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The organizational change has become imperative for the survival and competitiveness of public administrations. The majority of economic actors have found themselves compelled to adapt to new factors and adjust to the new digital landscape in the face of the advent of covid-19. Conversely, every public administration without exception has undergone profound changes in their work organization methods, introducing the development of digital technology, which represents the backbone of the production process, in order to enhance its performance. The covid-19 crisis has given a boost to morocco's digital economy. Development is expected to continue. For this reason, we believe that digital transformation is a complex and challenging change process, and it is indeed a burning issue and an urgent need. Organizational change encounters resistance at the level of the target population. In order for them to realize the potential of these new technologies, they must change their current models to quickly adapt to changes in their environment. The purpose of this article is to present the contribution of organizational change that enables the transition towards digital transformation. [ABSTRACT FROM AUTHOR]

This article explores how Canadian philanthropic foundations with social justice mandates responded to the social and economic impacts of the COVID-19 pandemic by loosening restrictions for grantees; collaborating on new initiatives; elevating grassroots knowledge; and balancing short- and long-term priorities. This response, however, revealed a series of tensions in the dominant pre-COVID-19 philanthropic model--specifically, as a mechanism to address the social, economic, and ecological crises that predate COVID-19. The early pandemic response of grantmaking foundations can therefore serve as a model for what a more democratic, agile, collaborative, and justice-oriented philanthropic sector can look like. [ABSTRACT FROM AUTHOR]

Among the research developed in social psychology, there is a field of study questioning the mechanisms that explain prosocial behaviors. In 1956, the first links between transfusion medicine and social psychology were formed, with the study of underlying motivations to blood donation behavior. Sixty years later, the number of "fundamental" and "applied" research has widely increased, and we now have a theoretical understanding of blood donation engagement's levers, as well as experimental demonstrations of methods to activate these levers. Thus, the literature offers several strategies experimentally verified to improve the recruitment and retaining of blood donors. These methods can go from specific speeches when soliciting donors, to changes in the blood donation environment, etc. They aim either at impacting the donation experience, at obtaining a change in the donor's behavior, or at changing the determinants of blood donation. Yet, it is clear that the knowledge from the research in social psychology is not really deployed on the field by the organizations that could benefit from it. In this article, we will try to develop the difficulty regarding the application of fundamental and experimental knowledge, and to underline the implications for the blood transfusion establishments. We will then present the psychosocial and cognitive engineering method, and argue its relevance to answer this problematic. [ABSTRACT FROM AUTHOR]

The aim of the study was to analyze the relationship between attitude and resistance to organizational change in mineworkers. An associative transversal strategy of natural groups design was used. The following instruments were administered: the scale of attitudes towards change (EAC), the scale of resistance to change (ERC) and a survey to collect socio-demographic data. 251 workers participated, mostly men. The results indicate a favorable attitude toward organizational change, and a medium/moderate level of resistance. Significant differences in scores of ERC and EAC according to the work task were found. Labor hierarchy generates a modest effect on differences in factors associated with responsibility and the attitude of cynicism to change. With respect to age, workers older than 51 years of age scored lower than the lowest ranks in the dimension of fearful attitude towards change. [ABSTRACT FROM AUTHOR]

This paper presents a review of the epistemological and theoretical contributions of the Theory of Organisational Action about the relation between organisational change and technology. On the one hand, the rhythm and sophistication of the technological development produce visible consequences on work; on the other hand, the interpretative views about this phenomenon follow different paths, though sharing the same deterministic rationale. Drawing on the possibility to conceive technology as technical rationality of the action process, we propose "Matriosca" approach as a methodological option to interpret technology not an external variable or an exclusive outcome from social construction, but instead as an organisational choice, in which multilevel actions/decisions are combined in interaction to build the process regulation. This proposal is complemented by the presentation of a case in a Portuguese company, whose results provide evidence for the possibility to establish a dialogical process for the material definition of the technological artefacts. [ABSTRACT FROM AUTHOR]

The article presents the results of research focusing on a company's organizational change during which payroll and accounting functions were regrouped into a Centre de Services Partagés (CSP), or shared services center, which is an autonomous entity. Based on an ergonomic analysis, the authors aim to identify and shed light on the resources used by the new CSP organization. The structuration theory, the establishment of a productive work environment, and the role of payroll administrators are discussed.

