bluuebunny/crossref_metadata_2025_split huggingface dataset:
The role of the HR department in organisational change in a British university
Authors: Edgley‐Pyshorn Charlotte , Huisman Jeroen 
Published: September 2011

PurposeThe purpose of this paper is to analyse the role of human resources (HR) in organisational change at higher education institutions (HEIs) and the perceptions of those within the organisation towards the HR department and their capability in leading a change initiative.Design/methodology/approachThe objectives were achieved through a case study in which an HR department at a British university was undergoing a cultural change initiative, implemented by the HR department. Primary research was collected by analysing documents underlying the change project. Also 12 semi‐structured interviews of 30‐40 minutes were carried out; interviewees were chosen based on the need to have a cross‐section including members of the change team and the pilot departments.FindingsThe HR departments at HEI may be faced with difficulties when attempting to implement change due to the relatively “new” nature of the function, meaning that they must first justify their position, worth and capability before attempting to gain the buy‐in of academic departments to implement a culture change in their departments.Research limitations/implicationsMore research could be carried out into a cross‐section of British universities with HR‐led change initiatives to broaden the data collection. Limitations in this research include the relatively small number of interviewees. A greater cross‐section of interviewees would have been beneficial.Originality/valueThe originality of this paper is in the relatively un‐discussed nature of the role of the HR department in change initiatives at HEI and how this could be improved, therefore this could be beneficial for HR departments in this sector.
A design‐oriented approach to organizational change: insights from a military case study
Authors: Barbaroux Pierre 
Published: September 2011

PurposeThe purpose of this paper is to investigate the principles supporting organizational change management.Design/methodology/approachThe paper develops a qualitative study from a single case which focuses on how the military (NATO) transformed their functionally integrated organizational form to gain additional flexibility and responsiveness.FindingsThe findings indicate that the transformation of military organizations has led to reshaping and aligning communication artifacts and organizational structures. In addition, it also entailed significant adaptations of the way knowledge is divided, allocated and coordinated among units, with a particular emphasis on standardization processes.Research limitations/implicationsThe implications of this study for scholars and practitioners are twofold. First, it shows that the conditions for success in organizational transformation reside in the consistency of the design strategy adopted by the organization. In particular, the findings provide evidence that the alignment of the structural and cognitive designs is critical but hard to achieve. Second, organizations and managers should devote time and effort to support the codification and standardization of both component and architectural knowledge. This contribution is limited by looking at a single case. On the premise that model generalization depends upon extensive empirical data, the current paper should be considered as a preliminary/exploratory research that aims at identifying the principles supporting organizational change management.Originality/valueThe originality of this paper is to look at military organizations to elaborate on a theoretical model of organization design which links together the structural and cognitive views and discuss its main implications for organizational change management.
The concept of organizational change capacity
Authors: Soparnot Richard 
Published: September 2011

PurposeChange implementation presents a major challenge to managers. However, theoretical and empirical works waiver between the change management action and the management of the change/initial conditions. These opposing views reflect the theoretical instability, which characterizes work on organizational change. Faced with this theoretical mosaic, the question of knowing what the change capacity is, is fundamental. The purpose of this paper is to propose a framework for change capacity and to identify its dimensions and components.Design/methodology/approachTo deal with this stake, the author conducted a single case study and observed an organization that had acquired the status of a company with change capacity. The Renault SA group makes for an interesting case. Renault, a 100‐year‐old company, is considered to be capable of undergoing change, of following its environment and even of shaping its own environment.FindingsThe study leads to the identification of three dimensions of the change capacity. These are the context, process and learning dimensions. The context dimension consists of resources that facilitate the change process. The process dimension incorporates principles of implementing change. Finally, the learning dimension tackles the introspective capacity of the organization.Originality/valueIf the literature on change capacity focuses more on the outcome of the capability than on the capability itself, the study has enabled the proposing of a framework for change capacity and to identify its dimensions and components. This framework is interesting in two respects. First, it shows that change capacity is as much linked to its management as it is dependent on the initial conditions. Second, it provides direction towards a strategic management of change.
Consultant‐client relationship: one of the secrets to effective organizational change?
Authors: Chalutz Ben‐Gal Hila , Tzafrir Shay S. 
Published: September 2011

