دانلود رایگان مقاله انگلیسی پارامترهای سازمانی نوظهور و نقش آنها در اجرای تغییرات سازمانی - امرالد 2018

Abstract

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.

Conclusion

Services sector is a key driver and indicator of economic growth in world, predominantly in the context of insurance and banking sector. These organizations such as State Life Insurance Corporation of Pakistan, Pakistan International Airlines and National Bank of Pakistan have captured maximum market shares, AAA ratings, real-estate business and huge market force. Furthermore, OCs such as ownership transfer, bio-metric system and enterprise resource planning system are to be carried within a specific time period. However, these changes may face negative response from the employees and other stakeholders. OC can cause stress, depression, uncertainty and insecurity due to change from comfortable working conditions. Therefore, it is important to investigate that which organizational parameters are helpful in the success of OC. The results identified three key emerging sources that can lead to implement OC effectively, i.e. knowledge sharing, social media applications and intelligence. Knowledge sharing has been used to disseminate change-related information efficiently to concern stakeholders that make it easy to overcome the resistance elements and specifically knowledge that is related to OC can also be shared. Further, social media applications are very much popular in current ear for informal sharing of information, and results indicate that a handsome intensity of social media can support to implement OC by providing information quickly to multiple respondents simultaneously. Moreover, emotional and social intelligence of change leaders is also a helpful gauge to manipulate the cognitive effects of employees for change implementation. Furthermore, emotional and social intelligence can play a vital role in managing resistance and bringing openness to change in these public sector organizations. Apart from the direct effects, readiness to change has also multiplicative effect coupled with emerging parameters to implement change successfully.