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Publication date: 23 September 2009

Peter Docherty, Mari Kira and Abraham B. (Rami) Shani

A work system may be said to exhibit social sustainability if it utilizes its human, social, economic, and ecological resources with responsibility. This entails using these…

Abstract

A work system may be said to exhibit social sustainability if it utilizes its human, social, economic, and ecological resources with responsibility. This entails using these resources in a non-exploitive way, regenerating them, and paying due attention to the needs and ambitions of its stakeholders in the short- and long-term. For most presently existing organizations attaining and maintaining sustainability requires a midcourse correction, a transformation process. This chapter reviews the main concepts regarding sustainability and previous research of organizational development in this context. It presents a four-phase model for this transformation process and illustrates the model's application in four different contexts. The results are discussed and directions for further research are presented.

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Research in Organizational Change and Development
Type: Book
ISBN: 978-1-84855-547-1

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Book part
Publication date: 21 June 2011

Svante Lifvergren, Peter Docherty and Abraham B. (Rami) Shani

This chapter examines the developmental journey toward a sustainable healthcare system in the west of Skaraborg County in Sweden from 2000 to 2010. It tracks a stream of…

Abstract

This chapter examines the developmental journey toward a sustainable healthcare system in the west of Skaraborg County in Sweden from 2000 to 2010. It tracks a stream of collaborative research projects within the context of the Swedish sustainability debate that were focused on achieving improved care quality, patient safety, efficiency, and efficacy. The case reports how a central government directive to integrate healthcare at the local level – the county – led to the establishment of a development coalition management group that designed and managed the transformation via broad participation and engagement mechanisms. The transformation process toward a more sustainable healthcare system raises theoretical and practical questions about sustainable effectiveness, the role of partizcipation and learning mechanisms such as democratic dialogue conferences in sustainable effectiveness, the tension between planned and emergent change processes, and the challenge of integration in the drive toward a sustainable healthcare system.

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Publication date: 21 June 2011

Susan Albers Mohrman and Abraham B. (Rami) Shani

The large number of publications about sustainability and sustainable development that have been published during the past decade has dealt largely with the science of…

Abstract

The large number of publications about sustainability and sustainable development that have been published during the past decade has dealt largely with the science of sustainability, the content of sustainability initiatives, and increasingly with the need to more closely link the economic, environmental, and social purposes and operating logic of the firm. Recent literature stresses the inherent social nature of the challenges to aggressively moving to more sustainable ways of operating for the well-being of our planet, society, economy, organizations, and humans. Despite rich case examples, guidance on how to organize to achieve the triple bottom line is limited. We take stock of the current state of knowledge, using an adaptive complex system perspective to articulate the challenges of organizing for sustainable effectiveness. Most of the global economy and the knowledge upon which it is predicated carry a logic of resource abundance even in the face of increasing competition for scarce resources, and a singular focus on economic outcomes. We argue that the development of new capabilities to address triple bottom line sustainability requires a change in that logic and requires new rules of interaction, new organizational and interorganizational designs, and new ways of learning. The premise is that systems can build on their inherent capabilities to learn and to act collectively in order to adapt. We argue that by working together to collaboratively explore how to organize for sustainability, academics and practitioners can accelerate knowledge generation and progress. This chapter provides the theoretical framing context for the chapters to come.

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Article
Publication date: 1 August 1997

Andreas Werr, Torbjörn Stjernberg and Peter Docherty

States that highly structured methods and tools for bringing about organizational change are frequent features in both the management literature and the practice of management…

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Abstract

States that highly structured methods and tools for bringing about organizational change are frequent features in both the management literature and the practice of management consultants. Reports that, in order to understand the nature and popularity of these methods and tools, a study of the availability and use of methods in business process re‐engineering (BPR) projects was carried out in five large consulting companies. Identifies six functions of methods on the basis of this study. Finds that methods play important roles both in the consulting organization and in the consultant’s interaction with the client in the specific change project. Also reveals that common to the identified functions is an ability to store and transfer knowledge, which contributes to the change process interface for clients and consultants. Shows also that consulting companies with very different professional backgrounds have very similar approaches to BPR projects. Identifies and comments on the similarities between these companies’ methods in respect of managing change.