PurposeThe purpose of this paper is to examine the link between interpersonal and organizational factors in consultant‐client relationships and their contribution to the effectiveness of an organizational change process.Design/methodology/approachThe authors designed two studies in order to gain insightful information, both qualitative and quantitative in nature. Study 1 is composed of semi‐structured one‐on‐one interviews conducted with pairs of clients and consultants. Study 2 is designed as a quantitative study and is a direct expansion of study 1. The sample, conducted between the years 2002 and 2007, is composed of departments within organizations that underwent an organizational change process, in which external consultants took part.FindingsThe authors found that a high level of commitment to change has a positive effect on the successful implementation of organizational change as a whole. Also, high levels of dyadic trust in the consultant‐client relationship result in higher levels of consultant commitment to the change process. Finally, consultant commitment to change partially mediates the relationship between trust and successful implementation of organizational change.Originality/valueThe paper explores the link between individual and organizational levels in pursuing organizational change processes and attempts to clarify this link.
Diversity and diversity policy: diving into fundamental differences
Authors: van Ewijk Anne R. 
Published: September 2011

PurposeThe purpose of this paper is to offer scholars an analytical framework to identify what the fundamental choices are in the definition of diversity (the what), in the motivation for diversity within organisations (the why), and in diversity policy as an organisational strategy (the how). It also hopes to stimulate diversity professionals to reflect upon the underlying assumptions of their policies and, if needed, provide inspiration as to how to align them towards a more coherent approach.Design/methodology/approachAcademic contributions from political, social and management theory on diversity and diversity policy are analyzed on their conceptual coherence to identify important research gaps and construct an analytical framework that can serve to fill these gaps.FindingsAlthough increasing societal diversity challenges many organisations to change and facilitate diversity within their structures, defining diversity and diversity policy is an uncommon habit both in the professional practice and in academic studies, while this definition influences the scope and validity of research results and can have a considerable impact on the practical consequences of diversity initiatives. The few studies in this field tend to be quantitative and jump to explanations for differences. The proposed analytical framework contains fundamental choices in the definition of diversity (the selection, interpretation, and categorization of modes of differentiation), the motivation for diversity within organisations (the desired base of difference is individual or collective, and arguments are moral or practical), and the diversity policy approach (the intensity is high or low, and the relevance of collective difference is high or low).Originality/valueA theoretical exploration of the concept of diversity and diversity policy draws on sources from three distinct disciplines that have not been combined in such a way before, resulting in a new analytical framework that facilitates theory building and policy learning on the topic.
Deviation and escalation: decision‐making pitfalls illustrated
Authors: Hung Yishuo , Jason Huang Heh , Gosling Mark 
Published: September 2011

PurposeIt seems that the only constant of this rapid‐changing world is the “change” itself – whether it is from the organization itself or from its outer environment. From multinational corporation managers to local franchise investors, abilities to cope with changes are definitely essential. The purpose of this paper is to provide no magic but a framework that helps decision makers watch their steps while making strategic plans.Design/methodology/approachWorking from the perspective of the resource‐based view (RBV) for sustained competitive advantage, the paper looks into the decision‐making process by considering constraints and illusions. The journey of deviation from the ideal goal starts when the decision maker is attracted by a maze of illusions. The paper illustrates the phenomena of escalation of commitment in static and in deterioration‐in‐motion.FindingsFor the recovery from an errant path, awareness is of the essence and a constant awareness of the organization's chances and pitfalls would be the only way to regain competitive advantage.Originality/valueBy bringing together the concept of the RBV of competitive advantages and the phenomena of escalation of commitment, the paper provides a concise framework and illustration that is easy to be reminded of for organization decision makers who are constantly facing challenges in this ever‐changing world.
Clashes between contending market regimes: a challenge for firms in converging industries
Authors: Bengtsson Maria , Johansson Marlene 
Published: September 2011

