This article theoretically explores and unpacks existing dichotomies in the field of organizational change.By revisiting the dichotomies "planned-emergent change" and "major-minor change," the article finds that only relying on one extreme of a dichotomy gives a too simplistic view on change in organizations.Instead, the article proceeds by combining the two dichotomies and further explores the exceptions: the studies that do not only rely on one extreme of the dichotomies but instead moves along dichotomies.Based on the findings, the article suggests that future studies of organizational changes take an emic approach and study organizational changes in situ in order to capture the vividness of organizational changes.
Global Mindset, set of attributes and characteristics that help global leadership to influence individuals, groups and organizations that are anywhere in the world has been described as a critical factor for organizational development. In order to identify factors that affect the Global Mindset of leaders, an on-line survey based on Konyu-Fogel (2011) model was applied to a sample of 163 leaders that work in positions that require international activities in organizations in twenty-two product lines (industries) in Africa, Asia,, South and North America, Europe and Middle East. We conclude that Global Mindset is responsible for 39,1% of variability on leadership behavior, confirming previous studies which identified that global leaders with high Global Mindset are more likely to exhibit leadership behaviors which present understanding on differences across cultures and countries in response to the global environment. Specifically related with demographic factors such as age, gender, number of foreign languages spoken, number of countries worked in and raised/lived in bilíngüe/multiethnic family, the results showed that they do not affect Global Mindset score, different from the factors such as local of employment and posicion. Finnaly, on assessment of organizational factors effects on Global Mindset, we identified a weak relationship under total number of employees, percentage of employees working overseas, location/country of headquarter’s and Global Mindset. On the other hand, product line and percentage of revenue from foreign operations significantly affect business leaders Global Mindset.
The globalization of markets and demographic changes in many countries has created a situation that some see as a problem, and others see as an opportunity: multinational teams working together to manage projects, create ideas, solve problems, make decisions, and more. This study explores cultural factors affecting international team dynamics and effectiveness. In-depth interviews were conducted with 27 individuals who held management or supervisory positions, worked on multinational teams, and spent time working abroad. Their companies represent a broad range of industries such as energy, telecommunications/technology, engineering, architecture, mass media, venture capital, food import/purchasing, and museum exhibition. Collectively, these individuals worked on teams in several dozen countries in Asia, Europe, the Middle East, Africa, North and South America, as well as Australia and New Zealand. The results explore a variety of cultural paradoxes and dialectics, complexities and differences which affect many aspects of collaborative work. The importance of relationship building, personal validations of “self” (identity), and ways power is manifested (including use of food) are discussed. Unfortunately, despite decades of learning about and experience with cultural diversity, international work groups continue to be plagued by ethnocentrism, prejudices, and stereotypes. Recommendations for improving international team culture dynamics are therefore offered.
In 2010, Company B underwent a transition from the artistic leadership of Neil Armfield (director) to Ralph Myers (designer). This paper is based on case study research that aimed to discover and document how the company managed such a change, and what it meant for the company, as it is a key player in the Australian theatre landscape. Belvoir has a highly valued and unique company culture of equality, family, and ownership, and the leadership change held particular concrete and conceptual meanings for the company. The long tenure of the outgoing artistic director and the company's rich identity meant the change was highly significant even before the successor was appointed. The transition was approached in a planned but intuitive way, in fitting with the company culture. Responses to the management were mixed, but the choice of new artistic director and the strength of Belvoir's culture has meant a predominantly successful changeover has occurred. When company culture is the core of day-to-day business, as it is for Belvoir, the authentic understanding and employment of it is vital for positively informing change management, and for defining the company's future. The reality of the ingrained knowledge of company culture and its tangible manifestations is tested in times of great change, and the more thorough and active the understanding of the culture, the more likely suitable management goals, strategies and actions will be employed. This paper examines what role company culture plays in a significant change for a company that so highly values its culture.
