every organization requires employees who can readily accept changes to carry out their day to day business transactions and to accommodate with those changes emerging from the environment. the purpose of this paper is to investigate the impact of readiness for change on organizational change among the employees of the commercial banks. data were collected from 350 employees serving in the priv...

introduction: since human resources in organizations are the most important factors of effectiveness and efficiency, identification of the factors affecting the performance and response of personnel, including intraorganizational changes in management levels is very important. therefore the goal of this research was to determine the effects of organizational changes on employee's reaction of he...

Traditional approaches to organizational change have been dominated by assumptions privileging stability, routine, and order. As a result, organizational change has been reified and treated as exceptional rather than natural. In this paper, we set out to offer an account of organizational change on its own terms—to treat change as the normal condition of organizational life. The central questio...

Organizational routines are considered basic components of organizational behavior and repositories of organizational capabilities (Nelson & Winter, 1982). They do, therefore, hold one of the keys to understanding organizational change. The article focuses on how the concept of organizational routines can be applied in empirical research to understand organizational change. We identify problems...

The sustainable organizational change has an ever increasing importance, leading to the rethinking of the management and systems of performance measurement and monitoring within the companies. As a reaction to current economic phenomena, in the first section of this work we tried to bring out the need for using the couple Balanced Scorecard Corporate Social Responsibility by companies. Thus, co...

Information systems fail for a number of reasons. Several failure reasons include communication, complexity, organization, technology, and leadership. Failure can be outlined in four major categories: technical shortcomings, project management shortcomings, organizational issues, and the continuing information explosion. Change management is the process of assisting individuals and organization...

We develop a model in which competitive pressure is a catalyst for organizational change. In our model, commitment to a narrow business strategy is valuable because workers need to coordinate their efforts to build a strategy-specific capability. We show that a monopolist may not be able to commit to a focused business strategy. However, introducing competition can make commitment credible, thu...