Brief Introduction
This paper contains a brief annotated bibliography of research articles selected on the specific research topic of the perceived institutional ethical behavior of US-based multinational corporations and its relationship with organizational longevity. Following the five peer-reviewed qualitative research articles.
APA Annotation
Aleksic, A. (2013). How Organizations Achieve Longevity: The Role of Change Management in Building Their Sustainability. International journal of the academy of Organizational behavior management. Issue 4 (January-March 2013) (65 - 78).
The primary purpose of this study according to Aleksic (2013) was to assess the role of organizational change and change management in building long-term organizational sustainability” (p. 65). For this purpose, the author reviewed existing literature related to change management and organizational sustainability of studies performed among long-lived organizations in the United States and Europe (Aleksic, 2013).
The author’s intention behind this research study was to find or determine which elements could be determined to be indispensable for achieving sustainability and organizational longevity (Aleksic, 2013). In addition, Aleksic (2013) sought to how important is change management for creating a sustainable competitive advantage and overall organizational behavior (p.6).
The findings in this research study led the author to conclude that successful adaptations to change and successful
Change Management is a modification in an organizations practice. It is instituted to profit the company and to improve the system. From the mid-2000s, change management has developed enduring landscapes for any organizations as if it’s related to business field or health care industry. In order to be in today’s competitive market; change management is very important part of any company (Aguirre & Alpern 2014). Technology and advancements is rapidly expanding and changing working organizations’ everyday atmosphere. Due to economic changes many businesses are being obliged to merged or downsized with other companies in order to increase their financial stability. Change management stepped in when employers or employees couldn’t keep up with
Its value and longevity are connected to its ability to contribute to the evolution of society and its sustainable development,” (Balestrero & Udo, 2014, p. 78). As HP highlights, organizational sustainability is made possible through all sizes of changes, even down to the efficiency of real estate office
Organizational change is a necessary outcome when considering various scenarios contributing to the resulting vision. Perplexing as it may seem, change initiatives don’t always result in positive outcomes. In fact, many never succeed. As a change agent, one should always have formulated a vision of what change will “look” like for the organization. One would be hard pressed to paint a landscape without having a vision of what the landscape should resemble. Yet, resistance to change usually becomes a significant factor contributing to an initiative’s failure. It is likely an
Change is an ongoing and never-ending process of organizational life. The intensity of organizational change can range from the nominal to the radical. As Clark, Gioia, Ketchen, and Thomas (2010) mentioned, three degrees of change intensity are distinguished according to the amount of
Organizational readiness for change is subject to theoretical development and can be extensive. Strategies for creating change come in a various types and promising approaches to deliver forms of change that affect decision making, work flow, staffing, communication and collective behaviors (Metcalf and Benn, 2013). According to Metcalf and Benn (2013) when readiness for change is high, employees show persistence, give more effort and are cooperative the end result is more effective. Environmental changes can be a threat when organization cannot learn to adapt or have the knowledge to stay impartial with operations. Strategies need to be constant with change and adapting to continuous changes
Change in an organization can be and usually is difficult for various reasons. Much of the difficulty is in the approach used to initiate change and the willingness to stay engaged and stamina to sustain change through to the end. Organizations can choose to lead by recognizing and implementing change, follow in the shadow of organizations leading the market, or get out of the way by standing still and eventually going under. With this said; if change was easily done and successful for every organization there would be no need for change management specialists and years
Organizational change encompasses many challenges to both the individual, and the organization. An organization is a living system, as Flower (2002) states “living systems cannot survive without change, challenge, variety, and surprise” (Flower, 2002, p. 16). An organization requires the ability to adapt in to survive as Darwin states in The Origin of Man, “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change” (Read Me First, 2013, p. 1). It must adapt to the changing market, global economic pressures, stakeholder demands, and the diverse needs
Leading and managing change require a solid theoretical foundation. This assignment will research the theoretical elements of change and change management. Addressed will be the following: Organic Evolution of Change, Formulating Strategic Development Approaches, Leadership and Management Skills and Gathering and Analyze Data. As societies continue to evolve and changing demand creates the need for new products and services, businesses often are forced to make changes to stay competitive. The businesses that continue to survive and even thrive are usually the ones that most readily adapt to change. A variety of factors can cause a business to reevaluate its methods of operation. According to literature from the past two
The factors of organizational change are those who, for various reasons, an organization can identify the need for change, these are: technological, structural, personnel and cultural factor. In today's world of organizations, characterized by globalization, the power of customers and the avalanche of information, these have to be in a permanent process of change for continuous improvement. Are structural, technological and cultural factors staff of those organizations has to act on them and thus achieve adaptation and / or probation they need.
Organizational change is the process of transforming or modifying an organizational system (Heather & Heather, 2010). Just like anything in life, markets and cultures, which requires constant attention and preparation because of change. Change capability establishes the core competency of improving just about every aspect of an organization performance. Conscious change leaders understand this and recognize the importance of building their organizations’ change capabilities. According to Cawsey et al. (2012), “Change is a necessary prerequisite to organizational change” (p. 18). Organizational change enables an organization to achieve organizational success by providing tools and techniques for an organization to meet the challenges and demands
Sustaining success depends on an organization’s ability to adapt to a changing environment – whether it’s an external change, such as a transformative technology or a changing economy, or an internal one, such as a restructuring or key process overhaul. Unfortunately, 60-70% of organizational transformations fail – a dismal statistic validated by study after study. Failure rates this high demand a new mindset and new actions:
The definition of change according to the Webster dictionary is “to become different or to make someone or something different.” John P Kotter writes that change is always around “changing the behavior of people” (preface XII) Kotter explains that change is a concept that is used by organizations to restructure or improve their business behavior. Companies find it difficult to initiate change due to the lack of motivating employees or leaders. In his book, Kotter proposes an eight stage process that could support organizations that are looking for change.
1.1 Change management is described by Armstrong (1) as “the process of achieving the smooth implementation of change by planning and introducing it systematically taking into account the likelihood of it being resisted”. Change, the fundamental constant in any successful organisation, can be adaptive, reconstructive, revolutionary or evolutionary and can happen for a number of diverse reasons:
Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.
For any business in the rapidly evolving world of business, planning and implementing successful organizational change is indispensable. Essentially, organizational change refers to a process whereby an organization strives to optimize performance in order to achieve its ideal state characterized by high performance and profitability (Côté & Mayhew, 2014). Any business would be more likely to lose its competitive edge, as well as fail to meet the demands of its loyal consumers if it doesn’t plan and implement change. Weiss (2012) emphasizes that all organizations ought to embrace change, and it’s imperative to note that successful organizational change doesn’t involve simple process of adjustments; instead it requires appropriate change management capabilities.