Modelling of factors influencing organizational readiness for change in start-ups during the COVID-19 emergency

PurposeThe purpose of this paper is to "identify”, "analyze” and "construct” a framework to quantify the relationships between several determinants of organizational preparedness for change in the start-ups during the COVID-19 emergencies.Design/methodology/approachTotal interpretive structural modelling (TISM) is used to find characteristics that assist in analyzing the readiness or preparedness level before initiating a change deployment process in start-ups. A cross-impact matrix multiplication applied to classification (MICMAC) analysis is performed to determine the driving and dependent elements of change in start-ups.FindingsFrom literature research and an expert interview, this study selected ten variables of change preparedness to explore inner interconnections and comprehend the inner connections factors. The findings depict that clarity of mission and goals, reward system, technological advancement and motivational readiness have been considered the most important readiness factor for deploying organizational change in start-ups during the COVID-19 emergencies.Practical implicationsThis research will aid the management and researchers gain a better understanding of the factors that influence change preparedness. Constant observation of current changes in the start-ups and the external environment will aid in improving the quality of products or services provided by the start-ups during the COVID-19. The start-ups can use these criteria linked to change readiness. The priority of each element is determined using MICMAC analysis and ranking using the TISM technique, which assists start-ups in ordering the enablers from highest to lowest priority.Originality/valueThere is no research regarding factors influencing organizational readiness for change in start-ups during the COVID-19 emergencies. This research gap is filled by analyzing aspects linked to organizational readiness for change in start-ups. This gap inspired the present study, which uses the "Total Interpretive Structural Modelling (TISM)” technique to uncover change determinants and investigate hierarchical interconnections among factors influencing organizational readiness to change in start-ups during the COVID-19 emergencies.

A Strategic Institutional Response to Micro-Credentials: Key Questions for Educational Leaders

This article responds to the rise of the micro-credential movement. It evidences the heightened attention politicians, policy-makers and educational leaders are giving to micro-credentials by framing the discussion in several recent high-level policy developments, an exponential growth in the number of academic publications and the increasing level of interest shown by popular media. It follows that micro-credentials appear to be high on the change agenda for many higher education institutions (HEIs), especially in the post-COVID-19 environment. However, the emergence of the micro-credential raises several crucial questions for educational leaders, set against fear of missing out. Importantly, the paper identifies a significant gap in the literature regarding leadership and strategic institutional responses to micro-credentials. Indeed, there is a dearth of literature. Leadership is crucial to the success of any educational change or innovation, so five key questions are presented for institutional leaders. They challenge institutions to make strategic decisions around how they engage with and position micro-credentials. If micro-credentials are part of an HEI's change agenda, then serious consideration needs to be given to the type of leadership and internal structures required to develop and execute a successful micro-credential strategy. Consideration must also be given to fit-for-purpose business models and how to mitigate potential risks. We hope to bring these strategic questions to the table as institutions plan, envision and develop their micro-credential strategies. © 2023 The Author(s).

Perceived organisational support and work engagement among health sector workers during the COVID-19 pandemic: a multicentre, time-lagged, cross-sectional study among clinical hospital staff in Pakistan.

OBJECTIVE: Workplace engagement is associated with several significant positive organisational outcomes. The COVID-19 pandemic has emphasised the importance of workplace engagement, particularly for front-line healthcare workers. Drawing on the conservation of resources theory, this study examines the impact of personal and job resources in a workplace that help in resource conservation for work engagement. In view of the high burnout rates reported among health professionals during the COVID-19 pandemic, this study aims to investigate the impact of perceived organisational support (POS) on work engagement through the mediating effect of well-being and the moderating role of employees' resilience. DESIGN: Time-lagged, cross-sectional, split questionnaire-based survey study. SETTING: Data were gathered from 68 hospitals in Pakistan, of which 45 were public and 23 were private hospitals. PARTICIPANTS AND ANALYSIS: Simple random sampling techniques were used and data were collected from 345 healthcare professionals (ie, doctors, nurses and allied health professionals) using split questionnaires, in two waves with a 3-week interval, with a response rate of 80%. For analysis of data, the study used the PROCESS macro by Hayes. RESULTS: Engagement at work was positively correlated with POS, well-being and resilience. POS significantly predicted work engagement through well-being (ß=0.06, SE=0.02, 95% bias-corrected CI 0.021, 0.10). Further analysis of the strong effect of resilience on subjective well-being shows the significant value of the mediated moderation index (ß=0.06, SE=0.02, 95% bias-corrected CI 0.03, 0.11). CONCLUSION: The findings suggest that well-being may be an important pathway through which healthcare workers' POS may influence work engagement, particularly when their resilience capability is high. To maintain engagement at the workplace, hospital administrators should consider strengthening organisational and individual resources that build a supportive environment to meet the demands of challenging times.

