While digitalisation requires facilities management (FM) organisations to change at an increasing rate, little is known about the mechanisms that create ownership and enable individuals to implement changes in everyday FM practice. In this study, these mechanisms are explored from a stewardship perspective. The purpose of this paper is to provide insights in the dynamics of organisational change in FM by analysing how stewardship behaviour leads to change.A process model for implementing organisational change is constructed, based on existing theoretical insights from stewardship and intrapreneurship literature. The model is evaluated in a case study through analysis of critical events. Interviewing was the key data collection method.The process model gives an event-driven explanation of change through psychological ownership. Analysis of multiple critical events suggests that the model explains intra-organisational as well as inter-organisational change. The case data further suggests that, compared to intra-organisational change, tailored relational and motivational support is more important for inter-organisational change because of the higher risks involved. Job crafting emerged as an unanticipated finding that offers interesting prospects for future FM research.The process model offers guidance for leaders in FM organisations on providing tailored support to internal and external employees during periods of organisational change.Stewardship and intrapreneurship are combined to provide insights on organisational change in FM. The study demonstrates how intrapreneurial behaviour and stewardship behaviour can be linked to create innovation within and between organisations.
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This paper assesses the impact of perceived HRM practices on organisational citizenship behaviour (OCB) and whether leader membership exchange (LMX) mediates this relationship. The required research data were retrieved from four different departments within a logistics and supply chain management organisation. The results show that there is a significant relationship between the HRM practices as perceived by a subordinate and their level of organisational citizenship behaviour. The relationship that subordinates have with their frontline manager (LMX) acts as a significant mediator. In the final section, of this paper the findings are discussed and recommendations for future research and practical implications are given.
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PurposeThe purpose of this paper is to develop a framework to understand organisational rhythm as a stimulus for further study into organisational change.Design/methodology/approachThis paper studies the experiences of the medical discipline colleges in the Netherlands as they underwent significant reorganisation and transfer of ministerial authority. The data set consists of correspondence, reports and tapes of the meetings over 14 months and interviews with 26 employees.FindingsThis research identified five sub-themes of rhythm (emphasis, intonation, pace, period and repetition). Putting these together, the authors present a framework to understand organisational rhythm during organisational change.Research limitations/implicationsThis study begins to develop understanding of how rhythms function but the authors did not compare multiple rhythms in this study.Practical implicationsThe authors argue that by unpacking and exploring in more detail the sub-themes of rhythm (emphasis, intonation, pace, period and repetition), the authors can help to explain why complex change management initiatives may stall or fail to gain traction. By understanding the concept of rhythm as movement, the authors can offer recommendations to organisations about how to move forward and overcome challenges associated with progress.Originality/valueIn this paper, the authors make an important distinction between rhythm in terms of movement and flow of activity, which has often been overlooked by research, which focusses on the temporal aspects of organisations, which the authors classify as frequency – relating to the sequencing and duration of change.
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Considering wider societal developments that reflect a demand for personalised services, this study aims to uncover the relationship between the perceived need for change by voluntary sports clubs (VSCs), their adoption of innovative services to promote flexibility of sports participation (also referred to as ‘light’ sports initiatives) and their organisational growth (in terms of membership evolution). Simultaneously, the impact of key organisational capacity (OC) determinants on each of the aforementioned variables is taken into account. In this study, VSCs in Flanders (Belgium) are examined utilising three (generalised) linear mixed model analyses on longitudinal panel data from 2012, 2015 and 2018. The results show a positive relationship between the need for change on the one hand and the adoption of ‘light’ sports initiatives and organisational growth on the other hand, whilst adopting ‘light’ sports initiatives as types of service innovations do not necessarily lead to organisational growth. The results of this study offer implications for the management and policy of VSCs to cater to shifting member demands. This study serves as a stepping-stone for further research to investigate other types of innovation on organisational change and growth.
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Purpose – The hospitality industry creates a distinctive context in which learning takes place. The industry’s international perspective and large globalisation play an important role in learning, as well as the operational and structural features that give meaning to learning and development in the hospitality industry. This explorative research therefore studies the relation between workplace learning and organisational performance in the Dutch hospitality industry. Design/methodology/approach – The qualitative research is done through 15 in-depth interviews with general managers and HR managers of Dutch hotels with three or more stars and at least ten employees. Findings – It can be concluded that there is a relation between workplace learning and organisational performance in the hospitality industry, as the participants in this research and the literature both mention workplace learning enhances organisational performance. Originality/value – Little research has been done on learning and organisational performance specifically, in the (Western) hospitality industry. This research therefore focusses on HRD and studies the influence of workplace learning on organisational performance in the Dutch hospitality industry.
