Organisational change : development and transformation

Change Management is a crucial process for gaining the competitive advantage that is the goal of many organisations. This 5th edition of Organisational Change: Development and Transformation has been comprehensively revised to fully explain change management from the perspectives of organisational development and organisational transformation. Leaders and change agents are often faced with conflicting callenges of motivating and understanding increasingly diverse workforces, accounting to stakeholders and planning for the future in a chaotic environment. Comprising 12 chapters in 6 parts, the text opens with an explanation of the environment of change faced by organisations today. It then deals with managing organisational development, which is a planned process of change which is often subject to the incursions of organisational transformation, a more dramatic and unpredictable type of change. With the field of organisation change continuing to evolve, especially in an international context, future directions of change management are also discussed. Finally, to emphasise the relationship between theory to practice, Organisational Change: Development and Transformation 5e provides 10 new local and international case studies and a suite of online cases supported by a case matrix. Case studies, exercises and support material present the challenges of change management in a real-life manner – examining issues from a variety of viewpoints.

The influence of organisational commitment, job involvement and utility perceptions on trainees’ motivation to improve work through learning

Workplace training is a key strategy often used by organisations to optimise performance. Further, trainee motivation is a key determinant of the degree to which the material learned in a training programme will be transferred to the workplace, enhancing the performance of the trainee. This study investigates the relationship between several components of the Revised Human Resource Development (HRD) Evaluation and Research Model. This model provides a framework for diagnosing and understanding the causal influences of HRD intervention outcomes on training effectiveness. Data were obtained from an online questionnaire completed by 105 employees of various organisations. Findings revealed that affective organisational commitment, job involvement and utility perceptions are predictors of motivation to learn and transfer learning. An interaction effect was found, with increased affective organisational commitment predicting greater motivation to learn when training was of lower perceived utility. These findings suggest that the design and delivery of training should emphasise the relevance and utility of the programme in order to encourage greater trainee motivation and maximise return on investment. Additionally, implementing strategies aimed at promoting organisational commitment would appear beneficial.

Inter-organisational knowledge sharing in regional sustainable development communities

There has been an increasing interest in the use of inter-organisational groups to address regional implications in sustainable development. These groups bring together local knowledge and expertise and span boundaries between government and industry organisations. Our focus is in understanding how knowledge is shared in such inter-organisational groups. Utilising interviews, observations and social network analysis, we examine the knowledge sharing implications derived from the mixed membership, multilevel interaction, and the need to span boundaries with external organisations in these collaborations.

Metaphoric re-description of organisational culture for mid-career female academics: monkeys, raccoon, bees and horses

The paper explores how metaphors can be used to analyse the experiences of women working in higher education. The paper discusses research on women working in higher education across three Australian Universities and the implications of their metaphorical uses to theorize about women in higher education. 

Organisational and professional commitment of early career accountants: do mentoring and organisational ethical climate matter?

This study assesses the effects of mentoring and organisational ethical climate (OEC) on the organisational and professional commitment (PC) of early career accountants (ECAs) (i.e. accounting graduate recruits with three or less years of working experience). The empirical data are based on a questionnaire survey from 86 ECAs in Australian public accounting firms, and hypothesis testing utilises partial least squares analysis. Our results indicate when a career development style of mentoring is adopted there is greater organisational as well as PC. By contrast, a social support mentoring style has no significant impact on organisational commitment (OC) and a negative effect on PC. Further, our data also reveal OEC to be positively associated with OC, and OC in turn having a positive impact on PC. The results imply that fostering a career-focused mentoring environment and an OEC can increase an ECA's OC and PC. These results have various implications for human resource management at both the accounting firm and professional levels.

Time for change? Organisational study support and the full-time employee-part-time learner

This research project investigates how the experiences of full-time employees undertaking part-time tertiary study influence perceptions of the value of undertaking part-time study whilst working full-time.

Antecedents and organisational performance implications of internal audit effectiveness: Some propositions and research agenda

Purpose – The purpose of this paper is to synthesize relevant theoretical and empirical literature to develop propositions and suggest a research agenda on the antecedents and organisational performance implications of internal audit effectiveness.

Design/methodology/approach – The paper employs institutional theory and Karl Marx's theory of the “circuit of industrial capital” to synthesize relevant internal audit literature to develop theoretically justifiable propositions and highlight an operational research agenda.

Findings – Propositions and a research agenda are provided on potential antecedents of internal audit effectiveness and its possible association with company performance measured as rate of return on capital employed. Also, key variables are identified and operationalisation issues discussed.

Originality/value – As the extant literature does not provide a canon of internal audit effectiveness, the paper's originality is its argument that a positive association between compliance with standards for the professional practice of internal auditors and organisational goal achievement could serve as an approach to assess internal audit effectiveness. Furthermore, the use of the two theories in combination provides additional insights into identifying the antecedents of internal audit effectiveness and its measurement.