Factors affecting the implementation of employee whole health in the veterans health administration: a qualitative evaluation.

BACKGROUND: There is increasing recognition of the need to focus on the health and well-being of healthcare employees given high rates of burnout and turnover. Employee wellness programs are effective at addressing these issues; however, participation in these programs is often a challenge and requires large scale organizational transformation. The Veterans Health Administration (VA) has begun to roll out their own employee wellness program-Employee Whole Health (EWH)-focused on the holistic needs of all employees. This evaluation's goal was to use the Lean Enterprise Transformation (LET) model for organizational transformation to identify key factors-facilitators and barriers-affecting the implementation of VA EWH. METHODS: This cross-sectional qualitative evaluation based on the action research model reflects on the organizational implementation of EWH. Semi-structured 60-minute phone interviews were conducted in February-April 2021 with 27 key informants (e.g., EWH coordinator, wellness/occupational health staff) knowledgeable about EWH implementation across 10 VA medical centers. Operational partner provided a list of potential participants, eligible because of their involvement in EWH implementation at their site. The interview guide was informed by the LET model. Interviews were recorded and professionally transcribed. Constant comparative review with a combination of a priori coding based on the model and emergent thematic analysis was used to identify themes from transcripts. Matrix analysis and rapid turnaround qualitative methods were used to identify cross-site factors to EWH implementation. RESULTS: Eight common factors in the conceptual model were found to facilitate and/or hinder EWH implementation efforts: [1] EWH initiatives, [2] multilevel leadership support, [3] alignment, [4] integration, [5] employee engagement, [6] communication, [7] staffing, and [8] culture. An emergent factor was [9] the impact of the COVID-19 pandemic on EWH implementation. CONCLUSIONS: As VA expands its EWH cultural transformation nationwide, evaluation findings can (a) enable existing programs to address known implementation barriers, and (b) inform new sites to capitalize on known facilitators, anticipate and address barriers, and leverage evaluation recommendations through concerted implementation at the organization, process, and employee levels to jump-start their EWH program implementation.

Guiding employees through the COVID‐19 pandemic: An exploration of the impact of transparent communication and change appraisals

Against the backdrop of the COVID‐19 pandemic and drawing on literature from change management, internal communication and cognitive appraisal theory, this study provided accounts of how transparent communication during organizational change affects employees' cognitive appraisals of the change, behavioural reactions to the change, and subsequently, turnover intentions. Our findings of 414 full‐time US employees revealed that transparent internal communication is positively related to employees' challenge appraisal of the change, which, in turn, is related to change compliance and championing. In addition, transparent communication is negatively associated with threat appraisal of the change, which in turn is connected to lower change compliance. Further, employees' turnover intention was negatively associated with their compliance and championing for the change. This study has made several contributions to internal communication scholarship, appraisal theory and change management literature. We also offer several suggestions to improve communication during organizational change periods. [ FROM AUTHOR] Copyright of Journal of Contingencies & Crisis Management is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full . (Copyright applies to all s.)

