Please rewrite the attached Doc to fit the Profs Comments as follows: Good first attempt- I need you to work on your APA citation for future publication purposes. For example, when and how to appropriately use “et.al” . What are the hypotheses or main question that is driving the intended research- What are the notcied gaps that have triggered further inquiry into the subject manner-rnrn

Create a review of the literature for your topic of interest in assignment one. In this review, you will discuss a minimum of 10 empirical and/or theoretical academic journal publications that relate directly to your topic of interest. It is important to be sensitive to the limitations of the research selected and the strength of support it provides for the topic of interest.

 

Questions to keep in mind to help organize your material around a particular theme for your paper

What is your objective?

What is it that you want to say with this review?

What is known in the literature?

What questions are left unanswered?

What are the implications of your review for future research?

Where does the research need to go from here?

What Influences Organizational Change?

 

 

 

 

 

 

 

Table Of Contents

Introduction. 3

Factors influencing organizational change. 3

Models and theories suitable for organizational change. 5

Challenges and issues for organizational change. 7

Conclusion. 8

Bibliography. 9

 

 

 

 

 

 

Introduction

 

The focus of this study is to elaborate on the topic,  what influence organizational change. A detailed literature review presented in the study below includes various factors as well as challenges that influence organizational change in addition to covering a few leadership styles and models.

 

Factors influencing organizational change

 

As per the analysis presented in the study by Day et al. (2017), it has been demonstrated that there is a strong relationship between organizational change and employee stress. It has been highlighted that if an organization manages to organize and provide plenty of resources for promoting the performance of employees, it will be in a better position to carry out large scale organizational change. Support from a supervisor can act as a facilitator and aids in reducing overall stress. It has been known that job control mechanisms can mitigate the negative relationship between organizational change and professional efficacy.

 

Furthermore, according to a study carried out by Will, & Mueller, (2020), found that there is a need to develop a framework that considers the link between macro and micro levels as very few studies have focused on this mutual connection. The study highlighted the importance of macro and micro levels for successfully carrying out organizational change. An important finding states that managers must consider organizational behavior and interactional issues while executing change management.

According to Domingues et al. (2017), several organizations are following sustainability reporting, especially in the public sector, while addressing their corporate reports. This study has evaluated the relationship between sustainability reporting considering public sector organizations with organizational change management. Based on the findings that have been collected in the study, it has been found that public sector organizations are using sustainability reporting as a tool for driving organizational changes for sustainability. In the study, the author carried out a survey which was sent to different organizations, after evaluating their sustainability report based on GRI guidelines. Findings have shown that sustainability reporting has found importance due to internal motivation, which has helped to increase the availability of data about the current status of the organization.

 

Nevertheless, several investigations and analyses have been carried out in the study, which has highlighted that the productivity of the company gets profoundly affected by introducing new environmental technologies.  In this study, the author has primarily tried to analyze two critical factors, which are (a) organizational change and (b) productivity. It has been suggested that organizations can achieve higher productivity by adopting new technologies; however, they need to adapt essential organizational structures to facilitate development (Hottenrott et al., 2016). It has been evaluated that the adoption of new technologies has been induced by governments, which are highly focusing on reducing the social costs of climate change.  It has been highlighted in the study that an organization cannot achieve productivity levels only by implementing new technologies; however, it needs to focus on implementing innovations and change simultaneously.

 

Models and theories suitable for organizational change

 

The primary purpose of the journal published by Rosenbaum et al., (2018), is to identify various planned organizational change models as well as highlight different links between them. In the study, the author has identified 13 planned organizational change models (POCMs) as well as their connections with the Lewin’s Change management model. Findings presented in the study highlight that organizations cannot adopt the three step model developed by Kurt Lewin in isolation. Instead, they should implement it in the process, with group dynamics, force field analysis, and action research for better outcomes (Rosenbaum et al., 2018). The author has identified that additional POCMs will help improve the change management model developed by Kurt Lewin.

 

Furthermore, The focus of this study has been entirely played upon analyzing the need for a holistic framework for organizational transformation, considering servitization. It has been highlighted that both the business model and organizational change demand new concepts and systematic structure. In the study, the author has tried to examine the best organizational change management framework that would help organizations to follow systematic processes as well as take advantage of various opportunities (Bigdeli et al., 2017). It has been found that organizations should focus on servitization as a process of bringing a change within the organization. The author has also presented various ideas for future studies, which include analyzing the value of innovative business models, which relates to services to analyze the performance of firms.

