1,721,001 research outputs found
Organisational change: a conceptual and theoretical overview
No full textThe organisational change is a phenomenon which has gained attention from theoretistsand practioners alike. The paper analyzes the notion of change, oragnizational change and types ofchange. The paper is of theoretical nature. Several authors have perceived organisational changeas a “response” to an organisation’s internal and/or external environment. The paper investigatesdifferent perspectives of emergent change basing on Kanter et al., (1992) Kotter (1996) and Luecke(2003). The author highlights that these three models have some common features: a development ofvision and leadership. On the other hand Strobel (2015) refutes the argument that there is “one bestway” that can be applied in all situations and organisations, when managing change, and promotesthe idea of “one best way” for each situation and organisation individually. Moreover the drivers andtypes of organizational change are presented. Several forces driving organisational change have beenidentified and they basically involve factors with regards to both the internal and external environmentof an organisation
ORGANISATIONAL CHANGE: A CONCEPTUAL AND THEORETICAL REVIEW
No full textThe organisational change is a phenomenon which has gained attention from theoretists and practioners alike. The paper analyzes the notion of change, oragnizational change and types of change. The paper is of theoretical nature. Several authors have perceived organisational change as a “response” to an organisation’s internal and/or external environment. The paper investigates different perspectives of emergent change basing on Kanter et al., (1992) Kotter (1996) and Luecke (2003). The author highlights that these three models have some common features: a development of vision and leadership. On the other hand Strobel (2015) refutes the argument that there is “one best way” that can be applied in all situations and organisations, when managing change, and promotes the idea of “one best way” for each situation and organisation individually. Moreover the drivers and types of organizational change are presented. Several forces driving organisational change have been identified and they basically involve factors with regards to both the internal and external environment of an organisation
The development of an integrated model of the relationship among strategic decision-making process, organisational change and employees’ EVLN behavioural responses
Get PDFExperiencing organisational change in Greece: the impact of psychological contract, job satisfaction and organisational commitment on employees’ EVLN behaviour
No full textAbstract of a paper given at the International Conference on Restructuring of the Global Economy, 22 - 23 June 2015, Rome, Ital
Applying theory into practice: A model for developing students? managerial skills.
Get PDFStudents? difficulty to deal effectively with real-life business problems, questions the effectiveness of current practice and requires the adoption of a different teaching approach. To address this problem at undergraduate level, this paper proposes a pedagogical model that promotes intentional learning, action learning and cooperative learning and suggests a switch from passive to active learning environment. The model aims to help students develop all necessary managerial skills by collaboratively and actively participating in the learning process through the use of printed and real-time business case studies, as well as simulations, games & role-play(SGRP)
The development of an integrated model of the relationship among strategic decision-making process, organisational change and employees’ EVLN behavioural responses
No full textAs organisations operate in a globalised, competitive and ever-changing environment, the process of making strategic decisions, the introduction and implementation of organisational changes, and employees’ responses towards these changes are typical challenges in organisational life. In this content, the recent financial crisis of 2007-2008 had a profound impact on the Greek economy, as the Greek banking sector had undergone a series of profound organisational changes that were met with a mixed response from employees. The aim of this study is to investigate and propose an integrated theoretical model on the relationship among strategic decision-making process (SDMP), organisational change and employees’ responses to change in Greek banks. To achieve this aim, the SDMP by which organisational changes were introduced in Greek banks, and employees’ EVLN behavioural responses towards these changes are examined. Two questionnaire surveys were conducted and data were collected from 11 CEOs and 78 members of top management teams, and 1,259 Greek bank employees. The study adopted the positivistic approach and data were quantitatively analysed by using the statistical software of SPSS version 2.1 and AMOS version 22.0. The findings suggest that top management teams used their Rationality, Intuition and Political behaviour during SDMP, and different contextual factors had a different impact on this process. Moreover, employees’ EVLN behavioural responses varied depending on the type of organisational change and the level of impact of organisational commitment, job satisfaction and psychological contract breach on their responses. Also, significant differences were found on employees’ responses in terms of their age, gender, educational level, length of service at the bank, position at the bank, and the bank they worked for before the changes. The key contribution to knowledge is that this is the first study that develops an integrated theoretical model that examines the relationship among SDMP, organisational change and employees’ EVLN behavioural responses. It also enhances our knowledge and extends the literature on a number of relationships such as the impact of the antecedents of SDMP on SDMP dimensions, the effect of SDMP dimensions on organisational change, and the impact of different types of organisational change on employees’ EVLN responses. Such contribution has significant implications on making strategic decisions and managing change in times of crises
Applying theory into practice:a model for developing students' managerial skills
Get PDFStudents’ difficulty to deal effectively with real-life business problems, questions the effectiveness of current practice and requires the adoption of a different teaching approach. To address this problem at undergraduate level, this paper proposes a pedagogical model that promotes intentional learning, action learning and cooperative learning and suggests a switch from passive to active learning environment. The model aims to help students develop all necessary managerial skills by collaboratively and actively participating in the learning process through the use of printed and real-time business case studies, as well as simulations, games & roleplay (SGRP)
Going Beyond Counting First Authors in Author Co-citation Analysis
Get PDFThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
Variations on the Author
Get PDF“Variations on the Author” discusses two of Eduardo Coutinho’s recent films (Um Dia na Vida, from 2010, and Últimas Conversas, posthumously released in 2015) and their contribution to the general question of documentary authorship. The director’s filmography is characterized by a consistent yet self-effacing form of authorial self-inscription: Coutinho often features as an interviewer that rather than express opinions propels discourses; an interviewer that is good at listening. This mode of self-inscription characterizes him as an author who is not expressive but who is nonetheless markedly present on the screen. In Um Dia na Vida, however, Coutinho is completely absent form the image, while Últimas Conversas, on the contrary, includes a confessional prologue that moves the director from the margins to the center of his films. This article examines the ways in which these works stand out in the filmography of a director who offers new insights into the notion of cinematic authorship
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