ترکیب مدیریت تغییر سازمانی و دو سو توانی سازمانی
Abstract
1- Introduction
2- Literature review
3- Methodology
4- Conceptual model
5- Role of data transformation in legacy insurance company to support organizational change management
6- Discussions
References
Abstract
Purpose - The purpose of this paper is to propose a practicable data-driven theory for the implementation and management of organizational change by combining the organization ambidexterity research and the organization change management research.
Design/methodology/approach - This study is based on the qualitative approach and uses a single case (in-depth investigation approach) study to come up with a data-driven theory, which is usable in the context of organizational change management and organizational ambidexterity (OA). Besides, in-depth interviews of change management practitioners, this study uses various sources of secondary information. Findings – The study finds that owing to the reactive, ad hoc, and discontinuous nature of change often triggered by external factors or internal crisis within the organization, an organization need to continually engage with the existing data. The outcome must be driven toward preparing for the change through data engagement, implementation and reinforcement. The authors found that in order to be successful it is essential to have a strategy, set-up the right operating model, be clear on the scope of the change management work-stream and continuously monitor the progress through defined milestones and acceptance criteria. For companies targeting to achieve competitive differentiation through ambidexterity, a well-grounded change management program is the key for the success.
Originality/value - The study suggests that there is little work combining organizational change management and OA from a practitioner’s point of view. Accordingly, the authors propose a new data-driven organizational change management theory, which the authors term as the tripod theory for organizational change management. A practitioner’s perspective on the topic using a case study of an insurance company’s data transformation and a framework for structuring the change management program makes a meaningful contribution to the existing literature.
Introduction
Change management is critical for the changing and dynamic business environment of today. It is considered as a critical organizational capability. Organizational change management (OCM) involves continuous assessment and renewal of an organization’s direction, structure and capabilities, in response to the changing demands of different stakeholders (Moran and Brightman, 2000). There is widespread recognition among leaders in most industries that the role of digital technology is rapidly shifting, from being a driver of marginal efficiency to an enabler of fundamental innovation and disruption (World Economic Forum, 2016). However, in order for companies to transition themselves to becoming a digital enterprise there is a need for investments in digital technologies (Wamba et al., 2017). As part of digital transformation, organizations go through changes in business models, operating models, human talent and skill requirements. It is critical to get a close fit between digital transformation strategies, IT strategies and other organizational and functional strategies (Henderson and Venkatraman, 1993).