Distance is no longer a barrier to healthcare services: current state and future trends of telehealth research

PurposeTaking a business lens of telehealth, this article aims to review and provide a state-of-the-art overview of telehealth research.Design/methodology/approachThis research conducts a systematic literature review using the scientific procedures and rationales for systematic literature reviews (SPAR-4-SLR) protocol and a collection of bibliometric analytical techniques (i.e. performance analysis, keyword co-occurrence, keyword clustering and content analysis).FindingsUsing performance analysis, this article unpacks the publication trend and the top contributing journals, authors, institutions and regions of telehealth research. Using keyword co-occurrence and keyword clustering, this article reveals 10 major themes underpinning the intellectual structure of telehealth research: design and development of personal health record systems, health information technology (HIT) for public health management, perceived service quality among mobile health (m-health) users, paradoxes of virtual care versus in-person visits, Internet of things (IoT) in healthcare, guidelines for e-health practices and services, telemonitoring of life-threatening diseases, change management strategy for telehealth adoption, knowledge management of innovations in telehealth and technology management of telemedicine services. The article proposes directions for future research that can enrich our understanding of telehealth services.Originality/valueThis article offers a seminal state-of-the-art overview of the performance and intellectual structure of telehealth research from a business perspective.

Lessons in Financial Governance from Bowen's Family Systems Model

All organizations are social systems. The family is the first social system to which each person belongs. A business organization is also such a system. Family theorists describe family relationships and use this understanding to help families to improve their functioning. These insights can also be applied to business organizations and their governance. The present paper uses Bowen's family systems theory to understand financial governance and governance relationships. Bowen's eight concepts of family systems are triangles, differentiation of self, nuclear family emotional process, family projection process, multigenerational transmission process, emotional cutoff, sibling position, and societal-emotional process. These concepts are discussed in light of how financial information is shared in a business, how board composition affects the oversight of financial operations, how leadership balances financial and operational demands, and how the social interactions within the business interplay with the macro social-industrial environment. For example, a well-functioning family helps a family member develop into an independent adult. Likewise, the effective business leader enables the financial department to develop autonomy, allowing that department to provide meaningful, objective information for business decisions. When this does not occur, problems can arise which affects family stability and business efficiency. Suggestions for further research are offered. In particular, the connection between family theories and agency and social models of governance is explored. The models also are relevant to notions of who are the business's stakeholders. The overlap between business systems and family systems which has become more evident during the COVID-19 pandemic speaks to the relevance of the concepts in this paper to future research and business planning. © 2023, The Author(s), under exclusive license to Springer Nature Switzerland AG.

An ed-tech organizational transition from a reactive to a proactive change model in client success

The pivotal role Ed-Tech facilitates as an industry is increasing in education. As education evolves, the emergence of Ed-Tech in the classroom, data collection, curriculum, assessment, and student information continues to drive new initiatives, projects, and solutions in the school. The cross-sectional relationship between education and organizational culture during the COVID pandemic identified emerging themes of the increasing reliance on education and the emphasis society and education place on technology. This study analyzes and developed an action plan to address the disconnect between educational stakeholders and client organizational engagement. This qualitative study focuses on the role of the organizational culture of Ed-Tech organizations in improving practices of engagement, user experience, and internal client success practices. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Accelerating change: strategic direction and evolving practices for flexible learning

In higher education institutions (HEIs), online course delivery has been steadily increasing over the past couple of decades. However, the COVID-19 pandemic quickly accelerated this trend with some HEIs being better prepared than others. This case study explores how an open admission, regional university in the United States developed a robust infrastructure for flexible learning delivery before the COVID-19 pandemic. This infrastructure enabled the acceleration of flexible learning modalities during the pandemic. Aspects of the framework are examined along with pre- and post-COVID data. [ FROM AUTHOR] Copyright of Perspectives: Policy & Practice in Higher Education is the property of Routledge and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full . (Copyright applies to all s.)

Nurse-led virtual interventions in managing chronic diseases: a protocol for a systematic review of randomised controlled trials.

