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Administrative Sciences
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Organizational Change and Management
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Organizational Change and Management

A special issue of Administrative Sciences (ISSN 2076-3387). This special issue belongs to the section "Strategic Management".

Deadline for manuscript submissions: closed (31 August 2022) | Viewed by 55688

Printed Edition Available!
A printed edition of this Special Issue is available here.

Special Issue Editors

Prof. Dr. Guido Maes

E-Mail Website
Guest Editor
Faculty of Social Sciences, KU Leuven, 3000 Leuven, Belgium
Interests: change management; power & politics; SHRM
Prof. Dr. Geert Van Hootegem

E-Mail Website
Guest Editor
Faculty of Social Sciences, KU Leuven, 3000 Leuven, Belgium
Interests: sociology in labour and organisation and change management

Special Issue Information

Dear Colleagues,

Next year it will be 75 years since Kurt Lewin (1947) published his article “Frontiers in group dynamics” were he mentioned that successful change includes three aspects: unfreezing, moving and freezing. Although, as Cummings et al. (2016) have proven, Lewin never developed it as a formal stage model for change, it triggered the development of numerous change models. Since than thousands of articles and hundreds of books have been written on the subject. Last year alone more than a thousand articles where published. So, what still can be said about organizational change? We would like to welcome articles that can shed a light on were the field is not clear or which aspects remain controversial. There is the question if change can be realised by changing the structural setting of an organisation or should we directly focus on changing the culture, the motivation or the behaviour of people? It has become clear that leadership plays a crucial role in managing change, but a lot of questions remain about what kind of leadership is necessary to create successful change. Can change be managed as a project or is it an emergent process? Another aspect that needs to be developed more is the role of teams in organizational change. Much of the work today is organized in teams and also change requires teamwork to succeed. The role of power and politics receives more and more attention in de studies of change but there are still several aspects that need to be developed further. Finally, we need to find ways to deal with all the variety of perspectives and paradoxes that currently cover the domain. Research articles, as well as literature reviews and theoretical considerations can have a place in this special issue.

Reference

Lewin, K. (1947). Frontiers in group dynamics I: concept, method and reality in social science; social equilibria and social change. Human Relations, 1(1), 5-41.

Cummings, S., Bridgman, T., & Brown, K. G. (2016). Unfreezing change as three steps: Rethinking Kurt Lewin's legacy for change management. Human Relations, 69(1), 33-60.

Prof. Dr. Guido Maes
Prof. Dr. Geert Van Hootegem
Guest Editors

Manuscript Submission Information

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Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a double-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Administrative Sciences is an international peer-reviewed open access monthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 1400 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • Organizational change
  • Change Management

Published Papers (10 papers)

