skip to main content

Barriers To Change: A Case Study Investigation On Factors Hindering Organizational Transformation

*Mirwan Surya Perdhana  -  Universitas Diponegoro, Indonesia
Yarra Waninda Permanasari  -  Universitas Diponegoro, Indonesia

Citation Format:
Abstract

Regardless the size, organizations need to transform themselves to meet the demand of current competition era. Nevertheless, many organizations were failed to implement change despite having a clear organizational strategy. The aim of this research is to investigate factors hindering organizational transformation and change. To achieve such aim, a qualitative case-study investigation was conducted in a State-owned Enterprise located in Greater Semarang, Central Java, Indonesia, involving 10 participants which consists of top manager, middle managers, line managers and the workers.

The findings of this study reveals that transformation effort in the company were hindered due to several factors: commitment and initiatives issues, change management issues, language issues, communication issues, and time constraint issues. Implication for theory and managerial practice were also discussed.

Fulltext View|Download
Keywords: Transformation; Change Management; Qualitative; Case Study; Barrier to Change

Article Metrics:

  1. Al-moosa, N. H., & Sharts-hopko, N. (2016). Using change management to redesign Oman’s health professions education sector. Health Professions Education, 1–5. https://doi.org/10.1016/j.hpe.2016.09.001
  2. Benn, S., Dunphy, D., & Griffiths, A. (2014). Organizational Change for Corporate Sustainability (3rd ed.). Oxon: Routledge
  3. Creswell, J. W. (1998). Qualitative inquiry and research design : choosing among five tradition. London: Sage Publication
  4. Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations: Software of the Mind (3rd ed.). USA: McGraw-Hill
  5. Kotter, J. P. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review. Retrieved from https://hbr.org/2007/01/leading-change-why-transformation-efforts-fail
  6. Lawton, R., & Parker, D. (2002). Barriers to incident reporting in a healthcare system. Quality and Safety in Health Care, 11(1), 15 LP-18. Retrieved from http://qualitysafety.bmj.com/content/11/1/15.abstract
  7. Lewin, K. (1947). Frontiers in Group Dynamics: Concept, Method and Reality in Social Science; Social Equilibria and Social Change. Human Relations, 1(1), 5–41. https://doi.org/10.1177/001872674700100103
  8. Noy, C. (2008). Sampling Knowledge: The Hermeneutics of Snowball Sampling in Qualitative Research. International Journal of Social Research Methodology, 11(4), 327–344. https://doi.org/10.1080/13645570701401305
  9. Sridarran, P., & Fernando, N. G. (2016). Change management framework to enable sustainable outsourcing of facilities management services. Built Environment Project and Asset Management, 6(3), 317–331. https://doi.org/10.1108/BEPAM-08-2014-0041
  10. Sturman, M. C., Shao, L., & Katz, J. . (2012). The effect of culture on the curvilinear relationship between performance and turnover. Journal of Applied Psychology, 97(1), 46–62. https://doi.org/10.1037/a0024868
  11. van der Schaaf, T., & Kanse, L. (2004). Biases in incident reporting databases: an empirical study in the chemical process industry. Safety Science, 42(1), 57–67. https://doi.org/https://doi.org/10.1016/S0925-7535(03)00023-7
  12. Viitala, R. (2014). Leadership in transformation : a longitudinal study in a nursing organization. https://doi.org/10.1108/JHOM-02-2014-0032
  13. Waal, A. de, & Heijtel, I. (2015). Searching for effective change interventions for the transformation into a high performance organization. https://doi.org/10.1108/MRR-04-2015-0094
  14. Wadood, S., Gharleghi, B., & Samadi, B. (2015). Influence of Change in Management in Technological Enterprises. Procedia Economics and Finance, 37(16), 129–136. https://doi.org/10.1016/S2212-5671(16)30103-4
  15. Whiting, L. S. (2008). Semi-structured interviews: guidance for novice researchers. Nursing Standard, 22(23), 35–40. https://doi.org/10.7748/ns2008.02.22.23.35.c6420
  16. Zhao, H. H., Seibert, S. E., Taylor, M. S., Lee, C., & Lam, W. (2016). Not even the past: The joint influence of former leader and new leader during leader succession in the midst of organizational change. Journal of Applied Psychology, 101(12), 1730–1738. https://doi.org/http://dx.doi.org/10.1037/apl0000149

Last update:

No citation recorded.

Last update: 2024-06-19 16:32:21

No citation recorded.