Abstract: Public labour policies were developed to ensure the protection of workers who work for one employer on a full-time basis, at the employer's place of work and under his control. However, today's labour market is composed of a multiplicity of employment relations that limit the effectiveness of the protection. This raises the following question: what features should public policies include to better meet the needs of the labour market? The first part of this article examines how public policies could be renewed in order to take work and organizational transformations into account. Some policies suggest that rights and benefits should be granted on the basis of a job or professional activity, whereas others link rights and benefits to the individual or the citizen. However, these proposals will only emerge if they are appropriated by social and governmental stakeholders. A reflection on the content of the policies must therefore be undertaken in combination with a study of the social processes that may influence the emergence of such reforms. This question is examined in the second part of the article through a review of three recent examples of legislative reform initiatives. [source] | |||||||||||||