Champions, converts, doubters, and defectors: the impact of shifting perceptions on momentum for change

Maintaining momentum is a key influence on the ultimate success of large-scale change. In this paper, we develop theory to explain how stable vs. shifting change-supportive perceptions over time differentially influence the perceived momentum associated with goal-directed change (i.e., change-based momentum). We use cross-level polynomial regression and data obtained early and one year later within an organization implementing a lean manufacturing transformation to model changes in individual perceptions. Results suggest that momentum perceptions are higher for “Champions” (stable and high perceptions over time) as compared to “Converts” (increasing perceptions over time), but momentum perceptions are lower for “Defectors” (decreasing perceptions over time) as compared to “Doubters” (stable and low perceptions over time). We find that even if participants converge upon change-supportive perceptions later in the change process, early divergent perceptions influence subsequent momentum for the change. These findings highlight the important role of temporal shifts in perceptions for organizational change processes

Lost in transition? The personal and professional challenges for probation leaders engaged in delivering public sector reform

The outsourcing and transfer of labour in the contexts of policing, prisons and courts illustrate that, even in a national context, these transitions are not uniform. Rather, there are a diverse set of ‘privatisation journeys’ that can be taken and that need to be understood. Our focus in this article is on the experience of probation leaders who, under the Transforming Rehabilitation (TR) reform programme, were charged with stewarding their organisation from the public sector, through a 10-month transitional period, and into the full relinquishing of ownership to the private sector. It is an account of how, with no clear ‘transition and transformation’ precedent to follow, a locally based senior management team from one Probation Trust engaged with the task of implementing organisational change during a period of great uncertainty. We explore managers’ engagement with the language, working styles and vision of engineering transformational change and how they processed and began to articulate the challenges of new ownership, both for themselves (as individuals) and for their organisation (as a collective). We examine the resilience of the organisational culture at senior management level; the operational dynamism of leaders to embrace change; and the extent to which senior managers felt able to participate in, and take ownership of, the new Community Rehabilitation Company (CRC) they were charged with forming

The Relationship Between HR Practices and Firm Performance: Examining Causal Order

Significant research attention has been devoted to examining the relationship between HR practices and firm performance, and the research support has assumed HR as the causal variable. Using data from 45 business units (with 62 data points), this study examines how measures of HR practices correlate with past, concurrent, and future operational performance measures. The results indicate that correlations with performance measures at all three times are both high and invariant, and that controlling for past or concurrent performance virtually eliminates the correlation of HR with future performance. Implications are discussed

Measuring organisational readiness for patient engagement (MORE) : an international online Delphi consensus study

Date of Acceptance: 28/01/2015. © 2015 Oostendorp et al.; licensee BioMed Central. This is an Open Access article distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly credited. The Creative Commons Public Domain Dedication waiver (http://creativecommons.org/publicdomain/zero/1.0/) applies to the data made available in this article, unless otherwise statedWidespread implementation of patient engagement by organisations and clinical teams is not a reality yet. The aim of this study is to develop a measure of organisational readiness for patient engagement designed to monitor and facilitate a healthcare organisation’s willingness and ability to effectively implement patient engagement in healthcarePeer reviewedFinal Published versio

Clinical Outcomes Associated with Changes in a Chronic Disease Treatment Program in an Australian Aboriginal Community

In late 1995, a treatment program for renal disease and hypertension was introduced into a remote Aboriginal community. Over the next 3.5 years, mean blood pressure levels were markedly reduced, renal function stabilised, and rates of both renal and non-renal deaths declined significantly. In 1999-2000, responsibility for the program was passed to the community's local Health Board, which subsequently faced deficiencies in clinical information systems and a shortfall in funding. After the handover, the intensity of the program declined, and compliance with medicines fell. Blood pressures in the treatment cohort increased, renal function deteriorated, and rates of deaths from natural causes subsequently rose. From 2002 to mid-2003, the adjusted risks of renal and non-renal deaths in the treatment cohort were three and 9.5 times the respective risks of people during the first 18 months of treatment in the systematic phase of the program. Sustained vigorous activity, both in treatment of people already identified and in community screening for treatment eligibility, is required to maintain good results in any chronic disease program. Adequate resources and well supported staff are essential, and constant evaluation is needed to follow outcomes and modify strategies as necessary