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Journal of Organizational Change Management, vol. 10 no. 4
Type: Research Article
ISSN: 0953-4814

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Book part
Publication date: 21 June 2011

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Organizing for Sustainability
Type: Book
ISBN: 978-0-85724-557-1

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Book part
Publication date: 25 July 2012

Susan Albers Mohrman, Abraham B. (Rami) Shani and Arienne McCracken

Purpose – This chapter frames the topic of organizing for sustainable health care in terms of the environmental trends that have rendered current health care approaches…

Abstract

Purpose – This chapter frames the topic of organizing for sustainable health care in terms of the environmental trends that have rendered current health care approaches unsustainable, the embeddedness of health care in society's triple bottom line, and the need to build adaptive capability within the complex health care ecosystem.

Design/methodology/approach – We synthesize documented trends and empirical findings regarding the viability of current approaches to health care, and provide a theoretically framed treatment of the adaptation process in the complex health care system that can lead to the emergence of sustainable approaches.

Findings – There is a misfit between current approaches to delivering health care and the requirements and trends in contemporary society. Fundamental transformation is required that entails a broadening of purpose, a future orientation, and a rethinking of how health care adds value and how it is embedded in society.

Originality/value – By reconceptualizing health care reform as intricately related to societal sustainability and the triple bottom line, we open the possibility of transcending a narrow focus on reengineering to create more efficient organizations and work processes that consume fewer resources and deliver greater value. We invite health care practitioners and scholars to rethink all the connections in the health care ecosystem, and the need to build in self-organizing capabilities and adaptive capacity. The cases in this book provide knowledge from systems engaged in fundamental transformation, analyzed through the lenses of theoretical frameworks that help us better understand essential dynamics involved in creating sustainable health care systems.

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Book part
Publication date: 23 September 2009

Jean M. Bartunek is the Robert A. and Evelyn J. Ferris chair and professor of organization studies at Boston College as well as a Fellow (since 1999) and a past president…

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Jean M. Bartunek is the Robert A. and Evelyn J. Ferris chair and professor of organization studies at Boston College as well as a Fellow (since 1999) and a past president (2001–2002) of the Academy of Management. Her Ph.D. in social and organizational psychology is from the University of Illinois at Chicago. Her substantive research interests focus on organizational change, conflict associated with it, and organizational cognition, and her methodological interests center around ways that external researchers can collaborate with insider members of a setting to study the setting. She is an associate editor of the Journal of Applied Behavioral Science and on the editorial boards of multiple other journals. She has published more than 100 journal articles and book chapters and 5 ([co]authored or co-edited) books.

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Research in Organizational Change and Development
Type: Book
ISBN: 978-1-84855-547-1

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Book part
Publication date: 21 June 2011

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Organizing for Sustainability
Type: Book
ISBN: 978-0-85724-557-1

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Book part
Publication date: 25 July 2012

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Organizing for Sustainable Health Care
Type: Book
ISBN: 978-1-78190-033-8

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Book part
Publication date: 21 June 2011

Hilary Bradbury-Huang is professor in the Management Division of Oregon Health & Science University (OHSU). Her research, scholarly activism, and teaching focus on the human and…

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Hilary Bradbury-Huang is professor in the Management Division of Oregon Health & Science University (OHSU). Her research, scholarly activism, and teaching focus on the human and organizational dimensions of creating healthy communities. At OHSU she teaches in the healthcare MBA and physician leadership development programs. She also develops the action research approach to community based participatory research for health.

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Organizing for Sustainability
Type: Book
ISBN: 978-0-85724-557-1

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