Leading organizational transformation: an action research study

Canterino, Filomena; Cirella, Stefano; Shani, Abraham B.

doi:10.1108/jmp-12-2016-0393

Cited by 15 publications

(8 citation statements)

References 41 publications

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“…This study has provided a theoretical implication by giving further empirical evidence on resource-based view theory, where talent and knowledge management have been hypothesized as a resource for university transformation. Similarly, the results showed that university transformation involves ongoing direction reviews, structure, systems, strategies, values, personnel competencies, and skills to adapt to the changing organizational environment to promote growth and new knowledge (Burnes and Cooke, 2012;Canterino et al, 2018). Previous studies also emphasize three main managerial drivers related to the transformation process: communication, mobilizing process strategy, and evaluating structure (Battilana et al, 2010).…”

Section: Discussionmentioning

confidence: 87%

Reinventing talent management: How to maximize performance in higher education

et al. 2022

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Talent management is considered a new organizational priority in managing people that both academicians and practitioners discuss. The purpose of this research was to examine the role of talent management (TM), knowledge management (KM), university transformation (UT), and academic climate (AC) in increasing the performance of private higher education institutions (PHEIs). This research applied a quantitative approach by collecting data from 382 lecturers who worked at various private universities in Indonesia. Online questionnaires were used to collect the data using a stratified random sampling method. Then these data were analyzed using Structural Equation Modeling–Partial Least Square. The findings indicated that systematic application of talent management and knowledge management, university transformation, and academic climate in PHEIs improves organizational performance. Developing a plan to transform their talent and the business process is the key to emphasizing its importance in shaping the character and quality of PHEIs. The practical implication, PHEIs must offer a conducive academic climate for talented lecturers. The study offers a value-add to the resource-based view theory, managing talent and knowledge as essential resources for organizational transformation to maximize organizational performance.

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Section: Discussionmentioning

confidence: 87%

Reinventing talent management: How to maximize performance in higher education

et al. 2022

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“…Although evidence is limited, previous findings show that a plural approach to leadership when dealing with change is important, and that certain patterns of distributed leadership have a positive effect on organizational change (Buchanan et al, 2007;Heck & Hallinger, 2010;Fitzgerald et al, 2013;Canterino, Cirella, & Shani, 2018). Since organizations have become increasingly projectand knowledge-based, involving professional work and a need for innovation, leaders must be able to deal with collective efforts in which individuals contribute to establishing and developing a common purpose and vision (Bolden, 2011).…”

Section: Distributed Leadership and Change Mobilization: Hypothesis Developmentmentioning

confidence: 99%

Leadership and change mobilization: The mediating role of distributed leadership

Canterino

Cirella

Piccoli

et al. 2020

Journal of Business Research

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Leading change is an enduring managerial challenge that encompasses individual and collective efforts within an organization. Among the levers that managers can use to foster change, mobilizing activities are considered particularly relevant since they enable leaders to activate the resources and processes necessary for change to actually occur. This study investigates whether individual person-and task-centred orientations to leadership relate to an emphasis on mobilizing change through their effect on distributed leadership. These hypotheses are tested using an international survey involving 459 middle managers from different firms, countries and industries who had implemented a planned organizational change project. The findings reveal that both person-centred and task-centred orientations to leadership relate positively to mobilizing change, and that distributed leadership may explain the relationship between orientations to leadership and mobilizing activities.

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“…Indeed, the complexity of the phenomenon and the exploratory nature of the investigation suggest adopting a qualitative research approach and conducting interviews and observation on inspiring cases to dig deeper into this emerging approach to innovation (Spradley, 2016). Furthermore, the adoption of such methodology in directly get empathy with users by ethnographically observing them allows us to deal with the "how" question underpinning the research (Canterino et al, 2018). In particular, the study aims to enrich both practitioner and researcher knowledge on the practical way the Design Sprint methodology can be adopted not only by start-ups but also by other companies.…”

Section: Research Methodology 41 the Research Methodsmentioning

confidence: 99%

Design sprint for SMEs: an organizational taxonomy based on configuration theory

Magistretti

Dell’Era

Doppio

2020

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PurposeDesign approaches to innovation are booming in both the academic and practitioner worlds. Tech giants are proposing different methodologies to develop technological innovation leveraging design principles, for example, Amazon with working backward and Google with Design Sprint. However, little is known on the role of these methodologies in managing the knowledge translation among different stakeholders. This paper aims to investigate how Design Sprint approaches can face digital challenges and foster collaborations.Design/methodology/approachThrough interviews and participatory observations of ten exploratory cases of SME adoption of the Design Sprint methodology, data were collected, organized, clustered and then validated. Furthermore, by adopting a configuration theory perspective, the data have been processed to contribute to the emergence of two Design Sprint organizational taxonomy.FindingsCompetences, type of design challenge and the process followed emerge from the cases as key drivers of different Design Sprint configurations. Moreover, the configuration theory helped in identifying two Design Sprint taxonomies named Willing and Wondering configurations. Finally, the paper provides managers with practical guidelines on how to leverage these configurations to make this approach more effective for SMEs and how this method helps the knowledge translation.Originality/valueThe value and originality of the paper are in defining Design Sprint from a theoretical point of view and offering practical guidelines on how to adapt it to the particular context of collaborative digital environments of SMEs. Moreover, it contributes to enlarging the relevance of configurational theory in the creative industries.

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Leading organizational transformation: an action research study

Cited by 15 publications

References 41 publications

Reinventing talent management: How to maximize performance in higher education

Reinventing talent management: How to maximize performance in higher education

Leadership and change mobilization: The mediating role of distributed leadership

Design sprint for SMEs: an organizational taxonomy based on configuration theory

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