Building on the growing literature that views organizations as complex adaptive systems, this paper proposes a general model to analyze the relationship between organizational context and attitudes. In particular, we focus on how the system of formal and informal communication channels that characterize an organization and the timing of information flows affect the dynamic process of attitude c...

The shift from a product-oriented business strategy to a customer-focused one has been a major change agent in companies recently. Many companies have invested heavily in technologies enabling a customer-focused relationship marketing strategy. However, there are mixed results as to how successful firms have been in implementing customer relationship management systems. The challenge of managin...

For decades, leaders and scholars have been advocating change efforts to improve work-life relationships. Yet most initiatives have lacked rigor and not been developed using scientific principles. This has created an evidence gap for employer support of work and personal life as a win-win for productivity and employees' well-being. This paper examines the approach used by the U.S. Work Family H...

Organizational change can be regarded as a process that changes the state of the organization. This simple yet powerful idea is the ground basis for the work being presented in this paper. This original work brings a new dimension to business modeling: time. Looking at the organization as a dynamic entity that changes through time, allows us to reason over the processes that make the organizati...

In order to survive and develop effectively in an increasingly dynamic and uncertain environment, an organization should have the capacity for continuous and adaptive changes. Change can only occur through the collaboration of participants of this process. Collaboration should be adaptive. Adaptability of collaboration is expressed by its adjustment to dynamic organizational changes. Adaptive c...

This study is on the role of chief executive officers (CEOs) of large nondotcom companies undergoing major information technology (IT) induced organizational changes. Interviews were conducted with Australian CEOs to determine their perception of their role in IT induced organizational change. Two questions that this study answers are: How did CEOs provide leadership when dealing with issues be...

What can an organization do when it has an opportunity to innovate with IT and faces pressure to improve operations – but lacks the capabilities necessary to conduct IT-related organizational change efforts? In this paper, this challenging situation is explored with the help of the resource-based view of the firm. A case study of digital radiology implementation in a healthcare organization was...

Measurement instruments were reviewed that could be used to assess the readiness of organizations to implement evidence-based practices (EBPs). According to Lehman and colleagues (2002), organizational readiness for change represents the motivation and personality characteristics of program leaders and staff, the institutional resources, and the organizational climate that determine whether sig...

This paper tries to explore the concept of ‘contradiction’ in order to use it in dynamic designs for organizational change. The paper distinguishes between contradictions in the information sphere and contradiction in reality, both terms to be defined in the paper. Formalizing our approach by the use of some game-theoretic concepts opens up the possibility to discuss the intluence of new inform...

In this paper, we contribute to the literature on organizational learning by developing a typology of organizational routines and proposing that effective managerial strategies for changing organizational routines vary depending upon the type of routine and the type of change required. We report here on our ongoing studies of one health care organization where management is developing strategie...