Towards a model and strategy for transformational change

Main Article Content

Abeni El-Amin http://orcid.org/0000-0001-7506-1658 Babu George http://orcid.org/0000-0002-2791-828X

Abstract

Leaders must ask critical questions when deciding to initiate change such as: Where to begin? What and how to organize resources? How to distribute responsibilities within the organization? These questions are especially important when an organization faces the need to change in the instance of a crisis. Leaders must develop objectives, which accomplish strategic goals. Logically, these goals categorize into explicit actions: the organization should clarify how they sequence and correlate a change strategy.  Articulating precisely which capacities, structures, and product offerings influence how stakeholders perceive change within organizations is vital. This article sketches key processes and pathways that make transformational change possible.

Article Details

How to Cite
EL-AMIN, Abeni; GEORGE, Babu. Towards a model and strategy for transformational change. Economics, Management and Sustainability, [S.l.], v. 5, n. 2, p. 28-38, nov. 2020. ISSN 2520-6303. Available at: <https://jems.sciview.net/index.php/jems/article/view/96>. Date accessed: 01 dec. 2020. doi: https://doi.org/10.14254/jems.2020.5-2.2.
Section
Articles

References

Abu Bakar, H., & McCann, R. M. (2016). The mediating effect of leader-member dyadic communication style agreement on the relationship between servant leadership and group-level organizational citizenship behavior. Management Communication Quarterly, 30(1), 32-58.
Albliwi, S. A., Antony, J., & Lim, S. A. H. (2015). A systematic review of Lean Six Sigma for the manufacturing industry. Business Process Management Journal, 21(3), 665-691.
Alfaro Solano, M. J., & Preuß, M. (2019). An alternative approach on resistance to change and leadership and its resulting development of Kotter’s change models.
Baltaci, A., & Balcı, A. (2017). Complexity change management: A theoretical perspective. International Journal of Educational Change management and Management, 5(1), 30-58.
Barsh, J., Capozzi, M. M., & Davidson, J. (2008). Leadership and innovation. McKinsey Quarterly, 1, 36.
Billett, S. (2010). The practices of learning through occupations. In Learning through practice (pp. 59-81). Springer, Dordrecht.
Binkley, M., Erstad, O., Herman, J., Raizen, S., Ripley, M., Miller-Ricci, M., & Rumble, M. (2012). Defining twenty-first-century skills. In Assessment and teaching of 21st-century skills (pp. 17-66). Springer, Dordrecht.
Blanchard, K. (2012). 5 Strategies for surfacing and resolving concerns about change. https://leaderchat.org/2020/02/20/5-strategies-for-surfacing-and-resolving-concerns-about-change/
Blanchard, K. (2018). Leading at a higher level: Blanchard on leadership and creating high performing organizations. FT Press.
Chappell, S., Pescud, M., Waterworth, P., Shilton, T., Roche, D., Ledger, M., ... & Rosenberg, M. (2016). Exploring the process of implementing healthy workplace initiatives: Mapping to Kotter's leading change model. Journal of Occupational and Environmental Medicine, 58(10), e341-e348.
Cheng, B., Wang, M., Yang, S. J., & Peng, J. (2011). Acceptance of competency-based workplace e-learning systems: Effects of individual and peer learning support. Computers & Education, 57(1), 1317-1333.
Cinite, I., & Duxbury, L. E. (2018). Measuring the behavioral properties of commitment and resistance to organizational change. The Journal of Applied Behavioral Science, 54(2), 113-139.
Davis, N. (2017). Review of followership theory and servant leadership theory: Understanding how servant leadership informs followership. In Servant Leadership and Followership (pp. 207-223). Palgrave Macmillan, Cham.
Dean, Jr, J. W., & Bowen, D. E. (1994). Management theory and continuous improvement: Improving research and practice through theory development. Academy of management review, 19(3), 392-418.
Dent, E. B., & Goldberg, S. G. (1999). Challenging "resistance to change." The Journal of applied behavioral science, 35(1), 25-41.
Easdale, D. (2017). Serving from the center: Servant leadership and social capital.
Gandolfi, F., & Stone, S. (2018). Leadership, leadership styles, and servant leadership. Journal of Management Research, 18(4), 261-269.
