organization change
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The aim of this study was to determine millennial influence on organization change in the hospitality industry Naivasha sub-county, Kenya. The study was guided by the following specific objectives: determine the influence of millennial innovativeness on organization change. This study used innovation theory. The study will adopt a descriptive survey research design. The current study targets rated hotels in Naivasha. This study targeted 180 respondents the respondents were: 10 Managers, 40 departmental heads from the four departments in the hotels, 10 Millennial and 120 supervisors. Employees of these hotels will be the respondents in the study. Data was collected via a self –administered questionnaires and an interview guide. Validity and reliability were ensured by conducting a pilot test in Narok County. Analysis of data comprised descriptive statistics and regression analysis with the help of SPSS. Results indicate that organizational change in the hospitality industry was positively significantly associated with millennial Innovation change in the hospitality industry. From the findings, the researcher concluded that millennials are innovative and easily come up with new ideas further they are proficient in technology and techno-savvy.  .

The first implementation step is to determine an overall change strategy (empirical-rational, normative-reeducative, or power-coercive). Broadly and fully communicating the need and desirability of the change is necessary for staff to see the relevance of the change goal. This can include data from the earlier assessment of the problem and how achievement of the change goal will lead to a better future for the organization. Change leaders might show how the change is compatible with the organization’s mission, vision, and values. Change leaders cannot “overcommunicate” regarding the need for change. Creating a sense of urgency needs to be framed from the employees’ perspectives: how the change will address a real problem and what bad outcomes are likely if the problem is not addressed. Communicating the change vision involves referring to the new ideal future of the organization and also outlining the basics of the change process to be used.

Organizational change and innovation are central and enduring issues in management theory and practice. The need to understand processes of organization change and innovation has never been greater in order to respond to dramatic changes in population demographics, technology, stakeholder needs, competitive survival, and social, economic, environmental, health, and sustainability concerns. These concerns call for a better understanding of managing organization change and innovation. Why and what organizations change is generally well known; how organizations change is the central focus of this handbook. It focuses on processes of change, or the sequence of events in which organizational characteristics and activities change and develop over time, and the factors that influence these processes, with the organization as the central unit of analysis. Across the diverse and wide-ranging contributions, three central questions evolve: what is the nature of change and process; what are the key concepts and models for understanding organization change and innovation; and how we should study change and innovation. This handbook presents critical evolving scholarship and explores its implications for future research and practice on organizational change and innovation.

This chapter offers a counterpoint to increasingly complex computational models of evolutionary change processes at higher levels of analysis. It explores the value of internal VSR (Variation-Selection-Retention) models as practical tools for managers. Individual change agents may actively and deliberately influence each of the three core internal processes and their balance and connect them with external VSR processes. Individuals may shape the organization’s current and potential future contexts beyond mere external adaptation to creation of novel future states. Broadening traditional assumptions of top-down rational decision-making, we include the potential of human imagination, and emotions of individuals and groups as engines of change as improvements to existing internal VSR models. A normative theory of internal VSR processes offers a practical tool for day-to-day operations of agents interested in understanding and affecting organization change. We encourage academics to bring renewed enthusiasm to teaching internal VSR models of change to practicing managers.

Grounded in open system theory this chapter covers the primary contributions to our understanding of organization change since the early work of Kurt Lewin in the 1930s and 40s. Two areas of interest represented the theory and practice back then and since—what to change and how to change organizations. Most models of organizations covered both. Regarding the what models, the organization’s external environment, its strategy, culture, and structure are examples of what has been included. The how models developed mostly from practice with learning coming from experience about stages of the change process such as gathering data, diagnosis, developing a vision and communicating it, etc. The latter part of the chapter brings organization change thinking up to date with three articles that have reviewed considerable literatures. These reviews provide significant information regarding organization change that is evidence based, the importance of an organization’s history in terms of its relevance to effective change, and how leadership has a direct impact on organization change.

