Culture change in a professional sports team: Shaping environmental contexts and regulating power

Although high performing cultures are crucial for the enduring success of professional sport performance teams, theoretical and practical understanding of how they are established and sustained is lacking. To develop knowledge in this area, a case study was undertaken to examine the key mechanisms and processes of a successful culture change programme at English Rugby Union’s Leeds Carnegie. Exploring the change process from a 360 degree perspective, semi-structured interviews were conducted with team management, one specialist coach, six players, and the CEO. Analysed and explained through decentred theory, results revealed that culture change was effectively facilitated by team management: a) subtly and covertly shaping the physical, structural, and psychosocial context in which support staff and players made performance-impacting choices, and b) regulating the ‘to and fro’ of power which characterises professional sport performance teams. Decentred theory is also supported as an effective framework for culture change study

Diffusion and Innovation Theory: Past, Present, and Future Contributions to Academia and Practice

Part 4: PanelInternational audienceThe field of information systems (IS) has throughout its history experienced extensive changes in technology, research, and education. These renewals will continue into the foreseeable future [10]. It is recognized that IS is a key force in the ongoing societal and organizational renewal and change [2, 8, 14]. For example, in the US business sector, IS continues yearly to consume about 30% of total investments made [5]. Recent research document that IS supports the creation of business value, with particular emphasis on an organization’s innovation and change capabilities [1, 3]. Traditionally, research in IS has been interdisciplinary in nature - since it draws on innovation theory, models of value creation, actors’ roles and behaviors, the creation and running of task oriented groups, and how these relate to organizational structures and mechanisms [24]. Throughout its history the question of benefits from investing in IS has been lively discussed

The most creative organization in the world? The BBC, 'creativity' and managerial style

The managerial styles of two BBC directors-general, John Birt and Greg Dyke, have often been contrasted but not so far analysed from the perspective of their different views of 'creative management'. This article first addresses the orthodox reading of 'Birtism'; second, it locates Dyke's 'creative' turn in the wider context of fashionable neo-management theory and UK government creative industries policy; third, it details Dyke's drive to change the BBC's culture; and finally, it concludes with some reflections on the uncertainties inherent in managing a creative organisation

Exploring leadership in multi-sectoral partnerships

This article explores some critical aspects of leadership in the context of multi-sectoral partnerships. It focuses on leadership in practice and asks the question, `How do managers experience and perceive leadership in such partnerships?' The study contributes to the debate on whether leadership in a multi-sectoral partnership context differs from that within a single organization. It is based on the accounts of practising managers working in complex partnerships. The article highlights a number of leadership challenges faced by those working in multi-sectoral partnerships. Partnership practitioners were clear that leadership in partnerships was more complex than in single organizations. However, it was more difficult for them to agree a consensus on the essential nature of leadership in partnership. We suggest that a first-, second- and third-person approach might be a way of better interpreting leadership in the context of partnerships

Existential Communication and Leadership

The aim of this article is to introduce and explain a number of important existentialist philosophers and concepts that we believe can contribute to a critical approach to leadership theory. Emphasis is placed on understanding the nature of communication from an existentialist perspective and so Jaspers' conceptualization of existential communication is introduced along with important related concepts that may be regarded as important facets of leader communication including Being-in-the-world, the Other, intersubjectivity, dialogue and indirect communication. Particular attention is paid to Buber's ideas on communication as relationship and dialogue. Throughout, reference is made to contemporary, and what is often regarded as orthodox, thinking regarding the centrality of communication to leadership practice as a means by which to highlight the salience of an existentialist analysis

Driving pro-environmental change in tourist destinations: encouraging sustainable travel in National Parks via partnership project creation and implementation

© 2016 Taylor & Francis. This paper explores a key challenge in introducing more sustainable transport practices at destinations: achieving modal shift in visitor travel from cars to physically active or public transport to reduce tourism's environmental impacts. It centres on using partnership led projects bringing together the many public and private sector organisations involved, to drive destination change and development. To date, research has centred on pro-environmental change for individuals and individual organisations: little is known about the mechanisms of pro-environmental change via complex multi-partner organisations. The paper reports research into the processes involved in successful projects to provide alternatives to car travel in three UK National Parks by using partnerships to obtain funding and implement change. Based on case studies informed by in-depth interviews with key stakeholders involved in pro-environmental change implementation, narratives are analysed to explain the change process, and mapped against existing literature and theories of change. Conclusions show the role of inspired individuals, supportive senior management, strong governance, better visitor experiences and, most significantly, communication and communication of the benefits of change to stakeholders. The research suggests why and how change occurs in partnerships, contributes to better theories of change and offers guidance on understanding and implementing change processes worldwide

Sustainable change: long-term efforts toward developing a learning organization

Globalization and intensified competition require organizations to change and adapt to dynamic environments in order to stay competitive. This article describes a longitudinal action research study supporting the strategic change of a trading company. The strategic change was accompanied by planned changes in organizational structures and processes, management systems, emerging changes in leadership, and organization members’ attitudes and behaviors, and it was supported by management development activities. Longitudinal data over a 4-year period including participant observation and interviews reveal that a systemic approach, a learning and becoming perspective toward change, trust, an appropriate role perception, and the specific use of management instruments contribute to sustained change that resulted in performance improvements and a move toward a learning organization. We conclude with implications for strategic change and suggestions for further research in this area

The role of emotion, values, and beliefs in the construction of innovative work realities

Traditional approaches to requirements elicitation stress systematic and rational analysis and representation of organizational context and system requirements. This paper argues that (1) for an organization, a software system implements a shared vision of a future work reality and that (2) understanding the emotions, feelings, values, beliefs, and interests that drive organizational human action is needed in order to invent the requirements of such a software system. This paper debunks some myths about how organizations transform themselves through the adoption of Information and Communication Technology; describes the concepts of emotion, feeling, value, and belief; and presents some constructionist guidelines for the process of eliciting requirements for a software system that helps an organization to fundamentally change its work patterns.(undefined

Knowledge network modelling to support decision-making for strategic intervention in IT project-oriented change management

This is the Accepted Manuscript version of an article published by Taylor & Francis in Journal of Decision Systems on 20 March 2014, available online: http://www.tandfonline.com/doi/abs/10.1080/12460125.2014.886499.This paper focuses on knowledge management to enhance decision support systems for strategic intervention in information technology (IT) project-oriented change management. It proposes a model of change management knowledge networks (CMKNM) to support decision by tackling three existing issues: insufficient knowledge traceability based on the relationships between knowledge elements and key factors, lack of procedural knowledge to provide adequate policies to guide changes, and lack of ‘lessons learned’ documentation in knowledge bases. A qualitative method was used to investigate issues surrounding knowledge mobilisation and knowledge networks. Empirical study was undertaken with industries to test the CMKNM. Results are presented from the empirical study on the key factors influencing knowledge mobilisation in IT project-oriented change management, knowledge networks and connections. The CMKNM model allows key knowledge mobilisation factors to be aligned with each other; it also defines the connections between knowledge networks allowing knowledge to be mobilised by tracing knowledge channels to support decision.Peer reviewe