INTRODUCTION: Technological advances are changing nursing practice; however, nurse-led virtual care for chronic disease management has not yet been adequately explored and described. This study will review and analyse the effects of nurse-led virtual services and describe the virtual intervention characteristics relevant to the scope of nursing practice in chronic disease management. METHODS AND ANALYSIS: This study will systematically review randomised controlled trials evaluating the effects of nurse-led virtual care interventions on patients with chronic conditions. Databases including PubMed, Embase, Web of Science, CINAHL, Chinese National Knowledge Infrastructure, Wanfang (Chinese) and VIP Chinese Science and Technology Periodicals will be searched. All studies will be screened and selected using the criteria described in 'population, intervention, comparison, outcome and study design' format. Relevant studies will be searched using the reference lists of eligible studies and review articles. The risk of bias will be assessed using the Joanna Briggs Institute Quality Appraisal Form. Two reviewers will independently extract data from all the included studies using a standardised data extraction form on the Covidence platform. RevMan V.5.3 software will be used to perform the meta-analysis. Data synthesis will be conducted with descriptive synthesis by summarising and tabulating the data and presenting them according to the research questions. ETHICS AND DISSEMINATION: Formal ethical approval is not required as the data used in this systematic review are abstracted from the pre-existing literature. The results of this study will be disseminated through peer-reviewed journals and conference presentations. PROSPERO REGISTRATION NUMBER: CRD42022361260.

How empathetic leadership communication mitigates employees' turnover intention during COVID-19-related organizational change

PurposeThe novel coronavirus (COVID-19) outbreak thrust a spotlight on organizational leaders and the challenges that employees face during periods of organizational change. The purpose of the current study is to examine the influence of empathetic supervisor communication on employee turnover intention and the mediating role of affective trust toward supervisors and employee–organization relationship (EOR) quality. Informed by the social exchange theory and EOR literature, the authors develop a model in which affective trust toward supervisors and EOR quality mediates the relationship between empathetic supervisor communication and employee turnover intention.Design/methodology/approachThis study recruited 417 employees based in the USA through an online panel operated by a professional survey company. Data collection that followed a quota sampling procedure lasted for about three weeks in October 2020. The authors used structural equation modeling to test the study hypotheses.FindingsThe findings of this study indicated that the extent to which supervisors adopted empathetic communication during organizational change had considerable repercussions on their supervisees' affective trust toward supervisors, relationship perception toward their organizations, and ultimately, their turnover intention.Originality/valueThis study is among the first that identifies empathetic communication as a pivotal force in driving employees' positive relational and behavioral reactions, reinforcing the growing expectation of supervisors in fulfilling communication functions during organizational change. Moreover, the authors contribute to understanding change management as an activity rooted in and enacted through communication between supervisors and subordinates. In addition, this study contributes to the organizational research of empathy during change.

CHANGE RESISTANCE MANAGEMENT AND THE TRANSITION TO DISTANCE LEARNING DURING COVID-19: MODERATING ROLE OF EDUCATION TECHNOLOGY

Purpose: Current study aimed at examining the moderating role of education technology on the relationship between change resistance management (Efficient Managing, Participation, Communication, Organizational Culture, and Managerial Practices) and the transition to distance learning. Theoretical Framework: It's important to remember that resistance is a natural reaction caused by Fear of the unknown and uncertainty about the goals of change and, in some cases, a lack of sufficient information about reform, and that it shouldn't be viewed as a bad thing in and of itself. Design/Methodology/Approach: Quantitative methodology was adopted, and a questionnaire was distributed on a convenience sample of (391) lecturers of different tanks within private universities in Jordan. SPSS was employed in order to screen, process and analyze gathered primary data. Findings: Results of study indicated that education technology moderated the relationship between change resistance management and the transition to distance learning that was attributed to managerial practices as the highest influential approach with B= .585 while organizational culture scored an influence but it was the lowest with B= 0.82. Research, Practical & Social implications: As for the main hypothesis of study, results indicated that education technology manifested the transition to distance learning through the approach which helped in managing the transition through educational technology, as it constituted a comprehensive reference guides for education and provided basic information and framework for distance education that included many channels such as television, digital technology, online platforms and mobile phone. Originality/Value: The current study showed that most of the resistance during the transitional period of distance education due to the COVID 19 pandemic was due to a lack of knowledge, information, skills, and technological capabilities, as most of the resistance appeared after identifying the platforms they dealt with, the existing infrastructure, and weaknesses. How well university IT departments can handle the massive demand caused by this rapid and unanticipated transformation. © AOS-Estratagia and Inovacao. All Rights Reserved.

