Author Archive for kathryn

Congratulations to Frank Habermann the winner of the International Award for Excellence in the area of knowledge, culture and change in organizations with his paper Towards a Federated Architecture for Change Management: Lessons Learned from Quality Management and other Management Areas.

Abstract: In the past, federated concepts have proven successful for coping with key business challenges such as quality management, customer relationship management, performance management and talent management. All these management disciplines show several common characteristics: (1) They focus on core business objects (i.e. quality, customer relations, performance, talent, etc.) that are, (2) socially influenced, abstract, multi-dimensional and thus hard to measure, and they (3) do not belong to a single (vertical) business line but instead, (4) have many (horizontal) instances, and (5) the strategic relevance is widely accepted. The same is true for change management! This paper will therefore explain how the institutionalization of change management can benefit from the above listed concepts, technologies and experiences. Particularly common management myths will be discussed. Consequently, this paper proposes a federated framework for managing change. The federated approach implies an open and modular “community of change” whereby the members maintain autonomy whilst being part of the federation. Since federation in contrast to integration accepts existing political, cultural, organizational and technical boundaries, the outlined concept does not require a big bang or sophisticated feasibility study, it can start directly, driven by local business needs and urgent challenges.

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The eighth issue of Volume 10 of The International Journal of Knowledge, Culture and Change Management has now been published.

Volume 10, Number 8 contains:

• Free Cloud-based Services: Menace or Aid? by Peter Geczy, Noriaki Izumi and Koiti Hasida.
• Corporate Social Responsibility in Turkey: A Comparative Research about Current Situation and Future Expectations by Cisil Sohodol Bir.
• Enhancing Mentoring in Management via the Adaptive Mentorship© Model by Edwin G. Ralph and Keith Walker.
• Institutional Change in the Pursuit of a Quebec System of Innovation by Michele Mastroeni.
• How can Resistance to Change be Mitigated? Some Personal Thoughts! by Rumaisa Shaukat and Jessica Backen.
• Perceived Organizational Politics as a Moderator of the Relationship between Performance Management Processes and Organizational Justice Perceptions: A Study of Few Selected State Corporations in Kenya by Hazel Gachoka Gachunga.
• Shifting Sands: A Case Study of Process Change in Scaling Up for Evidence-based Practice by Melanie Barwick, Melissa Kimber and Gwendolyn Fearing.
• Depression and Cognitive Distortion among Juvenile Delinquents: Implications to Rehabilitation by Rohany Nasir, Zainah Ahmad Zamani, Rozainee Khairuddin and Fatimah Yusooff.

The seventh issue of Volume 10 of The International Journal of Knowledge, Culture and Change Management has now been published.

Volume 10, Number 7 contains:

• How top Managers Make Sense of their Role in The Strategic Decision-making Process: an Investigation into the Portuguese Textile Industry by Hafez Abdo and Manuel Aguiar.
• Leveraging Integrated Partnerships as a Means of Developing International Capability: An SME Case Study by Anne Susan Hampton and James William Rowell.
• A Focus/Will/Capability (F/W/C) System Based Organizational Learning Performance Evaluation Instrument by K. B. Chuah, Chris R. Cao, Y. C. Chau, K. F. Kwong and M. Y. Law.
• Organizational Growth Strategies by Icy D’Silva.
• Self-efficacy and Counseling Competency by Amla Salleh, Rorlinda Yusof and Noriah Mohd Ishak.
• Impact of Culture on Perception of Charismatic Leadership by Ahu Genis-Gruber.

Continue reading ‘Management Journal, Volume 10, Number 7 available’