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What lecturers do and think are a prerequisite for educational change. It is therefore important to gain insight into factors that influence their involvement in educational reform. This study considers the effect of leadership and managerial constructs on lecturers’ commitment to the newly implemented honours programmes in a Dutch University of Applied Sciences, by combining two models: (a) the Excellence Acceptance Model and (b) the Organisational Influence Model. This combination connects two important change factors of content and context included in a combined quantitative measurement framework. A full structural equation analysis on lecturers’ questionnaire data (N = 406) results in insight into the direct influence of executive managers’ leadership style on lecturers’ commitment in a situation of educational change. Especially, visionary leadership and the perceived discussion culture on excellence are of large influence on lecturers’ behaviour towards honours programmes. Based on these findings, directions for future research are suggested.
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In our current and turbulent times, it is clear that some sort of organisational agility, in which-ever way achieved, is necessary to survive and thrive as an organisation. The question is how to achieve such manoeuvrability. We propose the use of design (thinking), with a focus on prototyping to iteratively develop greater organisational agility. Based on literature research into the circumstance that drive change, design, prototyping and a number of organisations that seem to have incorporated the right tactics, as well as observations made at a change-programme for a large Dutch corporate, we have developed a model to guide this process. The model proposes that an organisation should focus on developing a shared sense of purpose, to guide all its undertakings. Afterwards, employees should collaborate on iteratively creating the right (digital & physical) environments, culture and personal grounding for them and the organisation, to be able to achieve this purpose. Based on certain (dynamic) criteria and these various domains, personal responsibilities (action agendas) may constantly evolve and keep the organisation agile. This paper explains the reasoning behind the model and calls for further experimentation to take place to verify its effectiveness. LinkedIn: https://www.linkedin.com/in/christine-de-lille-8039372/
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The urgency to innovate for organisational survival has become increasingly recognized, with the result that innovation has conquered a position high on the management agenda. However, the unfamiliarity around innovation pose a challenge for innovation management. No unique solution exists to building a successful innovation approach, such that firms are forced to experiment with innovation approaches. In analysing the innovation approaches of four large international organisations we find that these organisations share an essential common element: the presence of one or more ‘visionary innovators’ who are determined to lead a movement towards organisational change. We present a theoretical framework to illustrate four core characteristics of a visionary innovator, based on empirical evidence. The visionary innovators possesses traits to discover and realise innovations, business and political know-how, the ability to create and share a vision and space to realise that vision. We propose that a visionary innovator determined to spread such a mindset is indispensable to successfully achieve innovation. LinkedIn: https://www.linkedin.com/in/christine-de-lille-8039372/
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In my view, organisations are playing an ever-larger role with and in these changes. This is why we need organisations that are not afraid to express and give concrete meaning to their innovative views on economic and social themes. These are organisations that dare to break out of the old thought and behavioural patterns in order to create room for change and renewal. They are guided by an innovative philosophy and mode of thinking, and show this leadership by translating this body of thought into concrete actions and results. This is why, in the professorship, we call these organisations ‘thought leaders in a society of change’.
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Design In our modern world, we are constantly confronted by challenges of a societal, ecological, organisational, strategic or cultural nature. These so-called wicked problems are difficult to define and even harder to solve, often requiring feats of collaboration. Design, Play, Change is a Design Thinking book and game created for managers, entrepreneurs, trainers, coaches, educators and students who want to develop innovative ideas for future change within and between their teams or organisations. In short, this book is the active agent that can be used to theorise, restructure and overcome challenges we face on a daily basis. Play Crafted both for experts in Design Thinking and for those just getting started, Design, Play, Change will explain the theory behind designing as well as demonstrate how to think, act, create and feel like a designer. With 40 method cards, spanning across different critical roles like the Creator, Emphatiser, Thinker and Maker, the book presents an extremely accessible and fun way of examining complex contemporary challenges with a light-hearted outlook. Regardless of what challenge needs to be overcome, this collaborative game creates a shared vision of the challenge at hand while also generating inspiring insights, fresh ideas and productive activities. Above all, Design, Play, Change is inspirational, energising and fun for you and the whole team playing along with you. At it’s core, Design, Play, Change teaches readers and players a practical way of reframing, envisioning and evaluating their challenges and ideas, addressing them like a designer would in a collaborative game format. Design, Play, Change is a game and a book and is avaliable here: https://www.bispublishers.com/design-play-change.html
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