مقاله انگلیسی رایگان در مورد پارامترهای سازمانی نوظهور و نقش آنها در اجرای تغییرات سازمانی – امرالد 2018

Purpose – The purpose of this paper is to investigate new emerging organizational parameters and their roles in successful change implementation. These organizational parameters are rarely investigated especially in the context of organizational change (OC) in private and public sector organizations. Design/methodology/approach – In cumulative, 403 valid responses have been obtained randomly from public sector workers by using self-administered questionnaires. Findings – The results reveal that knowledge sharing regarding incremental and radical changes can helpful for effective OC implementation. Findings highlight the significant role of emotional and social intelligence in managing resistance and bringing openness to change in these organizations. It is also found that social media has become an important emerging organizational parameter to foster effective communication and knowledge sharing during OC implementation. Apart from the direct effects, readiness to change has multiple effects coupled with emerging organizational parameters to implement change successfully. Research limitations/implications – The results of the current study offer diversified implications for theory, practice and global society. The theoretical base is taken from the well-known theories of management (i.e. Lewin’s three-step model, field theory, intelligence theory, cost-effective theory, social exchange theory, social network theory and social penetration theory). Emerging organizational parameters that have a potential impact on effective change implementation are identified. The findings suggest that global organizations should have to initiate effective networking structure using social media applications and social intelligence skills to remain connected and get positive responses about change formulation and implementation decision. Originality/value – A majority of studies have presented the research model on OC implementation in the context of developed countries, which form 30 percent of the world’s population, mostly the Americas and Europe. It is observed that a developing country, such as Pakistan, has a culture that is based on power distance, collectivism and more political influence as compared to developed countries. Triandis et al. (1980) argued that any theoretical contribution without considering the cultural aspect can lead to bias findings. There is limited research available in the world that is conducted to examine the interactive effects of readiness to change on the relationship between effective change implementation, knowledge sharing, intelligence and social media. These findings are useful to plan and execute OC using new emerging organizational parameters.

Introduction

A large number of researchers have investigated the negative consequences of planned organizational change (OC) such as the detrimental effects of organizational cynicism (Aslam et al., 2016a), employee turnover (Aslam et al., 2015), low level of commitment to change (Aslam et al., 2015; Bernerth et al., 2007), low level of job satisfaction (Aslam et al., 2016a), resistance to change (Stanley et al., 2005) and employee stress (Dahl, 2011). Various studies have investigated the causes of failures of OCs (Amburgey et al., 1990; Aslam et al., 2015, 2016a; Attaran, 2000; Beer and Nohria, 2000; Decker et al., 2012; Lally, 2004; Probst and Raisch, 2005). However, more specifically, OC processes and implementation are researched in the context of traditional management literature such as resistance, cynicism, politics, injustice, job insecurity, power, stress, anxiety, fatigue, support, improper information, rewards, influence, commitment and withdrawal. Furthermore, the extant of literature is available on traditional OC parameters such as trust in management (Aslam et al., 2015), employees’ participation (Aslam et al., 2016a), information about change, job security, organizational rewards (Oreg, 2006), change-related self-efficacy, personal impact, social support (Wanberg and Banas, 2000), justice (Bernerth et al., 2007), openness to change (Axtell et al., 2002), affective response to change ( Jack Walker et al., 2007), readiness for change (Madsen et al., 2005), organizational culture, organizational climate and management support (Martin et al., 2005). The above-discussed traditional OC parameters have already been widely studied. On the other hand, several studies have given planned approaches for OC implementation such as three-step change model, field theory, group dynamics, action research, complexity theories and eight steps of transforming the organizations (Kotter, 1996; Lewin, 1947a, b; Mathews et al., 1999). In the presence of these OC approaches, some studies have yet stated that 28, 30, 40, 70 and 93 percent of OC initiatives are unsuccessful (Balogun and Hope Hailey, 2004; Beer and Nohria, 2000; Bridgeforth, 2000; Burnes, 2000; Cândido and Santos, 2008; Greiner, 1967; Kotter, 2007; Wong et al., 2005). On top of that, some researchers documented that there are limited successful organizational parameters found yet (Aslam et al., 2016a; Hrebiniak, 2006; Hutzschenreuter and Kleindienst, 2006; Lally, 2004). Therefore, this study aims to unfold emerging organizational parameters that have not been widely studied yet, such as the role of emotional intelligence, social intelligence and social media in the successful implementation of change.