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Research

22 pages, 1185 KiB  
Article
Exploring Factors Affecting Sustainable Consumption Behaviour
by Teofana Dimitrova, Iliana Ilieva and Mina Angelova
Adm. Sci. 2022, 12(4), 155; https://doi.org/10.3390/admsci12040155 - 04 Nov 2022
Cited by 8 | Viewed by 8594
Abstract
Business development policies cover both marketing and sales functions, as they are so intertwined in most firms. Thus, managers should comply with the factors that influence sustainable consumption behaviour. The study aims to investigate the effect of environmental knowledge (EK), materialism (MAT), environmental [...] Read more.
Business development policies cover both marketing and sales functions, as they are so intertwined in most firms. Thus, managers should comply with the factors that influence sustainable consumption behaviour. The study aims to investigate the effect of environmental knowledge (EK), materialism (MAT), environmental influences (EI), the promotion of sustainable consumption (PSC), and sustainable consumption behaviour intention (SCBI) on sustainable consumption behaviour (SCB). Although many studies have examined sustainability issues for various groups of countries, activities in this critical field in Bulgaria are severely limited, and integrated research on the subject is non-existent. This paper focuses on the importance of investigating various factors that influence sustainable consumer behaviour. A total of 489 complete and usable responses were collected from participants from all regions of Bulgaria between May 2022 and July 2022. The partial least square-structural equation modelling (PLS-SEM) and SmartPLS 4 software were employed to test the hypothesised relationships. The results indicated that EK and MAT significantly affected SCBI. Additionally, the analysis revealed the statistically significant impact of EK, MAT, EI, PSC, and SCBI on SCB. Moreover, this study demonstrated that SCBI significantly mediated the relationships between EK and SCB and between MAT and SCB. Finally, the outcomes of the moderation analysis showed that age moderated the relationship between SCBI and SCB. Full article
(This article belongs to the Special Issue Organizational Change and Management)
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19 pages, 830 KiB  
Article
The Institutionalization of Implicit and Explicit CSR in a Developing Country Context: The Case of Lebanon
by Samer Kobrossy, Robert Karaszewski and Riad AlChami
Adm. Sci. 2022, 12(4), 142; https://doi.org/10.3390/admsci12040142 - 19 Oct 2022
Cited by 1 | Viewed by 2356
Abstract
This article presents a qualitative study pertaining to the interface between business and society that primarily focuses on the prominent institutional factors that are influencing organizations to adopt explicit and implicit forms of corporate social responsibility in a developing country context. This is [...] Read more.
This article presents a qualitative study pertaining to the interface between business and society that primarily focuses on the prominent institutional factors that are influencing organizations to adopt explicit and implicit forms of corporate social responsibility in a developing country context. This is a pertinent subject because developing countries contain a large proportion of the world’s population and, subsequently, a large proportion of salient issues in the social, economic, and environmental arena. This study identifies that, in the country context chosen namely Lebanon, explicit social responsibility initiatives are driven by predominantly normative and mimetic institutional pressures emanating from both local and international institutions. This study also identifies that implicit social responsibility initiatives are driven by normative institutional pressures emanating from elements in the national business system. Contributions of this study include a conceptual model to aid future research, identifying the importance of the duality of corporate social responsibility, the importance of international institutions in facilitating explicit social responsibility proliferation, and the importance for managers to include explicit social responsibility initiatives in their organizational mandate. Future research can use a different sampling technique, conduct interviews with employees that are not directly involved with social responsibility initiatives, or use other perspectives, such as agency theory or theory of institutional logics, to gain more insight on the topic. Full article
(This article belongs to the Special Issue Organizational Change and Management)
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13 pages, 1063 KiB  
Article
Effect of Organizational Culture Change on Organizational Performance of Kenya Wildlife Service Nairobi National Park
by Phoebe Akoth Okwata, Susan Wasike and Kifleyesus Andemariam
Adm. Sci. 2022, 12(4), 139; https://doi.org/10.3390/admsci12040139 - 17 Oct 2022
Viewed by 2853
Abstract
Change is inevitable and is seen as a practice for organizations seeking to continuously provide quality services that meet stakeholder needs. Efficient and effective public service delivery has forced state corporations to adopt organizational culture change management to accommodate changes in the environment. [...] Read more.
