Organizational change management model proposal: action-research in a public exam company.

Authors

DOI:

https://doi.org/10.15675/gepros.2935

Keywords:

Organizational change, Change management, Organizational culture

Abstract

Purpose – The presented research aimed to propose a model for organizational change management for a public examination company, which has experienced a significant increase in its activities and business environment in recent decades.

Design/methodology/approach The adopted methodological approach was action research. The collected data allowed for the identification of the dominant culture within the organization and the assessment of its internal and external environment. This information informed the selection of an appropriate change management model.

Findings – Two results emerged from the research, one of general use and the other specific to the context: i. a method for choosing change management models, and ii. a detailed management model outlined for the analyzed organization.

Originality/value – The academic contribution consisted of developing a method for searching and selecting a management model. It is noteworthy that this method itself represents an initial outcome of the research with a high level of applicability, not limited to companies in the public examination sector. Regarding the final product, the selected and detailed model's primary contribution lies in guiding the organization in making adjustments to remain competitive and continue its operations. The outlined steps include the necessary care and attention to details in implementing changes, aiming to effectively contribute to the success of the adaptations required by the market scenario.

Keywords: Organizational change. Change management. Organizational culture. 

 

Author Biographies

Jorge Muniz Junior, UNESP

Faculdade de Engenharia de Guaratinguetá

Engenharia de Produção

Fernando Ramalho Martins, UNESP

Faculdade de Ciências e Letras - Câmpus de Araraquara

References

Abrell-Vogel, C., & Rowold, J. (2014). Leaders’ commitment to change and their effectiveness in change – a multilevel investigation. Journal of Organizational Change Management, 27(6), 900–921. https://doi.org/10.1108/JOCM-07-2012-0111. DOI: https://doi.org/10.1108/JOCM-07-2012-0111

Al-Haddad, S., & Kotnour, T. (2015). Integrating the organizational change literature: a model for successful change. Journal of Organizational Change Management, 28(2), 234–262. https://dx.doi.org/10.1108/JOCM-11-2013-0215. DOI: https://doi.org/10.1108/JOCM-11-2013-0215

Ambarwati, R., Fathurochman, A. G., & Rizal, A. (2019). Competitive force model for indopipe industry with analysis of customer requirements. Journal of Physics: Conference Series, 1424(1). Recuperado de https://iopscience.iop.org/article/10.1088/1742-6596/1424/1/012046/pdf. DOI: https://doi.org/10.1088/1742-6596/1424/1/012046

Americano, G., & Fleck, D. (2014). Execução de estratégia sob o prisma de mudança organizacional. Revista de Administração FACES, 13(1), 124–141. Recuperado de https://www.redalyc.org/articulo.oa?id=194031553008

Appelbaum, S. H., Habashy, S., Malo, J., & Shafiq, H. (2012). Back to the future: revisiting Kotter’s 1996 change model. Journal of Management Development, Bradford, 31(8) 8, 764–782. https://doi.org/10.1108/02621711211253231 DOI: https://doi.org/10.1108/02621711211253231

Bardin, L. (2018). Análise de conteúdo. Lisboa: Edições 70.

Bernardes, E., Muniz, J., Jr., & Nakano, D. (2019). Pesquisa qualitativa em engenharia de produção e gestão de operações. São Paulo: Atlas.

Bryman, A. (2012). Social research methods. Oxford: Oxford University Press.

Charry, G. P., Vargas, G. M., González-Campo, C. H. (2019). Cambio organizacional e institucional desde las perspectivas teóricas. Entramado, 15(2), 46-65. DOI: https://doi.org/10.18041/1900-3803/entramado.2.5492

Choflet, A., Packard, T., & Stashower, K. (2021). Rethinking organizational change in the COVID-19 era. Journal of Hospital Management and Health Policy, 5(16) 1-13. https://doi.org/10.21037/jhmhp - 21-11 DOI: https://doi.org/10.21037/jhmhp-21-11

Franco, K. S., Neiva, E. R., Nery, V. F., & Demo, G.A. (2016). A relação entre atributos, atitudes e bem-estar na mudança organizacional. Psicologia: Teoria e Pesquisa, 32, 1–10. DOI: https://doi.org/10.1590/0102-3772e32ne219

https://doi.org/10.1590/0102-3772e32ne219 DOI: https://doi.org/10.1590/0102-3772e32ne219

Galli, B. J. (2018). Change Management Models: A Comparative analysis and concerns. IEEE Engineering Management Review, 46(3), 124–132. https://www.doi.org/10.1109/EMR.2018.2866860. DOI: https://doi.org/10.1109/EMR.2018.2866860

Gürel, E., & Tat, M. (2017). SWOT analysis: a theoretical review. The Journal of International Social Research, 10(51), 1–30. http://dx.doi.org/10.17719/jisr.2017.1832 DOI: https://doi.org/10.17719/jisr.2017.1832

Hamel, G. (2001). Leading the revolution: an interview with Gary Hamel. Strategy & Leadership, 29(1), 4–10. http://dx.doi.org/10.1108/10878570110367141. DOI: https://doi.org/10.1108/10878570110367141

Handy, C. (2003). Deuses da Administração. São Paulo: Saraiva.