PurposeThe purpose of this paper is to develop a conceptual framework that describes three contending market regimes in converging industries, and to use this framework to study clashes between different regimes and the implication they have on firms' competitive strategies. More specifically, the challenges of competitors simultaneously acting in accordance with a competitive, a cooperative, and a co‐opetitive market regime.Design/methodology/approachAn exploratory case study of the interaction between firms within the IT and telecom industry is conducted.FindingsThe paper brings forward clashes between different market regimes in converging industries and six propositions are formulated. The study furthermore shows how firms respond differently to a demand‐driven convergence, some act in accordance with a competitive regime and try to exclude others whereas others act in accordance with the co‐opetitive regime and cooperate with competitors to develop new product offers.Research limitations/implicationsThe paper concludes that there are several challenges in transforming from a competitive to a co‐opetitive regime, and there is therefore a need to further explore the clashes observed in this study.Originality/valueFew empirical studies have been conducted of the converging IT and telecom industries and this paper reveals several new insights about this market context and the challenges it provides. The paper develops a theoretical framework for an analysis of converging industries and provides an insight about clashes that develop between different market regimes. It also describes the challenges firms are facing as a result of these clashes.
Understanding managers' marketing strategy choice in a collaborative competition industry
Authors: Meng Jie , Layton Roger A. 
Published: September 2011

PurposeCompetition and cooperation co‐exist in various sub‐fields of organizational strategies, while a research gap remains in the links between how managers perceive their cognitive relations with rival partners and how they choose a strategy. The purpose of this paper is to investigate how different focuses of competition and cooperation are put in core and supportive strategic importance based on business manager's individual perception toward a particular rivalling cognition.Design/methodology/approachA conceptual model is developed composed by several hypotheses. An empirical study is conducted by analysing data collected from 89 pharmacies, including public hospital pharmacies and community service, private chain retailing pharmacy, and independent pharmacies, out of hundreds of outlets in a capital city in China to test hypotheses. By using factor analysis and correlation analysis, several hypotheses are supported in linking competitive cognition with either core marketing strategies or supportive marketing strategies.FindingsObservational results indicate that large and small pharmacies, motivated by relational perceptions among competitors, tend to rely selectively on some strategic tools of competition and cooperation in terms of their different business nature.Practical implicationsThese results are valuable for business managers in the healthcare industry, enabling them to rethink their relations with strategic partners and their strategies.Originality/valueThe paper's findings enrich understanding of how a competing environment influences strategic orientation of competition and cooperation under a collaborative marketing framework.
Can Brazilian firms survive the Chinese challenge?
Authors: Akhter Syed H. , Fernando Pinto Barcellos Paulo 
Published: September 2011

PurposeThe purpose of this paper is to apply the structure‐conduct‐performance theory and the strategic fit concept to examine the effects of globalization on markets, strategies, and performance of business‐to‐consumer firms in Brazil.Design/methodology/approachThe paper takes a qualitative approach to answer the research questions. Top decision makers such as president, chief executive officer, chairman of the board, vice president, and director of the companies were interviewed. The elite approach to in‐depth interviewing was followed to obtain reliable information from the decision makers.FindingsFindings indicate that globalization and especially the entry of Chinese firms significantly changed market contexts in Brazil. Brazilian executives responded to changes in market contexts by shifting from production to customer orientation, building brand equity, developing new products, and differentiating offerings. Overall, marketing performance of Brazilian firms was positive, but profitability suffered.Originality/valueThe study contributes to the literature by showing that globalization has changed market contexts in Brazil by developing a new form of competition in which firms from emerging economies are now competing against each other. Findings from this study can provide useful theoretical and strategic insights into the behavior and performance of firms in other emerging markets.
Filling the black box of implementation for health‐promoting schools
Authors: Rowling Louise , Samdal Oddrun 
Published: September 2011

PurposeAchieving organisational learning and greater specificity for implementation action for health‐promoting schools requires detailed understanding of the necessary components. They include: preparing and planning for school development, policy and institutional anchoring, professional development and learning, leadership and management practices, relational and organisational context, student participation, partnerships and networking, and sustainability. This paper seeks to elaborate a theoretically based rationale for how these eight components of implementation that needs to be put into action.Design/methodology/approachBuilding on the narrative synthesis in the complementary paper (“Theoretical base for implementation components of health‐promoting schools”, this issue), examples drawn from empirical research and evaluation reports in the field of health‐promoting schools are used to operationalise the function of the components.FindingsThis elaboration anchors specific implementation actions within their own theoretical and empirical base, a significant advance on previous guidelines. The eight components have been articulated separately. However, in practice they operate interdependently. Context and culture issues also need to be accommodated.Practical implicationsThe level of specificity provided in this paper has the potential to enhance school staff professional learning, as it fulfils one of the characteristics for successful school‐based education, namely practical, detailed implementation and enough flexibility, allowing shaping to suit specific contexts.Originality/valueThe identification of this knowledge base should enable practitioners to develop an in‐depth understanding of the operational functioning of existing guidelines, thereby enhancing their practice. The specificity provided holds promise to enhance the science base and quality of implementation.
Theoretical and empirical base for implementation components of health‐promoting schools
Authors: Samdal Oddrun , Rowling Louise 
Published: September 2011

