Doomed to Fail: A Case Study of Change Implementation Collapse In the Norwegian Civil Aviation Industry

Lofquist, Eric Arne

doi:10.1080/14697017.2010.527853

Cited by 20 publications

(16 citation statements)

References 60 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…For example, Lofquist (2011) refers to the need to take into account various subcultures within organizations, as their requirements and expectations will differ. Kotter and Heskett (1992, p. 99) note that in '10 successful cases of cultural change that we studied, hundreds or thousands of initiatives were required to implement the new visions and the new strategies'.…”

Section: Organizational Culture and Changementioning

confidence: 99%

Enabling organizational cultural change using systemic strategic human resource management – a longitudinal case study

Molineux

2013

The International Journal of Human Resource Management

View full text Add to dashboard Cite

Researchers report that successful cultural change in an organization is difficult to achieve. This research contends that it is more likely to be successful when a systemic approach to strategic human resource management (SHRM) is used to facilitate the change. The contention was tested in an action research case study and longitudinal assessment of change in a large Australian public sector agency. A clear finding from this research is that the cultural change had been sustained through the systemic application of SHRM.

show abstract

Section: Organizational Culture and Changementioning

confidence: 99%

Enabling organizational cultural change using systemic strategic human resource management – a longitudinal case study

Molineux

2013

The International Journal of Human Resource Management

View full text Add to dashboard Cite

show abstract

“…Different groups, to a greater or lesser extent, influence how individuals behave and think (Lewin, 1951). Group dynamics' effect on systems is epitomised by the Norwegian air traffic controllers' resistance to an improvement initiative (Lofquist, 2011).…”

Section: Group Dynamicsmentioning

confidence: 99%

Towards Sustainable Improvement Systems

Swartling¹

2013

View full text Add to dashboard Cite

Improvements in general and sustainable improvements in particular are problematic areas. The failure rate is high, figures in the vicinity of 70 percent are often mentioned, but why is it so difficult to achieve sustainable improvement systems? The purpose of this dissertation is to contribute to understanding of the process and its mechanisms in creating a sustainable improvement system. The research questions are: What is the process for creating a sustainable improvement system?  What mechanisms influence the sustainability of improvement systems?  How do the different mechanisms influence the sustainability of improvement systems?This dissertation is beyond searching for critical success factors for sustainable improvement systems but rather to identify and investigate mechanisms. Since mechanisms operate within a specific system they are by definition context dependent which critical success factors are not.The method used to fulfil the purpose was a series of case studies. In total 13 cases has been studied through interviews, participating in meetings, working in the organisation and shadowing.The research showed that there are major differences between different organisations in how they achieve a sustainable improvement system, despite this it was possible to a build a generic model. The model consists of three phases and three states.The phases are initiation-transition-sustain. Each phase has a certain state that need to be reached before the next phase can start. The first state which is the outcome of the first phase is that the employees regard the changes as beneficial for them. The second state is that the employees have changed their thinking and behaviour and the third state is that the improvement system is sustainable. SammanfattningFörbättringar i allmänhet och uthålliga förbättringar i synnerhet är problematiska områden. Andelen misslyckanden är hög, siffror kring 70 procent nämns ofta, men varför är det svårt att uppnå långsiktigt uthålliga förbättringar och förbättringssystem? Syftet med denna avhandling är att bidra till förståelse av processen för att skapa långsiktigt uthålliga förbättringssystem. Forskningsfrågorna är: Vilken är processen för att skapa ett uthålligt förbättringssystem?  Vilka mekanismer påverkar uthålligheten hos förbättringssystem?  Hur påverkar de olika mekanismerna förbättringssystemens uthållighet?Denna avhandling går bortom att söka efter kritiska framgångsfaktorer för långsiktigt uthålliga förbättringssystem utan identifierar och undersöker mekanismer. Eftersom mekanismer verkar i ett specifikt system är de definitionsmässigt kontextuella vilket kritiska framgångsfaktorer inte är.Metoden som använts för att uppfylla syftet är en serie fallstudier. Totalt 13 fall har studerats genom intervjuer, deltagande i möten, arbete i organisationen och skuggning.Avhandlingen visar att det finns stora skillnader mellan hur olika organisationer uppnår långsiktigt uthålliga förbättringssystem, trots detta var det möjligt att bygga en generell modell, denna best...

show abstract

“…As we have seen, LEP identified drawbacks and suggested improvements in a range of practices such as rotations, handing cases, support services and employee recruitment. While we have no information regarding the processes which led to decisions regarding these procedures, we feel it is important to emphasise that a culture promoting employee involvement in making decisions about organisational changes is essential for the successful implementation of change [134][135][136]. This is because including employees in the decision making process allows them to solve problems that matter to them within the organisation, builds participation, transparency, trust and commitment to the proposed changes [137].…”

Section: Practical Recommendationsmentioning

confidence: 99%

Understanding and supporting law enforcement professionals working with distressing material: Findings from a qualitative study

Denk-Florea

Gancz²,

Gomoiu

et al. 2020

PLoS ONE

View full text Add to dashboard Cite

This study aimed to extend previous research on the experiences and factors that impact law enforcement personnel when working with distressing materials such as child sexual abuse content. A sample of 22 law enforcement personnel working within one law enforcement organisation in England, United Kingdom participated in anonymous semi-structured interviews. Results were explored thematically and organised in the following headings: “Responses to the material”, “Impact of working with distressing evidence”, “Personal coping strategies” and “Risks and mitigating factors”. Law enforcement professionals experienced heightened affective responses to personally relevant material, depictions of violence, victims’ displays of emotions, norm violations and to various mediums. These responses dampened over time due to desensitisation. The stress experienced from exposure to the material sometimes led to psychological symptoms associated with Secondary Traumatic Stress. Job satisfaction, self-care activities, the coping strategies used when viewing evidence, detachment from work outside working hours, social support and reducing exposure to the material were found to mediate law enforcement professionals’ resilience. Exposure to distressing material and the risks associated with this exposure were also influenced by specific organisational procedures implemented as a function of the funding available and workload. Recommendations for individual and organisational practices to foster resilience emerged from this research. These recommendations are relevant to all organisations where employees are required to view distressing content.

show abstract

Doomed to Fail: A Case Study of Change Implementation Collapse In the Norwegian Civil Aviation Industry

Cited by 20 publications

References 60 publications

Enabling organizational cultural change using systemic strategic human resource management – a longitudinal case study

Enabling organizational cultural change using systemic strategic human resource management – a longitudinal case study

Towards Sustainable Improvement Systems

Understanding and supporting law enforcement professionals working with distressing material: Findings from a qualitative study

Contact Info

Product

Resources

About