Fear: A Misunderstood Component of Organizational Transformation

Corporate transformations are being implemented by many organizations, however, successes are remarkably rare. This paper suggests that a contributing factor might be the ineffective use of fear in employee communications. Rather than reducing fear, companies can enhance the transformation process by harnessing fear to quickly change behavior. Protection motivation theory has been applied by marketing researchers to suggest that fear appeals containing strong threats and information on coping strategies can be successful in changing behavior. Human resource managers can be instrumental in designing effective communications that incorporate fear-inducing messages and information on coping strategies

Generic Process Transformation Model: Transition to Process-based Organization

The competitive global market climate of the new millennium has raised awareness of business processes as the most important management paradigm (Levi, 2002). Consequently, process elements, as well as process-based organizational solutions, have become an emergent need. However, the question is how companies should transform themselves to become more process-oriented? Many attempts under the helm of Business Process Reengineering movement were not successful in reaching benefits of lateral orientation, what additionally emphasizes the delicacy of business process transformation. Concerning the literature, there is a lack of clarity and presence of organizational change models which could provide managers with guidance for process transformation. The models are mostly focused on the transformation generally, and they do not address the specificity of a change from traditional to process paradigm. Furthermore, they are mostly single-oriented, either on the organizational elements or steps which should be taken during the change, thus only partially answering the dilemma. The purpose of the paper is to present an overview of existing transformation models which could be relevant for taking a process journey, as well as propose a Generic Process Transformation Model which should be able to ensure smooth transition, with emphasis on specific problems related to process transformation. Although the proposed model is theoretically and logically based, without empirical evidence, it represents a first step in convergence of process transformation concepts to business world. Ultimately, only its usage in a real world would or would not prove its severity.process transformation, process-based organization, organizational change, transformation models

Darwinism, probability and complexity : market-based organizational transformation and change explained through the theories of evolution

The study of transformation and change is one of the most important areas of social science research. This paper synthesizes and critically reviews the emerging traditions in the study of change dynamics. Three mainstream theories of evolution are introduced to explain change: the Darwinian concept of survival of the fittest, the Probability model and the Complexity approach. The literature review provides a basis for development of research questions that search for a more comprehensive understanding of organizational change. The paper concludes by arguing for the development of a complementary research tradition, which combines an evolutionary and organizational analysis of transformation and change

The Estonian organizations - the subjects of transformation

Estonia stayed fifty years under the communist regime. This paper explores the transformation of Estonian organizations within the framework of the Leavitt's model of change where the process is analyzed from the perspective of four organizational elements: people, organizational goals, structure, and technology. In respect with the people the role of individuals is emphasized as well as the polarization of mindsets is discussed. The new era forced to clarify the organizational task because of market economy. The organizational structure does not change as fast as the other elements do and hierarchy considered being important. The formalization tactics (personnel selection and training) have gained new meaning in the process of transformation of organizations. The technology has varied due to the twofold possibilities- advantage to introduce the new informational technology and the usage of the old fashion machinery. Change of the society led to the change of organizations, which had the transformational nature. There was shown that all the elements of the organizations had the pressure to find new forms of existence

GIS SOLUTIONS AND LAND MANAGEMENT IN URBAN ETHIOPIA. PERSPECTIVES ON CAPACITY, UTILIZATION AND TRANSFORMATIVE POSSIBILITIES

For strategic, operational and financial reasons, GIS solutions are becoming an increasingly important area for realizing effective land management systems for many municipal governments across the globe. Despite the obvious gains, many local authorities in Africa have not yet taken advantage of the new developments within this sector. The paper gives an anatomy of realities and challenges of using GIS solutions for improved land management in a sample of Ethiopian cities. Empirical evidence was gathered from a panel of experts drawn from at least 22 cities and towns through the Delphi method. The analysis was done within the context of the Capacity, Usage and Transformation (CUT) framework. The reality is that the status of GIS for land management in most cities is that of constrained capacity, usage and transformation. The analysis also reveals that access to GIS system software does not automatically translate to the attainment of organizational value. Instead, it enables the formulation and realization of organizational strategy that will direct organizational change and subsequently lead to increased organizational value. This however requires the fixing of challenges relating to finance, technical expertise, institutional arrangements and the implementation process.Organizational value, operational efficiency, implementation, capacity, usage, transformation.

Unpacking the difference between digital transformation and IT-enabled organizational transformation

Although digital transformation offers a number of opportunities for today’s organizations, information systems scholars and practitioners struggle to grasp what digital transformation really is, particularly in terms of how it differs from the well-established concept of information technology (IT)-enabled organizational transformation. By integrating literature from organization science and information systems research with two longitudinal case studies—one on digital transformation, the other on IT-enabled organizational transformation—we develop an empirically grounded conceptualization that sets these two phenomena apart. We find that there are two distinctive differences: (1) digital transformation activities leverage digital technology in (re)defining an organization’s value proposition, while IT-enabled organizational transformation activities leverage digital technology in supporting the value proposition, and (2) digital transformation involves the emergence of a new organizational identity, whereas IT-enabled organizational transformation involves the enhancement of an existing organizational identity. We synthesize these arguments in a process model to distinguish the different types of transformations and propose directions for future research

Unpacking the Difference Between Digital Transformation and IT-Enabled Organizational Transformation

Although digital transformation offers a number of opportunities for today’s organizations, information systems scholars and practitioners struggle to grasp what digital transformation really is, particularly in terms of how it differs from the well-established concept of information technology (IT)-enabled organizational transformation. By integrating literature from organization science and information systems research with two longitudinal case studies—one on digital transformation, the other on IT-enabled organizational transformation—we develop an empirically grounded conceptualization that sets these two phenomena apart. We find that there are two distinctive differences: (1) digital transformation activities leverage digital technology in (re)defining an organization’s value proposition, while IT-enabled organizational transformation activities leverage digital technology in supporting the value proposition, and (2) digital transformation involves the emergence of a new organizational identity, whereas IT-enabled organizational transformation involves the enhancement of an existing organizational identity. We synthesize these arguments in a process model to distinguish the different types of transformations and propose directions for future research

Circle Practice: Stories of Organizational Change, Relationships and Community

This project explores the impacts of an organizational development process in a non-profit domestic and sexual violence program. The organizational changes documented in this initiative illuminate a disconnect between the process for organizational development and the quality of relationships among staff and the larger community. This project also explores the practice of Circle as a sacred gift from Indigenous peoples that has the capacity for creating individual, organizational, and community transformation in ways that can bring healing, love, authenticity and belonging to other initiatives working to end violence. The experiences from this project have led to a further exploration of how organizations might embody their core values and align with their mission, while examining the implications and applications of these insights on non-profit social change organizations

The Organizational Fitness Navigator: Creating and Measuring Organizational Fitness for Fast-Paced Transformation

In the fast-changing environment of today dynamic capabilities to manage organizational transformation are regarded as crucial for business survival and improved performance. Although dynamic organizational capabilities have been receiving intense scrutiny by researchers and practitioners in the past few years, relatively little attention has been directed towards creating a systemic model of dynamic capabilities, and how to effectively measure what the authors call organizational fitness capabilities. This paper builds on the concepts of organizational fitness and its profiling (OFP), and proposes the organizational fitness navigator (OFN) as a systemic model of dynamic organizational capabilities. Part of the OFP model is a systemic scorecard (SCC) as a measurement tool for organizational fitness - in contrast to the well-known balanced scorecard (BSC) - for improving business survival and performance in increasingly networked environments.dynamic capabilities, organizational fitness, organizational fitness profiling, organizational fitness navigator, systemic scorecard