Managing people and learning in organisational change projects

Shaw, David

doi:10.1108/jocm-11-2016-0253

Cited by 11 publications

(11 citation statements)

References 35 publications

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“…This study confirms that those ethics officers who show more innovative work behavior are likely to achieve more effective ethics programs. This also matches Shaw’s (2017) conclusion that leading change requires explorative learning which, in turn, involves searching for innovation in order to refine existing ways of working. Hence, ethics officers must unite in their focus on ethics, innovation, and change so as to increase the impact of the ethics programs.…”

Section: Discussionsupporting

confidence: 84%

“…Change programs, and their implementation, are often more open‐ended than linear (Weick & Quinn, 1999). Organizational change has been conceptualized as an example of organizational learning (Shaw, 2017). Shaw (2017) argues that change needs explorative learning, which involves searching for innovation; the aim is to refine the existing ways of doing things.…”

Section: Hypothesis Developmentmentioning

confidence: 99%

“…Organizational change has been conceptualized as an example of organizational learning (Shaw, 2017). Shaw (2017) argues that change needs explorative learning, which involves searching for innovation; the aim is to refine the existing ways of doing things. Therefore, an ethics program can only be deemed effective if it is also innovative and makes use of innovative practices.…”

Section: Hypothesis Developmentmentioning

confidence: 99%

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Innovative ethics officers as drivers of effective ethics programs: An empirical study in the Netherlands

Hogenbirk¹,

Dun

2020

Business Ethics Env & Resp

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In January 2017, Rolls Royce agreed to pay a £671 million fine to the British, American, and Brazilian authorities because of corruption, false accounting, and failure to prevent bribery (Skapinker, 2017). In the Summer of 2018, Uber's CEO Travis Kalanick resigned following his mishandling of a series of scandals about sexual harassment and macho culture (Kleinman, 2017). In 2019, the American Federal Trade Commission imposed a historic $5 billion dollar penalty on Facebook for violating its customers' privacy as part of the Cambridge Analytica scandal (Jaeger, 2019). Over the last 10 years, global CEO dismissals due to ethical lapses have risen from 3.9% to 5.3% (Per-Ola, DeAnne, & Rivera, 2017). Unethical behavior at work is not restricted to top management: According to the Ethics Resource Center (2012), 52% of the Fortune 500 employees had been ticked off for ethical misconduct. People are increasingly aware that such a reputation damages and compromises the long-term profit of a firm and stakeholders as customers will abandon them. Banks et al. (2016) described the elimination of unethical behavior in organizations as a "grand challenge" for researchers and practitioners alike. Often urged by external pressures, many organizations have installed an "ethics" program to stimulate ethical behavior

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Section: Discussionsupporting

confidence: 84%

Section: Hypothesis Developmentmentioning

confidence: 99%

Section: Hypothesis Developmentmentioning

confidence: 99%

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Innovative ethics officers as drivers of effective ethics programs: An empirical study in the Netherlands

Hogenbirk¹,

Dun

2020

Business Ethics Env & Resp

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“…McKinley and Lin, 2012), downsizing remains largely viewed as a negative organizational event (Datta and Basuil, 2015;Shaw, 2017), as noted earlier. Thus, drawing on fairness theory, we suggest that the downsizing event will trigger the Would counterfactual given that shareholders can likely imagine a more positive situation avoiding the downsizing event.…”

Section: Effect Of Downsizing Explanations On Market Reactionsmentioning

confidence: 78%

The effect of explanations and CEO presence on stock market reactions to downsizing