Gamification in Unternehmen. Beeinflussung der Unternehmenskultur durch spieletypische Elemente

Eine „gute“ Unternehmenskultur ist ein wichtiger Erfolgsfaktor für Unternehmen. Im Rahmen der digitalen Transformation wird zunehmend Gamification zur Kulturbeeinflussung eingesetzt. Dabei werden spieletypische Elemente genutzt, um für Mitarbeitende für bestimmte Handlungen Anreize zu schaffen. Im Rahmen einer Fallstudie wurden digital umgesetzte Gamification-Maßnahmen eines Unternehmens bezüglich ihrer Wahrnehmung und Beeinflussung der Arbeitsmotivation analysiert. Die Ergebnisse zeigen, dass Gamification kulturwirksam zur Unternehmensführung genutzt werden kann. Die digitale Umsetzung diente als einheitlicher Impulsgeber und sorgte für Transparenz als Basis für Vertrauen. So konnte die angestrebte „Kultur auf Augenhöhe“ entwickelt werden, geprägt durch Respekt, Toleranz und Mitbestimmung. Der Erfolg der Gamification-Maßnahmen lässt sich vor allem durch die positive Wirkung auf die intrinsische Motivation sowie das gestärkte Zusammengehörigkeitsgefühl der Mitarbeitenden erklären

E-Learning change management and communication strategies within a HEI in a developing country: institutional organisational cultural change at the University of the Western Cape

The paper attempts to report on the strides that UWC has achieved in the adoption of eLearning among the campus teaching community, namely the academics from across different faculties, in order to supplement their traditional face-to-face instruction. The qualitative approach was predominantly used. The case study methodology was uniquely applied in this paper because it was used in collaboration with documentary analysis to highlight the achievements and challenges encountered in the adoption and implementation of the existing homegrown Open Source eLearning system. A multi-dimensional non-coercive eLearning implementation approach was used highlighting the various communication and change management strategies that the institution has employed in its endeavours to achieve broad eLearning buy-in within a resistant environment. A generic Instructional Design Model was developed to portray a continuum in the support for a changing organisational culture. The results indicated that the institution has realised a 26% success rate of academics who have managed to have experienced a paradigm shift towards the use of Information Communication Technologies (ICTs) in supplementing their teaching practices

Influence of national culture on the adoption of integrated medical curricula

Integrated curricula have been implemented in medical schools all over the world. However, among countries different relative numbers of schools with integrated curricula are found. This study aims to explore the possible correlation between the percentage of medical schools with integrated curricula in a country and that country’s cultural characteristics. Curricula were defined as not integrated if in the first 2 years of the program at least two out of the three monodisciplinary courses Anatomy, Physiology and Biochemistry were identified. Culture was defined using Hofstede’s dimensions Power distance, Uncertainty avoidance, Masculinity/Femininity, and Individualism/Collectivism. Consequently, this study had to be restricted to the 63 countries included in Hofstede’s studies which harbored 1,195 medical schools. From each country we randomly sampled a maximum of 15 schools yielding 484 schools to be investigated. In total 91% (446) of the curricula were found. Correlation of percent integrated curricula and each dimension of culture was determined by calculating Spearman’s Rho. A high score on the Power distance index and a high score on the Uncertainty avoidance index correlated with a low percent integrated curricula; a high score on the Individualism index correlated with a high percent integrated curricula. The percentage integrated curricula in a country did not correlate with its score on the Masculinity index. National culture is associated with the propensity of medical schools to adopt integrated medical curricula. Consequently, medical schools considering introduction of integrated and problem-based medical curricula should take into account dimensions of national culture which may hinder the innovation process