Change is inevitable and is seen as a practice for organizations seeking to continuously provide quality services that meet stakeholder needs. Efficient and effective public service delivery has forced state corporations to adopt organizational culture change management to accommodate changes in the environment. However, government parastatals and state corporations such as Kenya Wildlife Service (KWS) often oppose transformation and change because they have uncertain outcomes and come with a lot of challenges. This study determined the effect of culture change on organizational performance at Kenya Wildlife Service Nairobi National Park. The study was guided by Geert Hofstede’s theory as the framework for cross-cultural communication, Edgar Schein’s model as the cultural inventions by a specific group, and the Denison dimension model theory. Using descriptive survey research design, on a target population of 100 employees drawn from various departments at Kenya Wildlife Service (KWS) Nairobi National Park, a structured questionnaire was used for data collection to effectively respond to the research problem. The study revealed that majority (35.9%) of the respondents were convinced that management ensures that old habits that are not effective are dropped and at the same time the management at KWS encourages employees to adapt to changes and be flexible, especially when the work environment is changing. Results revealed that KWS management ensures the organizational culture supports vision, goal and strategies. The respondents (40.5%) also agreed that managers encourage employees to adapt to changes and to care (35.9%) about fellow employees, customers, and stakeholders. The findings also revealed that 28.9% of the respondents agreed that managers are role models for employees in the organization and set standards for ethics. Correlation analyses show that culture affects performance directly and indirectly. The study concludes that organizational culture aligned with vision, goals, and company strategies guides employees towards a shared purpose and improves an organization’s capacity to perform excellently. We also conclude that KWS management encourages work ethics through consistency, and effective communication that improves work commitment that ultimately leads to better performance. The study recommends that there is need for more to be done on culture change as an approach to change management to improve performance. The mission, vision, and strategies are key to organizational performance and need to be reviewed from time to time to ensure that the organization lives its mission and moves towards its vision while applying its strategies. The study further recommends a replica of the same trial in other Kenya Wildlife Service branches in order to authenticate the findings and enable the generalization of the results. Full article
(This article belongs to the Special Issue Organizational Change and Management)
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15 pages, 329 KiB  
Article
Relation between Organizational Capacity for Change and Readiness for Change
by Irena Mladenova
Adm. Sci. 2022, 12(4), 135; https://doi.org/10.3390/admsci12040135 - 12 Oct 2022
Cited by 8 | Viewed by 5141
Abstract
Readiness for change is seen as an important prerequisite increasing chances for change success. While assessing the readiness level allows for tailoring of the interventions and the change process, it requires time and planning. When organizations face increasing levels of unpredictability and need [...] Read more.
Readiness for change is seen as an important prerequisite increasing chances for change success. While assessing the readiness level allows for tailoring of the interventions and the change process, it requires time and planning. When organizations face increasing levels of unpredictability and need to adapt to fast environmental shifts, linear causal models to plan and implement changes become harder to follow. Emergent changes also barely accommodate planning and assessing readiness levels. Multiple and overlapping change initiatives become the norm rather than an exception, thus exert additional pressure on organizations hoping to start with assessing and developing readiness. Applying dynamic capabilities lens allows addressing such challenges through the concept of organizational capacity for change. This article reviews theoretical and empirical research advances to answer two questions. First, how do readiness and organizational capacity for change differ? A review of theoretical assumptions, dimensions and antecedents is employed to delineate the two constructs. Second, what is the relationship between the two constructs? The analysis is guided by an organizational change typology to highlight their applicability to selected types of change. The research concludes that capacity for change differs and can complement readiness in helping organizations navigate unpredictable environments. Full article
(This article belongs to the Special Issue Organizational Change and Management)
13 pages, 317 KiB  
Article
Talent Management in the Hospitality Sector: Predicting Discretionary Work Behaviour
by Friday Ogbu Edeh, Nurul Mohammad Zayed, Iryna Perevozova, Halyna Kryshtal and Vitalii Nitsenko
Adm. Sci. 2022, 12(4), 122; https://doi.org/10.3390/admsci12040122 - 22 Sep 2022
Cited by 10 | Viewed by 4647
Abstract
Hospitality organisations have suffered a lot of setbacks, such as low performance caused by the COVID-19 pandemic, during which most management took drastic decisions to retrench talent, and these decisions have engendered low discretionary work behaviour and low emotional labour display amongst its [...] Read more.
Hospitality organisations have suffered a lot of setbacks, such as low performance caused by the COVID-19 pandemic, during which most management took drastic decisions to retrench talent, and these decisions have engendered low discretionary work behaviour and low emotional labour display amongst its talent. These maladies would have been averted if talent management practices were implemented effectively by hospitality organisations. It is based on this premise that this study investigates the effect of talent management on discretionary work behaviour in hospitality organisations in Nigeria using a survey research design. A sample frame of 820 was drawn from 60 registered hospitality organisations in the south-eastern part of Nigeria. A sample size of 263 was drawn from the sample frame. Linear regression was employed to analyse the formulated hypotheses with the aid of IBM statistical package for the social sciences version 20.0. The findings of the study show that talent management dimensions have significant effects on discretionary work behaviour in hospitality organisations in Nigeria. The study concludes that talent management measured in terms of talent attraction, talent development and talent retention have significant effects on the indicators of discretionary work behaviour. The study recommends that human resource professionals and organisational leaders should utilize talent management as a strategy to enhance discretionary work behaviour in their respective organisations. Full article