Zdaniuk

Chhinzer

2019

JOCM

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Purpose The purpose of this paper is to examine whether the type of explanation (excuses, justifications, apologies and denials) provided for downsizing and the source of the announcement (CEO vs other organizational members) influences shareholders’ market reactions to downsizing announcements. Design/methodology/approach In total, 388 media-based downsizing announcements from 2006–2015 were coded for explanation type and source of message. Cumulative average return was used to assess the impact of downsizing on market reactions the day after the announcement. Findings As predicted, and consistent with predictions drawn from fairness theory, excuses triggered positive market reactions, whereas justifications, apologies and denials triggered negative reactions. Additionally, shareholders reacted more negatively to excuses and apologies when the announcement came from CEOs vs other organizational members. Research limitations/implications The current research bridges the literature on market reactions to downsizing with the organizational psychology literature to advance a novel theoretical framework for predicting shareholders’ reactions to downsizing announcements. In doing so, the authors provide a more refined understanding of why different types of explanations may differentially influence shareholders’ reactions. The current research also sheds light on when the presence of the CEO in downsizing announcements may have potentially negative consequences for organizations. Originality/value The findings contribute to the sparse literature examining variations in the content of downsizing announcements on shareholders’ reactions. The present research is also the first to examine whether shareholders would react less negatively if downsizing explanations came from top organizational leaders (e.g. CEOs).

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“…People management, therefore, becomes important. According to Shaw (2017), certain people management practices, individually and in combination, influence the outcomes of organizational change projects significantly through their contributions to organizational learning. In a three-firm study in the Kingdom of Saudi Arabia, Humaidan and Sabatier (2017) observed that depending on the orientation of the top management team (TMT), the managerial perception of the firm’s environment within the same scarcity situation leads to different strategic renewal responses.…”

Section: Policy Implicationsmentioning

confidence: 99%

Tacit and explicit knowledge management and assessment of quality performance of public R&D in emerging economies

Roy

Mitra

2018

JOCM

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Purpose The authors investigate the relationship between the structure and the functioning of scientific and technical (S&T) personnel and the quality research and development (R&D) performance output of laboratories functioning under the Council of Scientific and Industrial Research (CSIR), India. The purpose of this paper is to examine how rapid economic and social changes and the demand for better accountability are addressed by public R&D institutions in a specific developing economy. Design/methodology/approach The authors use the functions performed by the S&T personnel as indicators of their tacit knowledge. The authors use data from 27 different CSIR laboratories to analyze the specific functions carried out by knowledge workers (S&T personnel) in order to gauge the internal strengths and weaknesses of individual laboratories in different functional areas. The authors use the following measures to tap the quality R&D performance of these laboratories – number of Indian patents filed and granted, number of foreign patents filed and granted, and the number of published papers figuring among the top 50 CSIR publications in specific research areas over an extended period of 11 years (2003-2004 to 2013-2014). Findings The findings show that there is no readymade formula for identifying improvements in quality performance by a research laboratory, given a particular set of S&T worker profile in terms of the six functions defined in the study. The top-performing laboratories have excellent patent as well as publication record reinforcing the point that innovation encompasses both basic and applied research with success depending upon strategically emphasizing the different components of the innovation process. Research limitations/implications The scope of the present research work is limited by the choice of the quality R&D performance measures adopted in the study that could be further expanded to better tap the social accountability of these public-funded institutions. In addition, inclusion of all CSIR laboratories in the study framework would add value to the study findings. The research highlights the importance of tacit knowledge management and organizational learning as central features of strategic organization development for technology practices incorporating R&D work, the support of pilot plants, experimental field stations, and engineering and design units. Practical implications The paper has particular implications for the leadership and management of public R&D organizations and public policy formulation for innovation in an emerging developing economy context. Originality/value This study extends the extant literature by drawing upon the role of tacit knowledge and organizational learning to inform the empirical research on managing public R&D and the innovations that result from it, in a particular emerging economy context, that is, India.

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Managing people and learning in organisational change projects

Cited by 11 publications

References 35 publications

Innovative ethics officers as drivers of effective ethics programs: An empirical study in the Netherlands

Innovative ethics officers as drivers of effective ethics programs: An empirical study in the Netherlands

The effect of explanations and CEO presence on stock market reactions to downsizing

Tacit and explicit knowledge management and assessment of quality performance of public R&D in emerging economies

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