Hiatt, J. (2006). ADKAR: A model for change in business, government and our community. Loveland: Prosci Research.

Hirsch, J. E. (2005). An index to quantify an individual’s scientific research output. Proceedings of the National Academy of Sciences of the United States of America, 102(46), 16569–16572. https://doi.org/10.1073/pnas.0507655102. DOI: https://doi.org/10.1073/pnas.0507655102

Hussain, S.T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3) 123–127. DOI: https://doi.org/10.1016/j.jik.2016.07.002

Joshi, A., Kale, S., Chandel, S., & Pal, D. K. (2015). Likert scale: explored and explained. British Journal of Applied Science & Technology, 7(4), 396–403. https://doi.org/10.9734/BJAST/2015/14975 DOI: https://doi.org/10.9734/BJAST/2015/14975

Kotter, J. P. (1947). Leading Change. Boston: Harvard Business School Press.

Lima, M. V. L., & Bressan, C. L. (2003). Mudança Organizacional: uma introdução. In: LIMA, M. V. L. (Org). Mudança Organizacional. (pp 17-23). Rio de Janeiro: Editora FGV.

Pinto, M. C. S., & Couto-de-Souza, C. L. (2009). Mudança organizacional em uma empresa familiar brasileira. Revista de Administração Pública, 43(3), 609–634. https://doi.org/10.1590/S0034-76122009000300005 DOI: https://doi.org/10.1590/S0034-76122009000300005

Pollack, J., & Pollack, R. (2014). Using Kotter’s Eight Stage Process to Manage an Organisational Change Program: Presentation and Practice. Syst Pract Action Res., 28, 51-56. DOI: https://doi.org/10.1007/s11213-014-9317-0

Porter, M. E. (1989). How competitive forces shape strategy. Readings in Strategic Management, 133–143 Recuperado de https://hbr.org/1979/03/how-competitive-forces-shape-strategy. DOI: https://doi.org/10.1007/978-1-349-20317-8_10

Rashid, Z. A., Sambasivan, M., & Rahman, A. A. (2004). The influence of organizational culture on attitudes toward organizational change. Leadership & Organization Development Journal, 25(2), 161–179. https://doi.org/10.1108/01437730410521831. DOI: https://doi.org/10.1108/01437730410521831

Razkenari, M., Fenner A., Shojaei, A., Hamed Hakim, H., & Kibert, C. (2020).

Perceptions of offsite construction in the United States: An investigation of current practices. Journal of Building Engineering, 29. htps://doi.org/10.1016/j.jobe.2019.101138.

Schaffer, M. A., Sandau, K. E., & Diedrick, L. (2012). Evidence-based practice models for organizational change: overview and practical applications. Journal of Advanced Nursing, 69(5), 1197–1209. https://doi.org/10.1111/j.1365-2648.2012.06122.x. DOI: https://doi.org/10.1111/j.1365-2648.2012.06122.x

Sing, A., & Shoura, M. M. (1999). Assessment of organizational change for public construction organizations. Journal of Management in Engineering, 15(4), 59–70. DOI: https://doi.org/10.1061/(ASCE)0742-597X(1999)15:4(59)

Stetler, C. B. (2001). Updating the Stetler model of research utilization to facilitate evidence-based practice. Nursing Outlook, 49(6), 272–279. https://doi.org/10.1067/mno.2001.120517. DOI: https://doi.org/10.1067/mno.2001.120517

Titler, M. G., Kleiber, C., Steelman V. J., Rakel, B. A., Budreau, G., Everett, L. Q., Buckwalter, K. C., Tripp-Reimer, T., & Goode, C. J. (2001). The Iowa model of Evidence-Based Practice to promote quality care. Critical care nursing clinics of North America, 13(4), 497–509. doi.: 10.1188/14.CJON.157-159 DOI: https://doi.org/10.1016/S0899-5885(18)30017-0

Whelan-Berry, K. S., & Somerville, K. A. (2010). Linking change drivers and the organizational change process: A review and synthesis. Journal of Change Management, 10(2), 175–193. https://doi.org/10.1080/14697011003795651. DOI: https://doi.org/10.1080/14697011003795651

Worley, C. G., & Mohrman, S. A. (2014). Is change management obsolete? Organizational Dynamics, 43(3), 214–224. http://dx.doi.org/10.1016/j.orgdyn.2014.08.008. DOI: https://doi.org/10.1016/j.orgdyn.2014.08.008

Downloads

Published

2023-12-05

How to Cite

Serrano Filho, E. de S., Junior, J. M., & Martins, F. R. (2023). Organizational change management model proposal: action-research in a public exam company. Revista Gestão Da Produção Operações E Sistemas, 18(00). https://doi.org/10.15675/gepros.2935

Issue

Section

Articles

Most read articles by the same author(s)

Similar Articles

You may also start an advanced similarity search for this article.