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"Management of change"
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Unpacking organizational readiness for change: an updated systematic review and content analysis of assessments
Background
Organizational readiness assessments have a history of being developed as important support tools for successful implementation. However, it remains unclear how best to operationalize readiness across varied projects or settings. We conducted a synthesis and content analysis of published readiness instruments to compare how investigators have operationalized the concept of organizational readiness for change.
Methods
We identified readiness assessments using a systematic review and update search. We mapped individual assessment items to the Consolidated Framework for Implementation Research (CFIR), which identifies five domains affecting implementation (outer setting, inner setting, intervention characteristics, characteristics of individuals, and implementation process) and multiple constructs within each domain.
Results
Of 1370 survey items, 897 (68%) mapped to the CFIR domain of inner setting, most commonly related to constructs of readiness for implementation (
n
= 220); networks and communication (
n
= 207); implementation climate (
n
= 204); structural characteristics (
n
= 139); and culture (
n
= 93). Two hundred forty-two items (18%) mapped to characteristics of individuals (mainly other personal attributes [
n
= 157] and self-efficacy [
n
= 52]); 80 (6%) mapped to outer setting; 51 (4%) mapped to implementation process; 40 (3%) mapped to intervention characteristics; and 60 (4%) did not map to CFIR constructs. Instruments were typically tailored to specific interventions or contexts.
Discussion
Available readiness instruments predominantly focus on contextual factors within the organization and characteristics of individuals, but the specificity of most assessment items suggests a need to tailor items to the specific scenario in which an assessment is fielded. Readiness assessments must bridge the gap between measuring a theoretical construct and factors of importance to a particular implementation.
Journal Article
Career pathways : from school to retirement
\"Major changes have occurred in the workplace during the last several decades that have transformed the nature of work, and our preparation for work. In recent years, we have seen the globalization of thousands of companies and most industries, organizational downsizing and restructuring, greater use of information technology at work, changes in work contracts, and the growth of various alternative education and work strategies and schedules\"-- Provided by publisher.
Book
Research on information systems failures and successes: Status update and future directions
Information systems success and failure are among the most prominent streams in IS research. Explanations of why some IS fulfill their expectations, whereas others fail, are complex and multi-factorial. Despite the efforts to understand the underlying factors, the IS failure rate remains stubbornly high. A Panel session was held at the IFIP Working Group 8.6 conference in Bangalore in 2013 which forms the subject of this Special Issue. Its aim was to reflect on the need for new perspectives and research directions, to provide insights and further guidance for managers on factors enabling IS success and avoiding IS failure. Several key issues emerged, such as the need to study problems from multiple perspectives, to move beyond narrow considerations of the IT artifact, and to venture into underexplored organizational contexts, such as the public sector.
Journal Article
Where Do Models for Change Management, Improvement and Implementation Meet? A Systematic Review of the Applications of Change Management Models in Healthcare
The increasing prioritisation of healthcare quality across the six domains of efficiency, safety, patient-centredness, effectiveness, timeliness and accessibility has given rise to accelerated change both in the uptake of initiatives and the realisation of their outcomes to meet external targets. Whilst a multitude of change management methodologies exist, their application in complex healthcare contexts remains unclear. Our review sought to establish the methodologies applied, and the nature and effectiveness of their application in the context of healthcare.
A systematic review and narrative synthesis was undertaken. Two reviewers independently screened the titles and abstracts followed by the full-text articles that were potentially relevant against the inclusion criteria. An appraisal of methodological and reporting quality of the included studies was also conducted by two further reviewers.
Thirty-eight studies were included that reported the use of 12 change management methodologies in healthcare contexts across 10 countries. The most commonly applied methodologies were Kotter's Model (19 studies) and Lewin's Model (11 studies). Change management methodologies were applied in projects at local ward or unit level (14), institutional level (12) and system or multi-system (6) levels. The remainder of the studies provided commentary on the success of change efforts that had not utilised a change methodology with reference to change management approaches.
