Session 134

Leading change implementation processes

Track B

Date: Monday, October 5, 2015

Track H

Time: 16:45 – 18:00

Paper

Room: Governor's Square 10


Session Chair:

  • Leesi Gabriel Gborogbosi, IE Business School

Title: Emerging Enterprise Risk Management Strategies

Authors

  • Ruchi Agarwal, University of Edinburgh Business School

Abstract: The existence of complexity, uncertainty and ambiguity in current business environment raised concerns among corporates to establish good risk governance. Previous literature has failed to explore link of risk with the requirement of strategic change. The research presents a cross country comparative case study highlighting five emerging Enterprise Risk Management strategies based on different state of development and maturity of companies – ‘Rudimentary’, ‘Anticipatory’, ‘Resilient’, ‘Transformation’ and ‘Blended’ strategies. The case study provides insights into two insurance companies having different sets of problems associated with internal and external environment in novice and mature markets. Before adoption of blended strategy, both companies require a fundamental understanding of strategic change that eventually can pave way to good risk governance.

Title: How does Identity Change Develop in a Merger between Business Units with Distinct Pre-merger Identities?

Authors

  • Lisa Day, University of Liverpool
  • Julia Balogun, University of Liverpool

Abstract: This research explores a merger between an Art & Design and Architecture faculty in a UK university. The merger was tracked in real-time over two years through observation and interviews. We explore the strategizing work of the Dean as he attempts to manage the merger in a way that leads to the development of a new (shared) organisational identity. We adopt a sensemaking perspective consistent with other studies on organizational identity change, but focus on more than the Dean’s discursive practices, also looking at the impact of new work practices, physical and material changes to the work environment and the recipient response. We use our findings to develop a process model of how identity change can be facilitated during an organisational unit level merger.

Title: Middle Managers Early Collaboration In Strategy Execution: Impacts Of First Mover

Authors

  • Leesi Gabriel Gborogbosi, IE Business School
  • Carl Joachim Kock, IE Business School

Abstract: Social movement activism is posing increasing challenge to organizations which may be pressured on decisions on strategy execution. In this paper we examine the role of individual middle managers’ involvement in collaborations with social movements. The effectiveness of strategy execution by middle managers through early collaboration with social movements measured as higher firm performance is examined in this research. We test this theory in the context of the oil and gas industry. The results of the study will help to address whether middle managers who collaborate early with social movements outperform peer managers that are later movers. These findings, based on data collected from 150 managers across 10 organizations, will contribute to the research on first-mover advantage, role of middle managers, collaboration and strategic fit.

Title: Strategy Implementation and Organizational Change in Healthercare Organizations: A Distributed Change Leadership Perspective

Authors

  • Anna B. Holm, Aarhus University
  • John Ulhoi, Aarhus University

Abstract: This paper examines some theoretical underpinnings of distributed leadership and its ability to serve as change leadership during the process of major organizational changes in healthcare organizations. It reviews a wide range of literature on change leadership, distributed leadership and distributed change leadership. The paper clarifies the relationship between distributed leadership and change leadership, and more specifically, the characteristics of distributed leadership in the change leadership process. It puts forward a distributed change leadership model précising the construct that permits further development of research design and empirical studies. On a more general side, with this paper we shed more light on some aspects of leadership patterns in healthcare, where there is a distinct gap.

All Sessions in Track B...

Mon: 11:15 – 12:30
Session 133: Strategic renewal & business model innovation
Mon: 16:45 – 18:00
Session 134: Leading change implementation processes
Tue: 08:00 – 09:15
Session 135: Micro-processes for developing dynamic capabilities
Session 212: Initiative Generation, Opportunity Sensing, Decision and Change Processes: The Role of Context and Cognition
Tue: 17:30 – 18:45
Session 165: Strategic Change: The Role of Cognition and Affect/Emotions

All Sessions in Track H...

Sun: 08:00 – 09:15
Session 22: On Boxes, Arrows and Multiple Case Studies
Sun: 09:45 – 11:00
Session 23: Simple Rules and Other Seminal Contributions
Sun: 11:15 – 12:30
Session 24: Tribute to Kathleen Eisenhardt
Sun: 16:15 – 17:30
Session 113: Serial Acquisitions: Strategies and Processes
Session 154: Processes of Capability Development, Rejuvenation and Erosion and their Interplay with Strategy
Sun: 17:45 – 00:00
Session 316: Strategy Process Business Meeting
Mon: 08:00 – 09:15
Session 162: Strategy Formation Processes
Mon: 11:15 – 12:30
Session 210: M&A/JV Implementation
Mon: 13:45 – 15:00
Session 169: The Role of Attention in Organizational Processes (Evaluation, Promotion, Innovation and Growth)
Mon: 16:45 – 18:00
Session 134: Leading change implementation processes
Tue: 08:00 – 09:15
Session 135: Micro-processes for developing dynamic capabilities
Session 212: Initiative Generation, Opportunity Sensing, Decision and Change Processes: The Role of Context and Cognition
Session 255: Processes for Innovation and Ideation
Tue: 11:00 – 12:15
Session 211: Cognition, Discourse and Innovation Dynamics within and across Organizations
Tue: 14:15 – 15:30
Session 275: External Interface Processes and their Consequences
Tue: 17:30 – 18:45
Session 165: Strategic Change: The Role of Cognition and Affect/Emotions


Strategic Management Society

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