 

An important finding that has been presented in the study is the fact that for an organization to implement change successfully, it is necessary for the leaders of the company to understand the pragmatic practices as well as underpin essential theoretical frameworks. The study has demonstrated that there are seven strategies that organizations can use for gaining higher value as well as for change management theory and practice. It has been concluded that all the seven strategies discussed in the literature have the potential to be applicable in all organizations, as well as they can be implemented differently as per the agenda of the organization (Thakhathi et al., 2019). Seven strategies discussed in the literature include sustainability strategy development, development of new ideas, diffusion practices, practical training and development of organization members, developing performance reports, following persuasive communication strategies, and active participation of all working groups.

 

Also, the study highlighted the fact that the leadership style followed in the organization has a considerable role to play in overall organizational change management. The author has covered various literature to link between leadership style and change management (Mansaray, 2019).  Various leadership styles often act as a facilitator in managing change processes including authoritarian, transformational, servant, transactional, democratic, as well as bureaucratic leadership. Leadership is a leading factor that can help organizations bring positive change. For an organization to face market competitiveness, it has been discovered that leadership is one of the essential components for successfully implementing change.

 

Challenges and issues for organizational change

 

According to the author, various aspects related to organizational change issues and an essential understanding of managing change have been studied and evaluated. Findings demonstrated various factors that assist the workforce to get prepared for internal changes (Ahmad et al., 2017). If an organization wants to carry out change management successfully, they must consider the management team as well as the nature of the employee.  It is impossible to implement change within an organization without these two groups. Understanding this information can help management to plan and manage the entire change process as well as achieve high satisfaction levels among customers and stakeholders.  An essential aspect is that employees need to be prepared and not be complacent in order to achieve objectives set by the organization.

 

In this literature, the author has presented a detailed understanding of the complex process involved in organizational change. Several interviews and examination of company documents have been carried out in this study, which has provided valuable insights about the company’s response towards increasing demand for sustainable development (Narayanan, & Adams, (2017). It has been evaluated that there is a secure link between organizational discourses and practices. Findings presented indicate that senior managers must take account of calculative practices in order to bring a radical change towards sustainable development.

 

Conclusion

 

A critical aspect learned from this study is that bringing change within the organization is a complex process, however, following effective models and leadership styles such as Lewin change management model, democratic leadership style, transformational and transactional leadership style can help to ease the process.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Bibliography

 

1. Ahmad, M. H., Ismail, S., Rani, W. N. M. W. M., & Wahab, M. H. (2017, October). Trust in management, communication and organisational commitment: Factors influencing readiness for change management in organisation. In AIP Conference Proceedings (Vol. 1891, No. 1, p. 020019). AIP Publishing LLC.

 

2. Bigdeli, A. Z., Baines, T., Bustinza, O. F., & Shi, V. G. (2017). Organisational change towards servitization: a theoretical framework. Competitiveness Review: An International Business Journal.

 

3. Day, A., Crown, S. N., & Ivany, M. (2017). Organisational change and employee burnout: The moderating effects of support and job control. Safety science, 100, 4-12.

 

4. Domingues, A. R., Lozano, R., Ceulemans, K., & Ramos, T. B. (2017). Sustainability reporting in public sector organisations: Exploring the relation between the reporting process and organisational change management for sustainability. Journal of environmental management, 192, 292-301.

 

5. Hottenrott, H., Rexhäuser, S., & Veugelers, R. (2016). Organisational change and the productivity effects of green technology adoption. Resource and Energy Economics, 43, 172-194.

 

6. Mansaray, H. E. (2019). The Role of Leadership Style in Organisational Change Management: A Literature Review. Journal of Human Resource Management, 7(1), 18-31.

 

 

 

7. Narayanan, V., & Adams, C. A. (2017). Transformative change towards sustainability: the interaction between organisational discourses and organisational practices. Accounting and Business Research, 47(3), 344-368.

 

8. Rosenbaum, D., More, E., & Steane, P. (2018). Planned organisational change management. Journal of Organizational Change Management.

 

9. Thakhathi, A., le Roux, C., & Davis, A. (2019). Sustainability Leaders’ Influencing Strategies for Institutionalising Organisational Change towards Corporate Sustainability: A Strategy-as-Practice Perspective. Journal of Change Management, 19(4), 246-265.

 

10. Will, M. G., & Mueller, J. (2020). Towards a micro-foundation of organisational change: conceptual requirements for a micro-macro framework of change. International Journal of Learning and Change, 12(2), 169-189.