The COVID 19 pandemic as a driving force for transformational change in organisations

Nyamunda, John

doi:10.35683/jcm21023.143

Cited by 3 publications

(3 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Intriguingly, the quantitative portion showed that only 41% of the respondents agreed that COVID-19 influenced the implementation of Lean, which ran counter to the research hypothesis and the common belief that COVID-19 has strongly impacted every aspect of daily life (Collins, 2023; Crandall et al ., 2023). Further, one South African study discussing the organizational impacts of COVID-19 (not on Lean programs specifically) showed that 72% of 293 respondents reported their organizations had experienced transformational change and adapted to new processes since the COVID-19 pandemic (Nyamunda, 2022). In addition, although not the majority, the agreement group was the largest response category in the current research, followed by neutral (35%) and disagreement (24%).…”

Section: Discussionmentioning

confidence: 99%

COVID-19's impact on lean programs and implementation in energy-based utilities

Jensen,

Cross,

Polanco-Lahoz

2023

TQM

View full text Add to dashboard Cite

PurposeLean is a continuous improvement methodology that has succeeded in eliminating waste in a variety of industries. Yet, there is a need for more research on Lean implementation in several under-studied contexts, including crisis situations such as those created by the recent COVID-19 pandemic. This research investigates how Lean programs were impacted by COVID-19, while previous research has primarily explored how Lean was used to solve problems created by the pandemic.Design/methodology/approachA mixed-method research approach was used to analyze employee feedback on how COVID-19 impacted the Lean programs using data from various levels of four energy-based utilities in the United States. First, an online questionnaire collected qualitative and quantitative data from a broad sample of participants. Then, a follow-up semi-structured interview allowed the elaboration of perceptions related to the research question using a smaller sample of participants.FindingsOut of the 194 responses from the four companies, only 41% of the respondents at least somewhat agreed that COVID-19 impacted the Lean program at their company; of the remaining 59%, 35% indicated they were neutral, while 24% disagreed. The themes from the qualitative portion indicated that, while employees believed their companies had successfully found a new way to do Lean within the constraints of not always being in person, the collaboration and engagement were more challenging to sustain, and COVID-19 also otherwise made it more difficult to implement Lean. Meanwhile, some believed there was no impact on the Lean program.Originality/valueThe COVID-19 and Lean peer-reviewed literature published from 2020 to September 2023 focused primarily on using Lean to address problems created by the COVID-19 pandemic vs studying the pandemic's impact on Lean programs. This research partially fills this literature gap in understanding the impact COVID-19 had on Lean initiatives.

show abstract

Section: Discussionmentioning

confidence: 99%

COVID-19's impact on lean programs and implementation in energy-based utilities

Jensen,

Cross,

Polanco-Lahoz

2023

TQM

View full text Add to dashboard Cite

show abstract

“…Furthermore, behavioral support such as compliance, cooperation, and championing are the pillars required by organizations to successfully implement the desired change. Moreover, in crises like the COVID‐19 pandemic, different researchers have utilized Lewin's Three‐Stage Change Model in their studies within diverse areas and situations (Leonelli & Primavera, 2022; Mishra et al., 2020; Nyamunda, 2022). However, to the best of our knowledge, this is the first study to propose a comprehensive model for organizations to tackle changes associated with global crises.…”

Section: Literature Reviewmentioning

confidence: 99%

Managing organizational change in responding to global crises

Islam

2023

Glob Bus Org Exc

View full text Add to dashboard Cite

To cope with global crises, organizations go through various internal changes and adopt different survival strategies. Several researchers and practitioners have highlighted that employees are the key factors in implementing such changes. However, organizations often face difficulties in managing manpower effectively due to the complexities and ambiguities related to the said changes. To address this challenge, the present study proposes a comprehensive model to manage organizational change to effectively respond to global crises. This study highlights that “employee change‐championing behavior” (ECB) – also known as effective change‐supportive behavior of employees – is the key to successfully implementing the necessary organizational changes to tackle global crises. Utilizing the 3‐Stage Lewin's Model of Change as the foundation for analysis, this study proposes for “transformational leadership style” to substitute the “unfreezing stage,” “trust in leadership and work engagement” to substitute the “moving stage,” and “employee change championing behavior” to substitute the “refreezing stage.” Additionally, this study found that transformational leadership (TL) influences employee change‐championing behavior, while employee trust in leadership (ETL) influences employee work engagement (EWE). Moreover, trust in leadership and work engagement individually and sequentially mediate the relationship between TL and employee change‐championing behavior. This study offers a unique perspective for business leaders on how to manage organizational changes during global crises.

show abstract

“…On the other hand, regarding organisational culture, some of the literature has focused on how cultures evolved throughout a disruption [77][78][79]. For instance, Nyamunda et al (2022) found that, while the changes (to culture, in response to the pandemic) were transformational in nature and that they were likely to be permanent, they were also made out of necessity; ultimately, they recommend that the long-term impact of these changes must be understood, that cross-functional teams need to be created to support top-down decisions, that changes needed to be made to support working from home, and that effective cultures needed to be developed to support the changes induced by COVID-19 [79]. Otherwise, much of the literature's focus has been on changes in cultures in the face of planned changes [80][81][82].…”

Section: Effects Of Covid-19 On Businessesmentioning

confidence: 99%

COVID-19 and Supply Chain Disruption Management: A Behavioural Economics Perspective and Future Research Direction

Smith,

Fatorachian

2023

JTAER

View full text Add to dashboard Cite

The COVID-19 pandemic has been one of the most severe disruptions to normal life, impacting how businesses operate. The academic literature in the areas of supply chain and operations management has been trying to explain how this has affected decision-making in businesses. However, the existing literature has predominantly overlooked organisational culture and behavioural economic theories. This paper contends that considering the decisions made in supply chain disruption management involve groups and the individuals within them, the relevance of behavioural economic concepts becomes paramount. As such, the objective of this paper is to conduct an integrative literature review, utilising the purposive sampling method to explore the dearth of academic work connecting behavioural economic theories and organisational culture to supply chain disruption management. Additionally, the paper aims to offer guidelines for future research in this domain. Enhancing our comprehension of these domains concerning supply chain disruption management would empower firms to better anticipate their parties’ decisions, refine their decision-making models, and cultivate stronger relationships with suppliers and customers.

show abstract

The COVID 19 pandemic as a driving force for transformational change in organisations

Cited by 3 publications

References 0 publications

COVID-19's impact on lean programs and implementation in energy-based utilities

COVID-19's impact on lean programs and implementation in energy-based utilities

Managing organizational change in responding to global crises

COVID-19 and Supply Chain Disruption Management: A Behavioural Economics Perspective and Future Research Direction

Contact Info

Product

Resources

About