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The purpose of this paper is to assess the success factors in a large organization that contributed to the success of organizational transformation (OT) through business diversification using a complex adaptive systems (CAS) framework. This assessment is done to determine how well the CAS framework can explain the success factors that contribute to the success of large-scale organizational change in complex organizations. If the CAS framework is capable of explaining the organizational factors that lead to the success of change implementation, the managers can employ this framework to increase the likelihood of success while implementing change.

This study uses qualitative research methodology. The data were collected from the case study organization (CSO) through 40 in-depth semi-structured interviews and analyzed using thematic deductive analysis approach.

The CAS framework explains the success factors that contribute to the success of OT through business diversification.

This paper provides a comprehensive guide for change implementation by combining the insights from the CAS framework with identified success factors (for change implementation) from the case organization.

The originality of this paper lies in extending the principles of existing change models, for successful change implementation by using the CAS framework. The prescribed change models and the CAS framework/complexity theory are two distinct sets of literature; this paper successfully merges the two to develop a comprehensive set of guidelines for change implementation. By doing so, this paper highlights the fact that alternative, non-linear, change approaches, instead of conventional multistep change models, can be effective in implementing large-scale organizational change successfully given the complexities of current organizational environments.

A slew of conventional change models and theories appear in the extant change literature. Despite being theoretically sound, these a priori structured approaches to organizational change management have questionable application given the rapidly changing business environments. Novel approaches, offering greater flexibility to fast changing external conditions, may offer superior models to organizational change and organizational transformation (OT) in particular. In this paper, the application of a complex adaptive system (CAS) framework, from complexity theory (CT), for managing OT is assessed theoretically.

A conceptual paper.

A review of the extant change literature suggests that current approaches and models for organizational change are limited in their ability to reflect OT responses to today's highly dynamic external environments. New models are required to inform and guide organizations. A new model, i.e. CAS framework, is deemed suitable to guide the OT implementation.

This paper critically analyses different approaches to change management, consolidates CAS framework, reviews its applications in the field of management and presents a case for CAS's application for the management of OT.

Over the years, research has shown that, although there are various factors which contribute to failed change, one of the key reasons people resist change is due to the inability of leaders to convince employees to support change and to commit the energy and effort necessary to implement it. Senior management can ensure an organization is change-ready by developing and maintaining a supportive culture and climate that positively influence the emotional health and welfare of employees. Despite the obvious importance of leadership to change efforts, little previous research has investigated, holistically and in the context of major change, the relationship between senior management actions and employee responses. Furthermore, the change literature largely ignores the role that emotions play in employee responses to change initiatives. This chapter addresses both areas, and develops a model of organizational change from a justice and emotions perspective, which depicts employees’ justice perceptions related to senior executives as affecting trust directly and indirectly, through associated emotional responses.

Reports the findings of a study which aimed to identify the strategic capabilities which lead to management consulting success. The study also aimed to find out what management consultants consider to be performance indicators of consulting success and whether these were related to the strategic capabilities. The research design for this study was a modified generative strategy. Several data collection methods, namely, interviews, content analysis and questionnaire surveys, were used to generate both quantitative and qualitative data. Twenty‐one strategic capabilities were identified. These were subsumed under the broad categories of (1) functions and (2) skills and values. The three most critical functions identified, in descending order, were quality of service, setting objectives and solving problems. The three most crucial skills/values were integrity and honesty, client‐consultant communication and credibility. Ten performance indicators were identified. Of these, the three most critical, as identified by the respondents, were, customer satisfaction, profitability and repeat business.

Nalini Ambady is a Professor at Tufts University's Psychology Department, and conducts research on interpersonal judgment.

As in the previous volumes of Research on Emotions in Organizations, the chapters in this book are drawn largely from the best contributions to the bi-annual International Conference on Emotions and Organizational Life. The editors of this series are the co-founders and co-organizers of this event which has come to be known as the “Emonet” conference. Eight of the chapters in this volume were selected from those papers accepted, using a double-blind peer-review process, for inclusion in the fifth Emonet conference held in Atlanta in August 2006. The conference attracted 51 submissions from which a total of 39 paper, symposium, and poster presentations were selected for inclusion on the program. Conference program submission included as chapters in this volume were selected based on their quality and interest, as well as the contribution that they make to the theme of this volume: functionality, intentionality and morality of emotions. The volume is completed by four additional invited chapters.