This chapter summarizes and reflects on the evolving scholarship on processes of organizational change and innovation that has emerged since the first edition of The Handbook of Organizational Change and Innovation in 2004. This includes human agency, time conceptions, causality, and levels of analysis. In addition, we add voices not heard in the first edition about affect and emotion, power and influence, paradox and conflict, political perspectives and endings of organization change, creativity and innovation. These core topics provide an overview of the handbook chapters and future directions for research and practice.

Most observed processes of organization change far exceed the explanatory capabilities of any one theory. As the handbook chapters have shown, organization changes unfold in complex ways at multiple embedded levels over time on many interrelated issues, and involve multiple agents with diverse sensemakings, emotions, and actions. How are we to explain this complexity? This is a paradox for theory builders. On the one hand our theories must be accurate enough to explain the complexity, yet on the other hand simple enough to understand and guide behavior. We attempt to address this paradox by proposing a few simple models that are useful for explaining general patterns, and then to unpack and reconnect these models as assemblages or modules for addressing different contexts and shifting conditions in organization change processes.

The article studies whether the party system characteristics fragmentation and ideological polarization increase the density of institutional regulation in parliaments. It introduces a comprehensive time-series-cross-sectional dataset of standing orders in 15 Western European parliaments that allows studying how densely various fields of legislative activity such as lawmaking, controlling the government, and creating publicity were regulated over a period of more than 60 years. Descriptively, the data show increased regulation in all areas but also some variation between countries. Dynamic panel regression analyses for non-stationary time series find no systematic effect of fragmentation or polarization on the density of regulation indicating that large parts of legislative organization change for reasons unrelated to party system dynamics. We identify changes in the environment of legislatures such as increasing complexity and professionalization of politics, technological change, and Europeanization as potential drivers of such Pareto-efficient reforms.

The change determines the development of all types of market institutions and organizations through the need to introduce innovative, modernizing and adaptive organizational solutions. Hence, organizational change cannot be separated from organizational strategy, and change management is a set of activities aimed at achieving the expected state in the organization. Change management is one of the elements of enterprise efficiency, therefore it should be implemented in all enterprises, regardless of their size. The aim of the article was to diagnose and evaluate selected aspects of change management in a microenterprise and to indicate the correlation between change management and the business performance of micro-enterprises. In order to achieve the set goal, the author conducted a survey in 2021 among micro-enterprises in Poland. The research confirmed the implementation of solutions for change management. The positive correlation between the elements of change management and the performance of enterprises was partially confirmed.

Objectives - This article aims to examine the influence of content dimensions of Organization Change Theory, such as CEO Expertise, Free Assets, Debt to Equity Ratio and Growth of Sales, on a company’s turnaround ability when it is experiencing financial distress. The companies examined are listed on the Indonesian Stock Exchange (IDX). Methodology/Technique - The population used in this study is companies from sectors excluding the finance sector that were listed on the Indonesian Stock Exchange between 2013 and 2018. The sample size was determined using purposive sampling method. From the 109 companies that experienced financial distress, 57 have successfully turned their business around. The research data was collected from the ICMD (Indonesian Capital Market Directory), which was then analysed using multi regression technique analysis, using SPSS software to examine the determinants of company turnaround ability. Finding - The results indicate that CEO Expertise, Debt to Equity Ratio and Growth of Sales have a negative relationship on a company’s turnaround ability. Meanwhile, Free Assets has a positive and significant relationship on a company’s turnaround ability. Novelty - Previous studies have been conducted in many western countries, giving rise to researchers' doubts about the generalizability of research based on previous research findings when applied in developing countries such as Indonesia, particularly due to differences in regulations, conditions of distress, culture, financial systems and strategies used in overcoming distress. Type of Paper: Empirical. JEL Classification: B26, G15, P34. Keywords: Financial Distress; Turnaround Model; CEO Expertise; Free Assets; Debt to Equity Ratio; Growth of Sales Reference to this paper should be made as follows: Giriati, S.E, M.E. (2021). Turnaround Prediction Model with Content Dimension on Financial Distressed Firms, Journal of Finance and Banking Review, 5 (4): 36 – 42. https://doi.org/10.35609/jfbr.2021.5.4(4)