Is Your Organization Prepared to Manage Tsunami Change?

The accumulative and accelerated rate of change organizations are dealing with in today's times of non-stop and unpredictable change and the powerful wave of changes brought on by the COVID-19 pandemic have had an overwhelming, Tsunami Change effect on many organizations. The result can be organizational chaos, a lack of plans for how to succeed in changing times, the mismanagement of change, and a culture where employees are frustrated, overworked, and underappreciated or are planning to leave. This article defines Tsunami Change, presents Tsunami Change as different from the permanent white water change so accurately portrayed by Peter Vail that organizations are experiencing, and offers recommendations for managing Tsunami Change and developing organizational expertise in managing change. AD -, CO, USA ;COB – Management, Bowling Green State University, Bowling Green, OH, USA ;, CO, USA

The Effectiveness of the Performance of Principals of Basic Education Schools in the Sultanate of Oman in Managing Change in Light of the Corona Pandemic

The current study aimed to identify the effectiveness of the performance of principals of basic schools, the first cycle, in change management in light of the Corona pandemic. The researcher used the descriptive-analytical method. A questionnaire was applied to (400) male and female teachers. The effectiveness of the principals' performance for change management fields was as follows: Follow-up and implementation ranked first with a mean (3.83), followed by planning (3.73), and evaluation (3.60). The study showed that all the statements of the three axes regarding the effectiveness of the performance of principals of basic education in the axes of change management came to a high degree, except one item in evaluation axe "Item 3”, which reads (the principal focuses on evaluating qualitative performance and neglects quantitative performance). The study showed statistically significant differences at the significance level (0.05) in all fields in favour of females. The study also indicated that there were no statistically significant differences between the means due to the academic qualification variable. The researchers recommended that the Ministry of Education should adopt the change project for all school principals in its plans as a basic project in its organizational structure. © 2023, The Author(s), under exclusive license to Springer Nature Switzerland AG.

Change management: a framework for adaptation of the change management model

Digital health change management projects have a high rate of failure which limits the realization of their potential benefits. While there are many change management models, there is limited evidence of one model being effective in all circumstances. We propose a framework for building on an organizations preferred change management model and adapting it based on the change desired and the organization. We use three change management scenarios (small, large, and rapid) from radiology to explore the application of the framework. Radiology was chosen to illustrate the framework because it has been digital longer than many medical specialties. Given the high number of upgrades and new digital platforms in Radiology, it could also serve as a testing ground for such a framework. © 2023 "IISE”.

Applying principles of patient blood management during COVID-19 pandemic: a literature review

As of 15 December 2021, coronavirus disease 2019 (COVID-19) affected approximately 271 million and killed 5.3 million people globally. COVID-19 pandemic had a tremendous impact on world healthcare systems and blood supply. While principles of patient blood management (PBM) may have been previously implemented in many jurisdictions, their widespread adoption has become imperative during the pandemic. This review will discuss the impact of the COVID-19 pandemic on the Canadian blood supply and how the principles of PBM could be applied during a pandemic or other disruptions to healthcare delivery or blood supply. We described the local blood system and how it adapted during the pandemic. We also included a discussion of pandemic-associated local PBM challenges and solutions. We conducted a brief review of English language literature with a specific focus on the application of PBM to reduce unnecessary red blood cell (RBC) transfusions in elective major surgery, hematological malignancies, elective major gynecological surgery and obstetrics between January 2020 and April 2022. The common themes included anemia diagnosis and management, restrictive RBC transfusion strategies and reduction in blood loss. Anemia is common, is frequently caused by iron deficiency and can be treated with oral or intravenous iron. Erythropoiesis stimulating agents are effective in raising hemoglobin and may be indicated in certain perioperative settings. Evidence supports the use of restrictive RBC transfusion thresholds and single unit transfusions in most patient populations. Hemostatic therapy, such as tranexamic acid, is generally safe and effective in reducing bleeding. Diagnostic phlebotomy contributes to anemia and should be restricted to tests that are necessary and likely to change management. In conclusion, PBM interventions are generally effective and safe. Prioritization of PBM during the pandemic or a blood shortage may help sustain the blood supply and lead to improved patient outcomes.Copyright © Annals of Blood. All rights reserved.