(This article belongs to the Special Issue Organizational Change and Management)
26 pages, 964 KiB  
Article
Empirical Analysis of Strategic Management in Inter-Governmental Organization
by James Wan, Ling Wang, Raafat Saade, Hong Guan and Hao Liu
Adm. Sci. 2022, 12(3), 83; https://doi.org/10.3390/admsci12030083 - 18 Jul 2022
Cited by 1 | Viewed by 3906
Abstract
In this study, we present a strategic change theoretical model and empirically validate it in the context of inter-governmental organizations. We followed a survey methodology approach and tested our model hypotheses using exploratory and confirmatory factor analysis. Traditional strategic management models were created [...] Read more.
In this study, we present a strategic change theoretical model and empirically validate it in the context of inter-governmental organizations. We followed a survey methodology approach and tested our model hypotheses using exploratory and confirmatory factor analysis. Traditional strategic management models were created primarily with the private sector in mind. Therefore, validation of the model constructs for their appropriateness to the present construct is essential, especially that these types of organizations, such as those of the United Nations agencies, face major challenges when it comes to change. We found significant re-groupings of items, leading to the necessity to reformulate the constructs, as the context of our study is significantly different. We found that institutional pressures have a significant influence on strategic change and were mediated by strategic formulation. We also found that strategic pressures did not have any influence on strategic intent. Our research theoretical model and results provide many insights to future research directions and inter-governmental organizational practitioners who are engaged in change management. Full article
(This article belongs to the Special Issue Organizational Change and Management)
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18 pages, 710 KiB  
Article
Power and Politics in Different Change Discourses
by Guido Maes and Geert Van Hootegem
Adm. Sci. 2022, 12(2), 64; https://doi.org/10.3390/admsci12020064 - 28 May 2022
Cited by 3 | Viewed by 6908
Abstract
Background: The purpose of this article is to examine how different views on power and politics manifest in organizational change, and how they can be integrated into a single model. Methods: Our research was based on an extensive literature review about power and [...] Read more.
Background: The purpose of this article is to examine how different views on power and politics manifest in organizational change, and how they can be integrated into a single model. Methods: Our research was based on an extensive literature review about power and politics and their relationship with organizational change. We used the systems model of organizational change developed by Maes and Van Hootegem to map the different views on power and politics in organizational change. This systems model integrated different change discourses and allowed us to post the various aspects of power and politics in organizational change. Results: Using the systems model as a reference to look at power and politics from different angles led to a better understanding of the role they play in organizational change so that actors can enter the political arena of change better prepared and play the game of change at a tactically higher level. Conclusions: The analysis contributes to the study of power and politics in three respects. First, using the metamodel of organizational change to map the different views on power and politics offers a more detailed and varied understanding of the use of power and politics in organizational change. Second, looking at power and politics from different discourses can accommodate greater complexity and nuance. Third, it shows that change projects rarely run smoothly but are constantly traversed by all kinds of obstacles and barriers that require specific political astuteness. Members of an organization, who have been introduced to political skills, will be better able to navigate the pitfalls of organizational change and its rhetoric and thus be better agents of change or better able to resist unreasonable change. Full article
(This article belongs to the Special Issue Organizational Change and Management)
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15 pages, 1512 KiB  
Article
A Change Management Approach with the Support of the Balanced Scorecard and the Utilization of Artificial Neural Networks
by Alkinoos Psarras, Theodoros Anagnostopoulos, Ioannis Salmon, Yannis Psaromiligkos and Lazaros Vryzidis
Adm. Sci. 2022, 12(2), 63; https://doi.org/10.3390/admsci12020063 - 24 May 2022
Cited by 4 | Viewed by 3533
Abstract
Artificial Intelligence (AI) has revolutionized the way organizations face decision-making issues. One of these crucial elements is the implementation of organizational changes. There has been a wide-spread adoption of AI techniques in the private sector, whereas in the public sector their use has [...] Read more.
