Organizational change, leadership and learning: culture as cognitive process

Lakomski, Gabriele

doi:10.1108/09513540110383791

Cited by 59 publications

(48 citation statements)

References 25 publications

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“…An organisation suffers from a 'paradox of culture' (Lakomski, 2001) as it is constantly balancing the forces for change with the need for stability; this stalemate becomes broken when the force for change is greater than the resistance to it, causing a shift in the organisation's equilibrium (Lewin, 1951). By 'unfreezing' the existing behaviours and patterns, 'moving' them to the desired state and then 'refreezing' them it allows an organisation to successfully implement a change.…”

Section: Change Management Theorymentioning

confidence: 99%

Change communication: the impact on satisfaction with alternative workplace strategies

Bull

Brown

2012

Facilities

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Purpose -Communication is fundamental to the facilities management (FM) role within organisations; especially when the FM department is implementing changes to the workplace. This paper aims to present an evaluation of an instance. Design/methodology/approach -A self-administered online questionnaire was used to collect quantitative and qualitative data. The research focused on responses to satisfaction with the communication methods rather than reviewing the merits of alternative workplace strategies. Findings -Findings included the impact of communication on staff satisfaction levels, the need to provide timely and relevant information and communication via a range of mediums and the need to ensure there was opportunity to participate in meaningful feedback. The key findings are substantiated with existing internal communication and change literature. Originality/value -The research highlights the practical importance of the need to improve communication within the FM industry and especially in change circumstances.

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Section: Change Management Theorymentioning

confidence: 99%

Change communication: the impact on satisfaction with alternative workplace strategies

Bull

Brown

2012

Facilities

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“…Mortimore (2001) warned us that we should concentrate on establishing more knowledge about the complex interactions between culture and schooling. Lakomski (2001) studied the claim that it is necessary to change an organization's culture in order to bring about organizational change and concluded that there is a causal relationship between the role of the leader and organizational learning. Taylor and Williams (2001) argued that as accountability through tests has become a threat, school principals need to work on long-term cultural goals in order to strengthen the learning environment.…”

Section: Introductionmentioning

confidence: 99%

The effects of school culture and climate on student achievement

MacNeil¹,

Prater²,

Busch³

2009

International Journal of Leadership in Education

454

314

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“…Since organizations today face a lot of environmental pressures, including intense competition, there is an urgent need to learn quickly and change (Lakomski, 2001). Through organizational learning, a firm can develop hard to imitate knowledge resources and capabilities that create value which in turn lead to superior performance (Njuguna, 2009).…”

Section: Organizational Learning and Firm Performancementioning

confidence: 99%

Relationship between Organizational Learning and Performance of Insurance Firms in Kenya

Ouma

Obonyo²,

Yabs³

2017

ijsrm

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The objective of the study was to establish the relationship between organizational learning and firm performance. The study used cross sectional descriptive research design. A descriptive cross-sectional design facilitated determination of relationship between organizational learning, and performance of firms in the insurance industry in Kenya. The population of interest in this study consisted of all the 45 insurance firms offering insurance cover in Kenya. This was a census study since the population was small. Both primary and secondary data were collected and used in the study. The data analysis was done using quantitative techniques. The data collected was first summarized, categorized and coded. Descriptive statistics were used. They consisted of frequency distributions, measures of central tendency (arithmetic mean, median, and mode). Regression models were used to test the hypotheses. The results showed that organizational learning has a positive and statistically significant effect on firm performance in the case of return on assets, growth of market share and the overall firm performance. The study revealed that organizational learning has a significant influence on firm performance both when using return on assets and growth of market share as the dependent variable. Managers in the insurance industry can apply the findings of this study to develop internal capacity to work towards superior performance. Firms must embrace organizational learning as a key resources and this study can be used to demonstrate that it would be worth spending resources to engage in organizational learning.

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Organizational change, leadership and learning: culture as cognitive process

Cited by 59 publications

References 25 publications

Change communication: the impact on satisfaction with alternative workplace strategies

Change communication: the impact on satisfaction with alternative workplace strategies

The effects of school culture and climate on student achievement

Relationship between Organizational Learning and Performance of Insurance Firms in Kenya

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