Change management methodologies were often used as guiding principle to underpin a change in complex healthcare contexts. The lack of prescription application of the change management methodologies was identified. Change management methodologies were valued for providing guiding principles for change that are well suited to enable methodologies to be applied in the context of complex and unique healthcare contexts, and to be used in synergy with implementation and improvement methodologies.
Journal Article
Developing resilient organizations : how to create an adaptive, high performance and engaged organization
\" Much of the fear and uncertainty surrounding the global recession is concerned with the adverse impact it will have on organizations and society. However, recessions are nothing new. We know from past experience that when a recession is over, there always emerge organizations and individuals who have not only survived but have thrived. They often emerge stronger, fitter and better performing.Developing Resilient Organizations argues that one of the fundamental keys to survival in these circumstances is resilience or mental toughness. It can turn challenge and change into an opportunity rather than a threat. The book addresses a wide variety of organizational issues including motivation, performance, staff retention, behavior, trust, attention span and teamwork. With case studies from leading organizations across different industries internationally, it shows readers how to develop organizational performance, well-being and a positive approach to adversity and change in organizations\"-- Provided by publisher.
Book
Knowledge management and resistance to change as moderators in the relationship between change management and job satisfaction
PurposeThis research aims to explore the effect of change management on job satisfaction. A conceptual model involving knowledge management and resistance to change as moderators tested the relationships in the context of a developing country, India.Design/methodology/approachData from 413 respondents from four important sectors – healthcare, education, manufacturing and information technology – were collected from southern India. First, the psychometric properties of the survey instrument were checked, and then hypotheses were tested using Hayes's PROCESS macros.FindingsThe results indicate that change management significantly predicts employee productivity and job satisfaction. Further, employee productivity mediated the relationship between change management and job satisfaction. This study also found that the resistance to change (first moderator) and knowledge management (second moderator) interacted with change management to enhance employee productivity.Research limitations/implicationsThis study has several contributions to the practitioners and academic scholars. The study has limitations, which are inherent in survey-based research, of common method bias and social desirability bias. However, the authors have taken adequate care to minimize these biases.Originality/valueThe three-way interaction (moderated moderated-mediation) tested in this research uniquely contributes to the literature on change management. To the best of the authors’ knowledge, this moderated moderated-mediation has been tested for the first time in the context of a developing country, India, and provides valuable insights into the practicing managers and change agents in bringing successful change in organizations.
Journal Article
Changing your company from the inside out : a guide for social intrapreneurs
\"Changing Your Company from the Inside Out offers you the tools you need to champion initiatives that are meaningful to you, socially responsible, and align with your company's mission and strategy. Drawing on the lessons of dynamic social movements-from the Civil Rights Movement to the Arab Spring-and the real-world successes of corporate intrapreneurs, Davis and White present concrete strategies and tactics for effecting meaningful change in companies. This is an indispensable and practical guide for anyone seeking to create a sustainable venture within an existing enterprise\"-- Provided by publisher.
Book
Leadership for learning: lessons from 40 years of empirical research
Purpose - This paper aims to present a research-based model of leadership for learning. It argues that the field has made substantial progress over the past 40 years in identifying ways in which leadership contributes to learning and school improvement. Four specific dimensions of leading for learning are presented: values and beliefs, leadership focus, contexts for leadership, and sharing leadership.Design methodology approach - The paper employs a review methodology but focuses especially on evidence from several recent empirical studies. While the author argues that progress has been made, limitations - especially with respect to linking leadership practice to different contexts - are noted.Findings - The paper finds that significant progress has been made in identifying the means by which leadership impacts on learning.Research limitations implications - The key limitation in this research lies in the difficulty in linking leadership to its context. While progress is also beginning to be made in this area, it remains a limiting factor in interpreting the findings from this body of research.Practical implications - The above limitation means that individual school leaders must still apply the findings both with caution and with an understanding of their own particular school context.Originality value - The paper extends prior reviews by its inclusion of findings from a series of important studies that have emerged since 2008.
Journal Article