Artificial Intelligence (AI) has revolutionized the way organizations face decision-making issues. One of these crucial elements is the implementation of organizational changes. There has been a wide-spread adoption of AI techniques in the private sector, whereas in the public sector their use has been recently extended. One of the greatest challenges that European governments have to face is the implementation of a wide variety of European Union (EU) funding programs which have evolved in the context of the EU long-term budget. In the current study, the Balanced Scorecard (BSC) and Artificial Neural Networks (ANNs) are intertwined with forecasting the outcomes of a co-financed EU program by means of its impact on the non-financial measures of the government body that materialized it. The predictive accuracy of the present model advanced in this research study takes into account all the complexities of the business environment, within which the provided dataset is produced. The outcomes of the study showed that the measures taken to enhance customer satisfaction allows for further improvement. The utilization of the proposed model could facilitate the decision-making process and initiate changes to the administrational issues of the available funding programs. Full article
(This article belongs to the Special Issue Organizational Change and Management)
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20 pages, 569 KiB  
Article
Institutionalization of Organizational Change Outcomes in Development Cooperation Projects: The Mediating Role of Internal Stakeholder Change-Related Beliefs
by Andrew Ronnie Mugenyi, Charles Karemera, Joshua Wesana and Michaël Dooms
Adm. Sci. 2022, 12(2), 60; https://doi.org/10.3390/admsci12020060 - 11 May 2022
Cited by 5 | Viewed by 5025
Abstract
This paper investigated how change outcomes of development cooperation projects can be institutionalized within the beneficiary organization. While a lot of attention has been paid to sustainability in scientific research on issues, projects, and policies related to environmental, industrial, and agricultural production and [...] Read more.
This paper investigated how change outcomes of development cooperation projects can be institutionalized within the beneficiary organization. While a lot of attention has been paid to sustainability in scientific research on issues, projects, and policies related to environmental, industrial, and agricultural production and sustainability management, there are limited studies on the sustainability of organizational-level change outcomes of aid-based project interventions. Using the lens of organizational change institutionalization models, we examined how internal stakeholders’ change-related beliefs, organizational characteristics, and project characteristics relate to the institutionalization process of project outcomes. Data were collected using a questionnaire returned by 130 respondents from a university in the Global South implementing institutional development cooperation projects. Using partial least squares structural equation modeling (PLS-SEM) to analyze the data, we found that organizational characteristics and change-related beliefs both had direct positive effects on the institutionalization process, while project characteristics had negative effects. Additionally, this study reveals that stakeholder change-related beliefs mediated the relationship between organizational and project characteristics and the institutionalization process. The findings support the continual engagement of organizational internal stakeholders in institutionalization efforts throughout the project life cycle, rather than waiting for the project to end. In contrast to the mechanistic, linear result chain approaches that dominate development project discourses, there is a need for more iterative approaches that allow the development of necessary attitudes and behaviors among the beneficiary organization’s internal stakeholders to sustain the project-induced changes. Full article
(This article belongs to the Special Issue Organizational Change and Management)
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14 pages, 729 KiB  
Article
Issues and Implications of Readiness to Change
by Yousef Ahmad Alolabi, Kartinah Ayupp and Muneer Al Dwaikat
Adm. Sci. 2021, 11(4), 140; https://doi.org/10.3390/admsci11040140 - 23 Nov 2021
Cited by 14 | Viewed by 8567
Abstract
In light of readiness to change, organizational readiness has received little attention with the extensive assessment of individual readiness to change. (1) Background: Therefore, this conceptual paper aims to address the need for change at the organizational level through the lenses of Lewin [...] Read more.
In light of readiness to change, organizational readiness has received little attention with the extensive assessment of individual readiness to change. (1) Background: Therefore, this conceptual paper aims to address the need for change at the organizational level through the lenses of Lewin theory, organizational change theory, and social exchange theory. It will identify issues and implications in readiness to change at the organizational level; (2) Methods: The primary method used in the study was mainly a literature review to add neglected factors driving change such as contextual factors and technology. (3) Results: The paper shows how various players and other determinants of successful change implementation can derail the organization’s readiness to embrace change. (4) Conclusions: The paper adds to the available knowledge on how technology is likely to affect organizational willingness to change. The study suggests various solutions that seek to address the issues on organizational readiness to change. Hence, this study may provide organizational managers with takeaway implications on change management for policymakers and practitioners to improve an organization’s preparedness towards change implementation. Full article
(This article belongs to the Special Issue Organizational Change and Management)
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