Champions of Change and Organizational Development: A Return to Schön and Typology for Future Research and Practice

Thakhathi, Andani

doi:10.1108/s0897-301620180000026007

Cited by 9 publications

(5 citation statements)

References 94 publications

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“…The beliefs and mindsets of leaders play a significant role in the selection of systems (Higgs and Rowland, 2005). Champions refer to individuals who have the ability to change, develop or facilitate the process of updating systems within the organisation (Thakhathi, 2018). In this organisation, there are signs that the lack of champions of change was instrumental in maintaining the traditional structure of the existing BSC.…”

Section: Resultsmentioning

confidence: 99%

Barriers and Motivations to Integrating Environmental Performance in the BSC: a case study in health care

Khalid

Beattie

Sands

2021

SAMPJ

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Purpose This study aims to explore the barriers and motivations to integrating environmental performance into balanced scorecards (BSCs). Design/methodology/approach This research adopted a qualitative case study approach with semi-structured interviews within an Australian public health service organisation. Secondary document analysis was performed using annual reports, strategic plans and website data. Findings The internal barriers creating resistance to incorporating environmental performance dimensions into the BSC include the existing role of environmental disclosure, insufficient sustainability BSC knowledge, lack of BSC champion support, organisational culture and limited environmental commitment practices. Solutions revealed to support decisions to integrate environmental performance in the BSC include recruiting sustainability expertise, articulating financial motivations and recognising external pressures. Practical implications The findings provide suggested actions for other organisations facing similar challenges regarding integrating environmental performance into a BSC. Social implications In the current business environment, organisations face growing pressure to consider environmental performance in their BSCs. This study provides insights into the potential problems that prevent or delay the integration of environmental issues into BSCs. Originality/value This study provides evidence on how institutional and external factors influence barriers and motivations to embed environmental performance measures into a BSC. This study demonstrates how health-care organisations can effectively overcome barriers by modifying specific institutional artefacts. This is an important contribution to the body of knowledge because there is limited empirical research regarding integrating environmental issues into a public sector BSC that projects key organisational commitment indicators.

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Section: Resultsmentioning

confidence: 99%

Barriers and Motivations to Integrating Environmental Performance in the BSC: a case study in health care

Khalid

Beattie

Sands

2021

SAMPJ

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“…No field can arise without a consolidated shared lexicon that facilitates the development of a shared theoretical and conceptual understanding of the phenomena at hand (Thakhathi, 2018). In the final “CSR” synonymic analysis, this representative literature review conducted a keyword search and content analysis in a spreadsheet.…”

Section: Results: Diagnostic Presentation and Discussionmentioning

confidence: 99%

Advancing transcendent development: An in‐depth review of developmental corporate social responsibility’s value proposition, inhibitions, and inclusive sustainable development prospects

Thakhathi

2021

Business Ethics Env & Resp

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This article offers a methodologically innovative Representative Literature Review of 260 Development‐Oriented Corporate Social Responsibility publications explicating why the nascent domain’s early momentum has seemingly stagnated. Using mixed‐methodological citation network analysis informed by Applied Thematic Analysis research design principles, this in‐depth literature review unearths a causal set of Impediments, leading to Inhibitors restraining Developmental Corporate Social Responsibility’s inclusive sustainable developmental potential. The Seven Impediments and their Seven Inhibitors are ultimately meta‐thematically synthesized into the following Three Inhibitions presently stifling the field: “(I) Ignorance,” “(II) Isomorphism,” and “(III) Inharmony.” Resultantly, this article offers three contributions for addressing these Inhibitions. First, academic scholarship is offered knowledge of how “(I) Ignorance” may be curbed by producing research that retains and builds upon knowledge cumulatively, instead of losing it to fragmentary dissipation born of scholarly incoherence. Second, institutional policymakers are offered pathways for transcending superficial “(II) Isomorphism” by enforcing regulation that engenders ethical business conduct by filling critical institutional voids in developing context jurisdictions. Finally, this review outlines how the Inhibition of “(III) Inharmony” may be pragmatically transcended by harmonizing unconscious ontological dissonance through self‐awareness and reflexive virtue development by synergistically enacting individual Moral Courage, Moral Tact, and Moral Imagination tempered by African Vhuthu/Ubuntu.

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“…For change champions, this theory delineates their strategic role in each phase -catalyzing the readiness for change, orchestrating its smooth execution, and ensuring its integration into the organizational ethos (Carnall, 2007). The identified theoretical gap in the present study lies in the lack of a comprehensive exploration of the simultaneous application and integration of Resource-Based View (RBV), Stakeholder Theory, and Lewin's Three-Step Model to elucidate the multifaceted role of change champions within the Sri Lankan hotel industry (Dreyer et al,2021;Thakhathi, 2018;Wernerfelt, 1984;Freeman, 1984;Lewin, 1947). While existing literature acknowledges the significance of these theories individually in understanding change, there exists a dearth of studies that holistically integrate these theories to illuminate the comprehensive role of change champions in driving environmental sustainability strategies within the Sri Lankan hotel industry.…”

Section: 43lewin's Three-step Modelmentioning

confidence: 94%

The Power of Change Champions: Influencing Environmental Sustainability Strategies in Sri Lankan Hotels

Kannangara,

Shamil,

Surangi

2024

Sri Lanka J. Marketing

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This study investigates the role of change champions in the implementation of environmental sustainability strategies within the Sri Lankan hotel industry.This study embraced a social constructionist perspective, utilizing comprehensive interviews and observational techniques to investigate the role of change champions in the Sri Lankan hotel sector. Grounded in theories from the fields of organizational change, stakeholder theory, and the resource-based view, we employed a qualitative multiple-case study methodology. This allowed us to collect data from multiple organizational levels within hotels and subsequently analyze it using thematic analysis. This research identifies four critical constraints such as financial constraints, developing people, managerial constraints, and administrative procedures that change champions are particularly required to work on.This study underscores the significance of the role of change champions as catalysts in recognizing organizational constraints and transforming them into opportunities for the successful implementation of environmental sustainability strategies. Moreover, it highlights the need to cultivate a culture of change champions within hotel organizations to strengthen the execution of environmental strategies. Further, this study revealed the importance of the implementation of the Green Governance Framework (GGF) which includes elements such as environment sustainability strategies and practices, sustainability performance, sustainability reporting, and sustainability assurance to drive consistence environmental sustainability performance. Furthermore, it fosters a robust sustainability management framework, aligning business strategies with economic, social, and environmental sustainability goals.This study offers a comprehensive model that synthesizes the complexities faced by the Sri Lankan hotel industry in its pursuit of environmental sustainability. By acknowledging constraints and strategically deploying change champions, organizations can embrace sustainable practices while bolstering their competitiveness and contributing to the nation's economic and environmental well-being. The study provides valuable insights for hoteliers, policymakers, and researchers seeking to drive environmental sustainability in the context of developing economies.

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Champions of Change and Organizational Development: A Return to Schön and Typology for Future Research and Practice

Cited by 9 publications

References 94 publications

Barriers and Motivations to Integrating Environmental Performance in the BSC: a case study in health care

Barriers and Motivations to Integrating Environmental Performance in the BSC: a case study in health care

Advancing transcendent development: An in‐depth review of developmental corporate social responsibility’s value proposition, inhibitions, and inclusive sustainable development prospects

The Power of Change Champions: Influencing Environmental Sustainability Strategies in Sri Lankan Hotels

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