Search results for "organizational change"
showing 10 items of 47 documents
University Mergers in Finland: Mediating Global Competition
2014
University mergers have become a common strategy for increasing global competitiveness. In this chapter, the authors analyze the implementation of mergers in Finnish universities from the perspective of social justice as conceived within Finland and other Nordic countries.
Inefficiency in the French System of Higher Education
1982
International audience; This article sets out to present the French higher education system as it exists at present, pinpointing the main causes of the malfunctioning or inefficiency now unanimously attributed to it by students, employers, governments and even teachers. The trends and reforms of the last 15 years or so already bear witness to a fundamental adaptation of the system to new guiding concerns. Yet this development is slow and uneven, being kept in check by certain institutions, themselves so well-established as to be taken for granted. We shall attempt here to identify them.
Dominant and emerging approaches in the study of higher education policy change
2012
The purpose of the article is to analyse recent literature on higher education policy change. Based on the review, three different approaches are distinguished: structural, actor and agency. In the structural approach the dynamic of policy change originates in well-established structures. The actor approach focuses on either individual or institutional actors as the drivers of policy change. The agency approach understands higher education policy change as an interactive process between various actors and domains within transient structures. We will also present two emerging, alternative approaches: actor-network theory, which takes interaction as a starting point and proposes that no organ…
The role of roles in risk management change: the case of an Italian bank
2014
This paper explores the role of roles (i.e. groups of actors characterised by the same functional tasks within an organisation), and of their interactions, within processes of change in risk management (RM). By combining insights from the literature on RM and from institutional studies, this paper suggests that change in RM can be interpreted as a process that involves both enabling and precipitating dynamics [Greenwood, R., & Hinings, C. R. (1996). Understanding radical organizational change: Bringing together the old and the new institutionalism. The Academy of Management Review, 21, 1022â1054. doi:10.5465/AMR.1996.9704071862] between different roles. Aiming to address these dynamic…
Why Do Managers Leave Their Organization? : Investigating the Role of Ethical Organizational Culture in Managerial Turnover
2016
The aim of the present longitudinal study was to quantitatively examine whether an ethical organizational culture predicts turnover among managers. To complement the quantitative results, a further important aim was to examine the self-reported reasons behind manager turnover, and the associations of ethical organizational culture with these reasons. The participants were Finnish managers working in technical and commercial fields. Logistic regression analyses indicated that, of the eight virtues investigated, congruency of supervisors, congruency of senior management, discussability, and sanctionability were negatively related to manager turnover. The results also revealed that the turnove…
Benchmarking in Romanian industrial environment
2017
Benchmarking is a managerial tool that can assist the organizational change and the innovation. The paper aims to discover the degree in which Romanian managers in various industrial fields use this modern tool in the improvement of business strategy or organizational processes. In this context, we presented some results of a selective research made in Romanian industrial environment. The respondents were experts in creativity management and benchmarking, acting in big, medium or small enterprises. They offered many solutions for increase the rate of use of benchmarking and creativity couple in the management of Romanian organizations.
Learning and organizational change in SPI initiatives
2009
Explaining how organizations chance has been a central and enduring quest of management scholars and many other disciplines. In order to be successful change requires not only a new process or technology but also the engagement and participation of the people involved. In this vein the change process results in new behavior and is routinized in practical daily business life of the company. Change management provides a framework for managing the human side of these changes. In this article we present a literature review on the change management in the context of Software Process Improvement. The tra- ditional view of learning, as a “lessons learned” or post-mortem reporting activity is often…
Die Wirkung funktionaler, emotionaler und relationaler Nutzendimensionen auf die Markenloyalität
2005
Drawing on existing marketing literature three dimensions of utility are suggested: functional, emotional and relational. It is argued that the importance of these dimensions vary over time. In the early phase of the product life cycle, the functional utility is crucial for the success in the market place. Over time the emotional and relational dimension become more and more important. An empircial study carried out in the telecom industry provides evidence that this shift of importance actually takes place. The managerial implication is twofold. Firstly, the value proposition needs to be adapted in order to meet customer expectations. Secondly, an organizational change is necessary to be a…
When mergers fail: a case study on the critical role of external stakeholders in merger initiatives
2015
ABSTRACTOne can, in principle, identify numerous arguments for mergers in higher education (HE), including efficiency, diversity, quality, and regional needs. This diversity can be explained by the growing societal interest in the sector, not least concerning the contributions from HE to society at large. However, research on merger processes has tended to prefer intra- and inter-institutional dynamics within the HE sector, paying less attention to the role of external stakeholders, and their view concerning the arguments for mergers. This paper argues that merger outcomes are heavily dependent on the role and actions taken by external stakeholders. Through the analysis of a failed merger a…
Two worlds of change: on the internationalisation of universities
2010
Institutional change entails balancing multiple competing, inconsistent and often loosely coupled demands and concerns, often simultaneously. This article poses the following question: How are patterns of internationalisation of research among academic staff at universities balancing two worlds of change, that is, governance by the university leadership (H1) as well as initiatives by the faculty members (H2)? This article argues and empirically substantiates that internationalisation of academic staff tends to be a balancing‐act between these two worlds of change. Whereas most universities increasingly formulate strategies for internationalisation (H1), the research behaviour of faculty mem…