Applying Organizational Routines in understanding organizational change

Organizational routines are considered basic components of organizational behavior and repositories of Organizational capabilities (Nelson and Winter, 1982). They do, therefore, hold one of the keys to understanding organizational change. We identify problems encountered in such research and present proposal for how to deal with them, in order to advance our knowledge of routines and our understanding or organizational change. Developing these themes, we also introduce the articles in the special section 'Towards an Operationalization of the Routines concept'.

Lasting Change from Organizational Effectiveness

This Lasting Change from Organizational Effectiveness (OE) report for 2014 includes analysis of 20 postgrant interviews conducted one to two years after the close of Packard Foundation OE grants. For purposes of this report, "lasting change" is defined as the degree to which the specific capacity built with the OE grant increases one to two years after the close of the grant period. To better understand "lasting change", grantees were also asked to describe any lasting grant impact on program services, applications of lessons learned, challenges sustaining grant results, the degree to which the organization currently focuses on broader capacity building and helpfulness of OE grant making

Organizational Development Based Change Management

Istilah Pengembangan Organisasi atau Organizational Development (OD) telah dipakai di berbagai analisis perilaku, carapenyelesaian dan pendekatan konflik organisasi dan Perubahan dalam organisasi. Para ahli mungkin cenderung untuk memberikan perbaikan yang efisien, tetapi perolehan atau hasil yang efektif diperoleh oleh mereka yang bukan ahli.Artinya, dalam kasus upaya pengembangan organisasi lebih dititikberatkan pada kemampuan mengolah informasi atas pengaruh lingkungan internal dan eksternal, mendiagnosa penyakit organisasi, dan kemampuan memberikan treatment dengan mengacu pada potensi yang dimiliki organisasi.Oleh karenanya, seseorang yang memusatkan perhatian dalam menciptakan pengembangan organisasi harus memperhatikan elemen-elemen kreativitas indidividu yang dimiliki oleh organisasi. Pekerjaan ini dipusatkan pada proses pemikiran cerdas yang meliputi tingkatan atau taraf-taraf seperti: gambaran terhadap masalah, pengumpulan informasi, pemikiran yang intensif, berbagai hambatan, kesantaian dan penerangan. Suatu cara untuk menciptakan kreativitas haruslah menghasilkan gagasan cerdas bagi organisasi. Gagasan cerdas ini dapat memungkinkan organisasi mengemukakan tujuan strategisnya yang lebih efisien, atau untuk meningkatkan tujuan baru yang memberikan suatu hubungan yang lebih aktif dengan lingkungan

ORGANIZATIONAL CHANGE- DIFFERENT APPROACHES

As organizations decide to expand on other markets, managers are facing with new problems and realities. If thirty years ago, companies afford to ignore the international business environment, today they need to think globally. This new dimension of international business was made possible by unprecedented growth of telecommunications, technology, transport and the existence of international standards. The article aims to analyze the main reasons for organizational change, in terms of contingency theory and strategic approach.organizational structure, contingency theory, strategic approach

Organizational Change and Vested Interests

The nature of organizational change and the value of headquarters is analyzed in a dynamic bargaining model. Organizational change can be either imposed, or voluntary and immediate, or voluntary and delayed. Headquarters derives it value from preventing surplus reducing endogenous commitments.dynamic bargaining game;headquarters;organizational change

IT, Organizational Change and Wages

In this paper we analyze the impact of information technology and organizational changes on wages using individual level data for 1998/1999. The average impact of IT use on wages turns out to be five to six percent, however, the effects differ across different IT components. Unless employees use IT at the workplace, they do not share in the gains from organizational changes in form of higher wages. Outsourcing additionally requires a high qualification of employees in order to result in positive wage effects. --Information technology,organizational change,wage equations

Organizational Change and Vested Interest

The nature of organizational change and the value of headquarters is derived from a model with costs of delay, vested interests and costs of organizational change.The value of headquarters is derived from imposed organizational change. It is viewed as an institution which is able to prevent surplus reducing endogenous commitment.Imposed organizational change is predicted in circumstances where the desired change is not urgent, the loss of accepting lower offers than in the past is above a certain level, and the costs of imposed change are lower than the costs of delay.Delay occurs and change will be voluntary in these circumstances when the situation is not perceived as urgent and costs of imposed change are high.Voluntary organizational change occurs immediately when the desired change is perceived to be urgent.Case studies are presented along these lines of thought.organizational change

Networks for change: How networks influence organizational change

This paper contributes to the literature on organizational change by examining organizations as social entities embedded in inter-organizational networks. In contrast to extant research that focuses on macro environment and internal factors to explain organizational change we put forth the social network surrounding the firm as a major driver of any change process. In specific we examine organization change as driven by the organizations? positions and relations in an interorganizational network. Our conceptual framework demonstrates that inter-organizational networks are important mid-level environmental factors that complement the macro-environment and internal organizational factors for the study of organizational changes. We conclude with a discussion on normative implications for organizations and avenues for future research.organizational change, social networks

Trade Liberalization and Organizational Change

We embed a simple incomplete-contracts model of organization design in a standard two-country perfectly-competitive trade model to examine how the liberalization of product and factor markets affects the ownership structure of firms. In our model, managers decide whether or not to integrate their firms, trading off the pecuniary benefits of coordinating production decisions with the private benefits of operating in their preferred ways. The price of output is a crucial determinant of this choice, since it affects the size of the pecuniary benefits. In particular, non-integration is chosen at “low” and “high” prices, while integration occurs at moderate prices. Organizational choices also depend on the terms of trade in supplier markets, which affect the division of surplus between managers. We obtain three main results. First, even when firms do not relocate across countries, the price changes triggered by liberalization of product markets can lead to significant organizational restructuring within countries. Second, the removal of barriers to factor mobility can lead to inefficient reorganization and adversely affect consumers. Third, “deep integration” the liberalization of both product and factor markets ­ leads to the convergence of organizational design across countries.Firms, Contracts, Globalization

Innovation sustainability in challenging health-care contexts : embedding clinically led change in routine practice

The need for organizational innovation as a means of improving health-care quality and containing costs is widely recognized, but while a growing body of research has improved knowledge of implementation, very little has considered the challenges involved in sustaining change – especially organizational change led ‘bottom-up’ by frontline clinicians. This study addresses this lacuna, taking a longitudinal, qualitative case-study approach to understanding the paths to sustainability of four organizational innovations. It highlights the importance of the interaction between organizational context, nature of the innovation and strategies deployed in achieving sustainability. It discusses how positional influence of service leads, complexity of innovation, networks of support, embedding in existing systems, and proactive responses to changing circumstances can interact to sustain change. In the absence of cast-iron evidence of effectiveness, wider notions of value may be successfully invoked to sustain innovation. Sustainability requires continuing effort through time, rather than representing a final state to be achieved. Our study offers new insights into the process of sustainability of organizational change, and elucidates the complement of strategies needed to make bottom-up change last in challenging contexts replete with competing priorities