Gilley, A., Dixon, P., & Gilley, J. W. (2008). Characteristics of leadership effectiveness: Implementing change and driving innovation in organizations. Human Resource Development Quarterly, 19(2), 153-169.
Greenleaf, R.K. (1970). The servant as leader. Indianapolis, IN. Robert K. Greenleaf Center.
Halverson, E. R., & Sheridan, K. (2014). The maker movement in education.
Harvard Educational Review, 84(4), 495-504.
Greller, W., & Drachsler, H. (2012). Translating learning into numbers: A generic framework for learning analytics. Journal of Educational Technology & Society, 15(3), 42.
Haque, M. D., TitiAmayah, A., & Liu, L. (2016). The role of vision in organizational readiness for change and growth. Leadership & Organization Development Journal.
Ho, J. M., Salleh, H., & Chua, P. H. (2019). Local evidence synthesis on school change management: Volume 2.
Hosseini, S., Kees, A., Manderscheid, J., Röglinger, M., & Rosemann, M. (2017). What does it take to implement open innovation? Towards an integrated capability framework. Business Process Management Journal.
Howard, P., O'Brien, C., Kay, B., & O'Rourke, K. (2019). Leading educational change in the 21st century: Creating living schools through a shared vision and transformative governance. Sustainability, 11(15), 4109.
Isern, J., & Pung, C. (2007). Driving radical change. McKinsey Quarterly, 4, 24.
Jacob, W. J., & Gokbel, V. (2018). Global higher education learning outcomes and financial trends: Comparative and innovative approaches. International Journal of Educational Development, 58, 5-17.
Kasworm, C. E., Rose, A. D., & Ross-Gordon, J. M. (2010). Handbook of adult and continuing education. American Association for Adult and Continuing Education. Los Angeles: SAGE.
Kotter, J. P. (2012). Leading change. Harvard business press.
Kurtz, D. L., & Berston, S. (2019). Contemporary business. John Wiley & Sons, Incorporated.
Kuo, T. H. (2011). How to improve organizational performance through learning and knowledge? International Journal of Manpower, 32(5/6), 581-603.
Manning, K. (2017). Organizational theory in higher education. Routledge.
Manuti, A., Pastore, S., Scardigno, A. F., Giancaspro, M. L., & Morciano, D. (2015). Formal and informal learning in the workplace: a research review. International journal of training and development, 19(1), 1-17.
Markovic, M. R., & Salamzadeh, A. (2018). The importance of communication in business management. Business Management, Entrepreneurship, and Entrepreneurial Tendencies.
Page, L., & Schoder, J. (2019). Making change last: leadership is the key. Journal of Business Strategy.
Putnam, R. (2001). Social capital: Measurement and consequences. Canadian journal of policy research, 2(1), 41-51.
Rajan, R., & Ganesan, R. (2017). A critical analysis of John P. Kotter's change management framework. Asian Journal of Research in Business Economics and Management, 7(7),
181-203.
Russell, R. F., & Stone, A. G. (2002). A review of servant leadership attributes: Developing a practical model. Leadership & Organization Development Journal.
Şahin, F., Gürbüz, S., & Şeşen, H. (2017). Leaders' managerial assumptions and transformational leadership: the moderating role of gender. Leadership & Organization Development Journal.
Shirey, M. R. (2013). Lewin’s theory of planned change as a strategic resource. JONA: The Journal of Nursing Administration, 43(2), 69-72.
Sousa, M., & van Dierendonck, D. (2017). Servant leadership and the effect of the interaction between humility, action, and hierarchical power on follower engagement. Journal of Business Ethics, 141(1), 13-25.
Steiner, C. M., Albert, D., & Heller, J. (2007). Concept mapping as a means to build e-learning. Adult principles of effective e-learning, 59-111.
Thoms, C. L., & Burton, S. L. (2016). Learning, development, and training: The influence of synergies through educational evolution. International Journal of Adult Vocational Education and Technology (IJAVET), 7(4), 85-104.
Uhl-Bien, M., & Arena, M. (2018). Leadership for organizational adaptability: A theoretical synthesis and integrative framework. The Leadership Quarterly, 29(1), 89-104.
Webber, C. F., & Scott, S. (2008). Evidence‐based change management development: The 4L framework. Journal of Educational Administration.
Woodward, S., & Hendry, C. (2004). Leading and coping with change. Journal of Change Management, 4(2), 155-183.