Business Commons^™

A Call To Leadership: The Awakening, Robin A. Roberts

Robin A. Roberts

A presentation given to student leaders at Bethune-Cookman University highlighting the transition from student to young professional.

The Pain Of (Organisational) Change, Philomena Hanlon

Conference papers

Abstract

Ireland is the third most globalised nation in the world - Ernest and Young 2013 report

This reflective paper addresses key drivers of organisational change (including globalisation as referred to in the quote above) and what this means at the level of the organisation and at the level of the Lacanian subject[1] (individual employee). It looks at strategies organisations are adopting to survive in a hyper competitive environment and how these strategies are interpreted / responded to by the subject. The paper utilises a Freudian / Lacanian lens to interrogate subjective responses to organisational change. For some subjects …

Method Variation In Calculating Perceived Change, Antonis C. Simintiras, Nina Reynolds

Nina Reynolds

Motivated by findings in the literature suggesting that error attributed to measures used in generating retrospective reports are excessive, this study explores error attributed to methods that individuals use for calculating change retrospectively. Preliminary findings indicate that method variation is present which, in turn, affects the reported change scores (i.e., the scores varied as a function of the calculation method used). These findings suggest that the accuracy and comparability of retrospective reporting might be improved if one controls for inter-individual calculation method variation. A brief discussion of the implications of the results along with suggestions for future research is provided.

Dispersed Leadership, Power And Change: An Empirical Study Using A Critical Management Framework, Ray Gordon

Ray Gordon

Using a critical management framework I provide a genealogical account of a police organization's attempt to implement what senior officers in its behavioural change division described as a dispersed leadership (Bryman, 1996; Gordon, 2002) strategy. I describe the organization and provide a detailed account of the dynamics that emerge as groups and individuals who historically held positions of power found themselves reporting to one of many designated leaders. The account depicts how the organization's dispersion of leadership, while on the surface represents a new and successful endeavour, is rendered problematic by the organization's historical constitution of power.

A Call To Leadership: The Awakening, Robin A. Roberts

Office of Diversity & Inclusion

A presentation given to student leaders at Bethune-Cookman University highlighting the transition from student to young professional.

Competing For Sustainability Within Carbon Constrained World: A Strategic Climate Change Planning Framework, Ananda Wickramasinghe, Helan Gamage

Ananda Wickramasinghe

Addressing issue of Green House Gas emissions with climate change is becoming one of the critical social, economic, political and ecological issues for governments and businesses. Australia's per capita emission due to electricity is five times than the world average. This study explores government and firms especially resource sector strategic initiatives to date, and how foresight will develop capability in capitalising the changing climate change challenges, structure adaptation process and how different firms' strategies enhance sustainable innovation and knowledge management. Due to short-termism, and lack of emissions target strategy and carbon trading mechanism, country's climate strategic change initiative is fairly …

Courses For Horses, The In-Side Track, Part Ii, Diane Vitale Mba, Pauline Sutcliffe Msw, Ma

Faculty Works: Business (1973-2022)

At the 2013 NBEA conference we introduced and presented our paper “Courses for Horses, Making Change Stick in the Workplace” and we laid out the framework for our systemic cybernetically informed process model to enable organizations to achieve second order change (Alanson, 1971) or “change that sticks”. We also addressed issues of language (Koestler, 1979) and currency (Llopis, 2012).

Organizational Change Within Charities: Improved Performance Via Introduction Of Market Orientation And Other Strategic Orientations, Paul Chad

Faculty of Business - Papers (Archive)

Market orientation is recognised as the key strategic orientation enabling for-profit organizations to gain improved performance. Adopting such an orientation can also aid nonprofit charities facing pressure to become more businesslike due to increasing competition in the current global environment. Knowledge regarding exactly how charities can change is however highly under-researched. Based upon examination of multiple case studies of charities that underwent organisational change to improve performance, the change management process is analysed using a discourse transformation framework to identify how charity managers successfully introduced new strategic orientations dominated by a market orientation. A "checklist" is developed that offers nonprofit …

The Processual Perspective: Studying Change In Organisations, Patrick Dawson

Faculty of Business - Papers (Archive)

The processual approach for understanding organisational change takes time seriously in addressing how an organisation moves from point A to point B. The temporal dynamics are often understood within a broader contextual frame that accommodates the past (historical and retrospective analyses) and the future (analyses of future expectation before and after the event), as well as the current ongoing processes of change (Dawson 2013, p 252). The processual approach is based on the assumption that change is complex and at times chaotic (Alvesson & Sveningsson 2008). It recognises that the unplanned, unforseen and unexpected will occur and that consequently, organisational …

Talent Retention In Organizations Facing Staff Reductions Via Layoffs, George Edward Lightfoot

Walden Dissertations and Doctoral Studies

High voluntary attrition threatens the future of downsizing organizations. The purpose of this phenomenological study was to explore how employee layoff announcements reduces the perception of organizational commitment to experienced, skilled workers in central Wisconsin. The conceptual framework integrated stress response theories including Cannon's cognitive activation theory of stress. Face-to-face interviews were conducted with 20 journeyman level artisans who had witnessed the layoff process within 50 miles of Wausau Wisconsin. These interviews were analyzed via the modified van Kaam method to code, cluster, and group the findings into significant themes. Nine themes emerged from the analyses suggesting layoff implementation strategies …

Constructing Corporate Capability In Changing Contexts: The Innovation Journey Of Strategic Management Development At Bankwest, Moira Watson

Theses: Doctorates and Masters

This thesis is about an unfolding management development process over time. Interconnections influencing corporate capability are explained and insight provided into the social construction of strategic organisational change. Studies of strategically-focused change don’t generally address the part management development plays in innovation and corporate capability construction. This research thus fills a persistent knowledge gap in the understanding of the way management development is provided within organisations and the value of the process.

This empirical study is in the process research tradition. A longitudinal, in-depth case study of BankWest, an Australian financial services company undergoing significant change between 1997 and 2009, …

Understanding Relational Agility: Exploring Constructs Of Relational Leadership Through Story, David M.I. Mclean

Antioch University Dissertations & Theses

Organizational storytelling was used within Tri Fit, a Canadian health promotion and fitness company, to explore relational leadership practices. Through 27 confidential one-on-one interviews and an interview of the four-person leadership team, the research attempted to examine how relational agility, a new leadership construct, exists, how it is defined, and to describe its organizational impacts. Two hundred and forty unique stories were shared through this process, out of which nine storylines emerged. The distillation of these revealed three cultural themes: a culture of relational connection; a culture of nice and a culture that values positivity. Demonstrations of transformational leadership, authentic …