Researchers’ View on R&amp;D Organizational Change Using the Grief Cycle

Romadona, Mia Rahma; Setiawan, Sigit

doi:10.14203/stipm.2021.313

Cited by 3 publications

(3 citation statements)

References 13 publications

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“…If patients and clinicians have an awareness of its existence, it has the potential to guide FM patients through the motions quicker and reach the recomposition process at an earlier stage, or even to reach the process at all. The grief cycle has previously been utilised in the preparation of organisational change in order to plan a change strategy for it to run smoothly and optimally [64].…”

Section: Potential For "Recomposition"mentioning

confidence: 99%

The Fibromyalgia Decomposition Phenomenon: A Reflexive Thematic Analysis

Fitzmaurice,

Grenfell,

Heneghan

et al. 2024

Behavioral Sciences

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Research is needed that can provide an illustration of the different biopsychosocial and environmental experiences of people with fibromyalgia to consider how healthcare professionals can best engage with the challenges that are faced. Qualitative research is well-positioned to do this. The current study used interpretive hermeneutic phenomenology situated within a pragmatic worldview, the aim being to obtain a deeper exploration of the fibromyalgia experience prior to commencing a novel intervention. A purposive sample of individuals with fibromyalgia were selected to undertake a single interview. The interviews were analysed using a thematic analysis. The themes identified key processes of the experience. A total of 16 participants (mean age: 47.1 years) took part. Three themes and 15 sub-themes were identified, together with a process linking different experiences together. The research from this small cohort provides a clear identification of multiple components influencing the experience of fibromyalgia and the decisions around lifestyle and choices made. From this, a novel decomposition/recomposition spiral has been identified, which will benefit patients and healthcare professionals alike. An earlier diagnosis and, thus, earlier and broader treatment options can help to improve functional outcomes.

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Section: Potential For "Recomposition"mentioning

confidence: 99%

The Fibromyalgia Decomposition Phenomenon: A Reflexive Thematic Analysis

Fitzmaurice,

Grenfell,

Heneghan

et al. 2024

Behavioral Sciences

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“…Empathy is critical at this stage because accepting the truth(s) that lead to a successful organizational change initiative can be similar to the typical phases of grief. Those phases often include denial, anger, bargaining, depression, and finally acceptance (i.e., buy-in) ((McAlearney et al 2015;Romadona and Setiawan 2021), and references therein) (Figure 2). Buy-in in the context of organizational change can be considered an honest, reciprocal agreement between leaders and members (stakeholders) of an organization to work together to navigate a successful change initiative.…”

Section: Truth and Buy-in In Organizational Changementioning

confidence: 99%

Organizational Change: Considering Truth and Buy-In

Hubbart

2022

Administrative Sciences

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Organizational change initiatives are often undertaken to update major business structural components or practices to meet the evolving needs of a changing industry. Unfortunately, explicit emphasis on the importance of truth and buy-in is missing from most, if not all, change initiatives. Including these factors is essential because the acceptance of explanations (truth) for change, resulting in stakeholder buy-in and commitment to change, may be among the most significant challenges to organizational change success. Indeed, the absence of leadership-conveyed truth-telling, and stakeholder truth acceptance, restrains the ability to grow, change, develop and evolve as an organization. Thus, insufficient truth acceptance and buy-in results in deficient stakeholder engagement and a decreased likelihood of organizational change initiative success. Moreover, the benefits of truth acceptance and buy-in stretch well beyond organizational change initiatives and positively influence work performance, commitment, satisfaction, and turnover. Therefore, the concepts of truth and buy-in are multi- and inter-organizational and essential at all levels of an organization. The purpose of this communication is to consider the general role(s) of truth and buy-in in the organizational change process and to serve as a reminder of the importance of explicitly including and achieving both early in the change initiative process.

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“…To carry out this knowledge management, it is necessary to understand the flow of knowledge within R&D organizations in order to make efforts to smooth or control this flow (Cross, Parker, & Borgatti, 2002). However, such an attempt can necessitate change-management efforts aimed at effecting organizational changes, which may result in numerous shocks (Romadona & Setiawan, 2021). Ikbal et al (2014) have already investigated management efforts within a research institution.…”

Section: The Of Social Network Analysis In Managing Knowledge a Liter...mentioning

confidence: 99%

The Role of Managers in R&D Organizational Networks. Are They Knowledge Workers or Bureaucrats?

Setiawan¹,

Lestari²

2022

ajtm

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Abstract. In today’s competition-driven world, competitive advantage is the only way for an organization to survive. There are various ways to gain a competitive edge through the application of knowledge, technology, and science. Indonesian public research and development (R&D) faces numerous challenges, one of which is researchers’ low productivity in terms of international journal publications. To boost research productivity and performance, efforts must be made to streamline knowledge flows within public R&D institutions. Additionally, data from dynamic information flows in networks can be used to evaluate bureaucratic effectiveness and identify potential knowledge talents or actors within R&D organizations. The purpose of this study is to determine the role of managers at all levels in a public R&D organization in coordinating information flow through knowledge networks and bureaucratic relationships. The social network analysis (SNA) technique was used to map managers’ role in aligning knowledge flows in an Indonesian public R&D organization. Individuals were classified according to their type and centrality in the network, and network metrics such as “degree of centrality,” “eigenvector centrality,” and “clustering coefficient” were determined. It was found that the organization has some issues with knowledge flows and power distribution. The two distinct knowledge flow patterns, one for knowledge-seeking and the other for administrative knowledge, do not appear to be synchronized. The director of the R&D center is assumed to be less influential than the top manager in terms of knowledge and bureaucratic influence. At the managerial level, clique tendency is lower, while it is higher at the nonmanagerial level. Such centralization and cliques are dangerous because managing knowledge cannot be handled by a single person in a knowledge-intensive organization such as an R&D institution. Additionally, it was discovered that middle managers are critical for knowledge-seeking purposes, whereas administrative managers dominate the bureaucratic role. The research implications are dependent on deciphering the complexities of knowledge flows among employees and the variables that influence the knowledge-transfer process within an organization. This issue will exacerbate the problem by decreasing productivity and increasing reliance on a small number of people. Additional research is required to generalize the findings to other Indonesian R&D institutions. Keywords: Bureaucracy, knowledge management, social network analysis

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Researchers’ View on R&D Organizational Change Using the Grief Cycle

Cited by 3 publications

References 13 publications

The Fibromyalgia Decomposition Phenomenon: A Reflexive Thematic Analysis

The Fibromyalgia Decomposition Phenomenon: A Reflexive Thematic Analysis

Organizational Change: Considering Truth and Buy-In

The Role of Managers in R&D Organizational Networks. Are They Knowledge Workers or Bureaucrats?

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