Successful Change Management Strategies for Unforeseen Events: Impact of COVID-19 on Facility Management

Facility managers are increasingly tasked with being the champions of change in their organizations, which may include activities such as space management revisions, construction delivery practices, maintenance programs, technology implementations, and others. While much of the previous organization change management research has focused on how facility managers enable the adoption of planned change events (i.e., new technology), this study identifies the successful change strategies used in responding to unforeseen circumstances or events. The researchers evaluated these unplanned changes through the lens of COVID-19, given its nearly universal impact on facility management as a profession. The research team collected survey data from nearly 900 organizations in more than 60 countries, and conducted detailed follow-up interviews with 28 organizations. Twenty-two parameters were grouped into three categories: organizational characteristics, organizational change management practices, and change adoption measures. The research team used three random forest models and three logistic regression models to further examine the relationship between the data and the change adoption measures. The results indicate that three organizational change practices were particularly important to overall adoption success and achievement: appointment of a change agent, support of leaders, and the timeframe for implementing the change. The analysis also suggests that the type of unplanned change initiative has an impact on its long-term adoption throughout the organization. Organizations should consider using a formal change management approach in order to successfully implement unplanned change initiatives. This paper highlights the importance of an effective change, the active involvement and support of senior leaders, and the timeline of implementing the change - even if it is unforeseen. © 2023 American Society of Civil Engineers.

Evaluation of eConsult use by Defence Primary Healthcare primary care clinicians using a mixed-method approach.

INTRODUCTION: eConsult has recently been introduced into Defence Primary Healthcare to allow Service Personnel of the British Armed Forces and their dependants improved access to healthcare. This review sought the views of primary care clinicians using eConsult. METHOD: An 18-item survey was constructed after an initial scoping survey. This was then distributed to primary care clinicians in Defence Primary Healthcare to assess the broader applicability of the themes identified. Data synthesis of this alongside free-text responses from respondents was undertaken to explore advantages and disadvantages of eConsult. RESULTS: Four themes were identified: accessibility, effects on working practices, impact on the dynamics of the consultation and training/administrative support. eConsult did not save time for clinicians but was generally more convenient for patients. eConsult was often used in conjunction with telephone and face-to-face follow-up, forming a 'blended consultation'. Accessibility was improved, but cultural factors may affect some patients engaging. CONCLUSIONS: eConsult improves accessibility for patients but does not reduce workload. It should be used alongside conventional access methods, not instead of. It was found to be useful for straightforward clinical and administrative problems but less useful for more complex cases unless part of a 'blended consultation'. Future use could be modified to provide greater data gathering for occupational health and chronic disease monitoring and should be monitored to ensure it is inclusive of all demographic groups.

INTERNATIONAL ASPECTS OF CHANGE MANAGEMENT WITHIN ENGINEERING ENDEAVORS AFFECTED BY THE PANDEMIC

We know change is the only constant;new changes are ever emerging given the evolution in situations, types of engineering endeavors, requirements, etc. Thus, change management needs to be evolved. The world has recently faced a pandemic, COVID-19, which has presented projects with new and unique challenges. This has forced engineering managers to manage these changes and subsequently look at improvements to existing change management frameworks. The paper identifies some challenges engineering projects face, and the change management approaches used to overcome these during COVID-19. The paper has analyzed projects in the regions of Asia and Australia to derive an updated change management framework for use in unique situations such as pandemics. This paper presents the findings of a literature review focused on change management in enterprises during the COVID-19 pandemic. In addition, the paper identifies the drivers, contributors, and moderators associated with change response. It introduces a new holistic change framework, which will aid project managers in facilitating its implementation within their projects. Copyright, American Society for Engineering Management, 2022.