The current situation in the world is characterized by a breakthrough in advanced technologies which leads to development and change of societies. During this process, conservative beliefs and values may become obstacles to change. Overcoming this situation is possible by transition from conservatism to liberalism through human resource development (HRD). An organization working in a conservative society and leading HRD towards universal values engenders social change towards liberalism. An innovative approach to adaptive leadership of HRD towards universal values in the academic institution is suggested. The approach embraces determination of the specificity of adaptive leadership of HRD and elaboration of directions of HRD. The specificity of leadership of HRD is expressed by a vision that reflects the need for acting towards acquisition of universal values; awareness of conservative society needs; courage and ethical responsibility; defining a strategic policy and a strategy of HRD based on the created 3E leadership model (Envision, Energize, Enable); organizing leadership process that reduces resistance to changes due to the established order of making change coordinated with the improvement in quality of life. The HRD directions include teaching the humanities and study of religion based on critical systems thinking, investigation of alternatives and comparative modeling; empowerment of women as active change in culture; professional training and development that allows improvement in quality of life; symmetric dialogue and partnership that creates movement from awareness to mutuality through trust, openness, and a knowledge-sharing culture. The approach has been implemented in an academic institution.
This is a two part presentation. Part one introduces the continuous loop model (CLM) for improving firm performance. The CLM overlays tacit to explicit to tacit knowledge conversion processes with six sigma value stream processes, illustrating a management approach intended to accelerate the rate of knowledge creation focused on value-adding activities. Part two contributes to answering the question: What elements of organizational culture enable the CLM to work? Part two presents results from a research study investigating the cultural attributes needed to enable knowledge processes and the CLM to work effectively. Using the Great Place to Work® (GPTW) Institute lists of the 100 best companies to work for as a benchmark, financial data between 2004 and 2008 for matched pairs of companies were compared and evaluated. Cultural dimensions of the GPTW survey are credibility, respect, fairness (collectively, the Trust Index®), pride, and camaraderie. Results suggest that companies with perceived high levels of these cultural dimensions outperformed comparable firms in the same industry. Quantitative data supports the suggestion that elements of organizational culture, primarily trust, form the intangible link between knowledge processes and firm performance. The CLM strategies implemented in organizations with high levels of trust, pride, and camaraderie may enjoy superior results.
Higher education in Albania, which didn't possess a single institution of tertiary education until after the Second World War, is in jeopardy. Firstly, the structure of these universities, be it public or private, reflects the past (dictatorship) culture of centralized management: confrontational approach to quality, passive administration and lack of enabling structures. Secondly, the organizational structure, based strictly on academic hierarchy, doesn't induce the process of change as the effects of the international economic crisis in Albania have imposed restrictions on state financing to public institutions and have decreased student’s payment potential to private institutions. The European University of Tirana (EUT), established in 2006, remains one of the major and more qualitative higher education institutions in the country boasting 3,200 students. With a corporate management approach named "Power to Base" (PtoB), EUT has undertaken significant steps in sustaining transformational and lasting change in the university structure and its management. The new EUT university structure, introduced for the first time in Albania, has a self-perpetuating governing body with complete authority and responsibility for all aspects of the university's operation that are essential to the successful delivery of higher education to the people. Mechanisms are in place for constant monitoring quantitative indicators as well as the attitude of key personnel toward the delivery of the changed model. This paper undertakes to illustrate and analyze all of these factors. A successful implementation of the EUT project will provide this young university with the empowerment and growth potential needed for its successful competition in the complex Albanian higher education market.
Career development initiatives by organizations are a key retention tool and ensure that the best talent is retained. Career development activities give employees a clear focus about their career track and also ensure their career aspirations are met. Career development focuses on a whole range of activities and this research specifically addressed: mentoring, coaching and formal training activities, and their effect on employee performance. The key objectives were to establish whether mentoring, coaching and formal training had an effect on employee performance in ICRAF, a research-based institution. The research design adopted was descriptive research and the target population was 385, from which a sample of 277 was drawn. The study yielded a response rate of 76%. The data was analysed using multiple regression analysis and yielded significant results.