PurposeEfforts to create a scientific base for the health‐promoting school approach have so far not articulated a clear “Science of Delivery”. There is thus a need for systematic identification of clearly operationalised implementation components. To address a next step in the refinement of the health‐promoting schools' work, this paper sets out to delineate implementation components of health‐promoting schools and to identify their mechanisms.Design/methodology/approachThe implementation components were identified through a narrative synthesis of documents describing implementation of health‐promoting school approaches. Studies were included if they were published between 1995 and June 2010 and could be identified in publicly accessible peer‐reviewed articles and grey literature, published in English. Eight sources were extracted, representing reports from all continents with the exception of Africa.FindingsEight components were identified: preparing and planning for school development; policy and institutional anchoring; professional development and learning; leadership and management practices; relational and organisational support context; student participation; partnerships and networking; and sustainability.Practical implicationsThe components provide a practical tool/guide for schools to use in the implementation of health‐promoting schools. In a parallel paper theoretically and empirically based practice guidelines for the actual implementation of the components are articulated (“Filling the black box of implementation for health‐promoting schools”, this issue).Originality/valueThe identification of specified theory‐driven implementation components for health‐promoting schools aims will help practitioners to understand the function of each component, so they can execute them with fidelity and thus contribute to rigorous implementation of the health‐promoting school initiative.
Privatisation and manpower capability development
Authors: Elgrari Omran , Ingirige Bingunath 
Published: September 2011

PurposeThis paper aims to investigate the current status of manpower capability, and to identify the key factors that influenced the development of manpower capability within private house building companies in Libya.Design/methodology/approachThe aim and the proposition of the research are set out after a literature review and synthesis. Then a multiple case study approach is adopted to conduct exploratory case studies into joint venture housing projects.FindingsThe findings of the study confirm that there should be an interlinked tripartite strategy between the Government, foreign investors and local private house building firms to improve manpower capability so that the Government's housing targets are achieved and sustained. The proposed integrated framework offers a targeted approach to achieve a stepped change in achieving both a quantitative and qualitative growth in housing.Originality/valueThe paper makes an original contribution to the knowledge on joint venture house building in developing countries. The research identifies the current strengths and weaknesses of manpower in professing a stepped change in the area to meet the needs of the Government's housing target, and while the majority of the changes are applicable within the Libyan case study context, opportunities exist to generalise towards other developing countries thereby to gain further value out of this research.
Towards a resilient strategy for technology‐enhanced learning
Authors: Hall Richard 
Published: September 2011

PurposeThis paper sets out to argue that the strategic implementation of technology is implicated in a range of crises or socio‐economic disruptions, like peak oil, climate change and the rising environmental costs of energy consumption. It aims to argue that institutional technological implementation is contested, complex and should not be treated deterministically, but that technologists might usefully consider the impact of these disruptions on their practices. The paper seeks to amplify how a focus on resilience, rather than marketised outcomes, can enable higher education to use technology to overcome or adapt to disruption and crises.Design/methodology/approachThe paper is a critique. A conceptual analysis of the place of current research into the use of technology‐enhanced learning in higher education is critiqued in light of peak oil and climate change, in order to align strategic developments with disruptions and potential responses. The strategic response of one institution is outlined as a programme‐of‐work, and is related to a second university's approach.FindingsThe paper highlights five areas that require strategic responses to the use of technology in and for HE. These are: the place of TEL in the idea of the University; complexity in the use of technology, linked to shared values; adapting to disruption; institutional planning; and competing priorities for the use of technology.Originality/valueThe paper highlights the educational connections that are made between the politics of technology, shared values and socio‐environmental disruption. It also analyses a programme of work that is designed to engage with and adapt to disruption.