Wherever one meets farmers, in a representative or private capacity, the same impression is left upon one's mind. The business of farming cannot go on long as things are. In solemn tones, one is assured that “something must be done to help matters.” A close survey of past experiences leads agriculturists to expect little from Parliament, and there is an increasing disposition to explore what little fresh ground may remain in an attempt to obtain relief from an impossible position—impossible because of its prolongation rather than its passing severity. The idea seems to be to turn to the markets and systems of marketing, without, of course, neglecting the basic business of production. It is on the farms that the foundations of success are laid, and that fact will not be overlooked. But recent years have shown that something more than a foundation is necessary to ensure prosperity, or even to permit of endurance. The few adverse farming years, marked by a lack of sun, that preceded 1928 tended to obscure the issue, but the brilliant summer and autumn of the present year disclosed the fact that production was not the root cause of trouble in British farming, and showed that it was in the markets that the difficulties originated and developed. The lessons of the current year are clear and definite and, recognising the force of this exposure of crippling evils, and the possible line for remedial measures, agriculturists, with a unanimity that gives weight and encouraging significance to the suggested action, have resolved to direct their energies and inquiries into new channels. Instead of confining their attentions to their own deficiencies, and striving to discover on the farm remedies for the troubles that afflict them, they are determined to extend their investigations into the markets. They have not acted in haste in resolving upon this line of procedure. On the contrary, they have long been blamed for not paying greater attention to their markets—for not studying more carefully what the best buyers required, and for not establishing facilities for reaching the best markets more directly and at less cost to themselves. There appears to be no one supreme authority through which a move could be made to establish better and more equitable conditions for the marketing of home‐grown produce. In the absence of such a body or Department, it is suggested that the Empire Marketing Board might be induced, or enabled, to come to the assistance of farmers in their efforts to improve their position in their own markets. The Ministry of Agriculture has done good service already, and may achieve still better results; but greater concentration is needed in some directions than has yet been attempted. The Empire Marketing Board may be restricted in the manner in which it can render help, but if its sphere of action could be extended to permit of its giving definite information concerning the relative values of alternative supplies of food, the Board would do a great work both for home agriculture and the consuming public. Existing institutions have not given satisfaction to British farmers in so far as their inquiries into matters of this kind have been directed and carried out up till now. Producers and consumers are left in ignorance regarding the relative merits of home and oversea foods of various kinds. The idea that obtains among thinking farmers is that such inquiries as have been made have been planned to favour their competitors. Whether or not such an impression has any justification may be disputed, but it is surely unwise to allow the impression to remain for want of evidence to the contrary. The Ministry of Health has not disproved this view of things, and home producers are becoming impatient with the manner in which their interests are considered in high quarters. The Ministry of Agriculture, it is believed, is working with diligence and wisdom to the limit of its powers, but the opinion is gaining ground that the Empire Marketing Board is the only hope of straightening out things on an equitable basis that would give justice to the producers in the home country. Marketing business need not be interpreted too literally or narrowly. The realisation of produce does not consist merely in placing goods on the market. The grading and classification of commodities would certainly come within the scope of prudent trade development. The suggestion is that the Empire Marketing Board might devote attention to investigations into the nutritive values of foods from different sources, not as they leave the country of production but as they are delivered to consumers in this country. There is wide scope for useful inquiry in this direction. No strong case for investigation might exist concerning articles such as wheat, which presumably do not deteriorate in transit. But in the case of meat, dairy produce, and other perishable commodities, it is believed that the treatment to which the articles have to be subjected to permit of travel affects their food value. It may be contended that chemical evidence exists to satisfy the authorities on this point already. But experienced stockowners, for instance, who have studied the feeding of their herds and flocks, will not accept analytical results as infallible proof. They insist that there should be actual demonstrations of food values. The Empire Marketing Board would do a great service if it could make good this deficiency on the part of the older authorities in respect to human food. It would be easy to suggest suitable lines for research and practical trials. There is, for example, the difference between fresh and chilled or frozen meat; between fresh and tinned milk; between fresh and synthetic cream. The question is far more urgent than appears to be imagined in Government centres. If the results should be different from what home producers expect or could wish, the position would be so much the worse for them. But they have reached a point in their fight against what they believe to be unequal opposition when they prefer to know the worst.—“The Times.”