The influence of New Public Management (NPM) on administrative reform in Portugal, and specifically on matters related to the introduction of greater technical rationality in public management processes, has been widely acknowledged (Mozicafredo, 2000); (Bilhim, 2008); (Rocha, 2011). Many governments of OECD member countries have undertaken identical initiatives. However, literature on administrative reform suggests institutional bureaucracies' resilience to managers' control and to change (Burns e Stalker, 1961); (Bjur e Caiden, 1978); (Bilhim 1995, 2010). The sociology of management has also helped to identify and understand the platonic image of the manager - a rational enforcer of a system for planning and controlling an organizational structure, quickly adaptable to the surroundings - transmitted by the rhetoric of technocratic ideology. This article aims to contribute to the debate on the role played by the public manager in the change in organizational culture, based on meritocracy. [ABSTRACT FROM AUTHOR]

The influence of New Public Management (NPM) on administrative reform in Portugal, and specifically on matters related to the introduction of greater technical rationality in public management processes, has been widely acknowledged (Mozicafredo, 2000); (Bilhim, 2008); (Rocha, 2011). Many governments of OECD member countries have undertaken identical initiatives. However, literature on administrative reform suggests institutional bureaucracies' resilience to managers' control and to change (Burns e Stalker, 1961); (Bjur e Caiden, 1978); (Bilhim 1995, 2010). The sociology of management has also helped to identify and understand the platonic image of the manager - a rational enforcer of a system for planning and controlling an organizational structure, quickly adaptable to the surroundings - transmitted by the rhetoric of technocratic ideology. This article aims to contribute to the debate on the role played by the public manager in the change in organizational culture, based on meritocracy. [ABSTRACT FROM AUTHOR]

This paper examines the daily struggles of unionized employees whose municipal workplace was undergoing major change influenced by New Public Management. In-depth interviews with 45 front-line service providers revealed widespread frustration with working conditions and relationships with management. We interpret this response as an embodied expression of hysteresis, a term that Bourdieu used to describe the gap between changing field conditions and habitus. We argue that organizational change posed challenges for these workers because it produced a rupture between their taken-for-granted ways of being a "good" public servant (i.e., public service habitus) and what was expected of them during restructuring. Moreover, on the basis of gendered occupational class differences in employees' practices, we suggest that hysteresis is itself a socially structured phenomenon that reflects the tacit calculation of what was possible (or not) for workers occupying specific positions within the stratified order of the organization. [ABSTRACT FROM AUTHOR]

The article aims to provide keys to answer the question posed in the title. After contextualizing the purpose of its analysis, the author concludes that the question can be formulated in three different levels: the teachers, the programs and the organization. Many implementation problems are caused by ignoring that applying PBL has a lot more implications than introducing an electronic learning environment. PBL is not a simple application of the methodology that may be transferred to the classroom without making structural changes. The most relevant of them are the cultural and organizational changes. In order to be successful in carrying out these changes two preconditions are relevant for implementing PBL: external pressure and leadership. Finally, faculty development is underlined as relevant factor of the implementation process. [ABSTRACT FROM AUTHOR]

Theories of post-bureaucracy point to a breakdown of traditional modes of managerial authority in the face of a range of pressures commonly associated with globalization and technological advance. This may make for a proliferation of alternative practices and/or allow for a genuine sharing of power in the workplace, associated with higher levels of responsible autonomy. Based on the findings of a series of transnational surveys, this article confirms a tendency, over time, for organizations to make greater use of mechanisms to promote responsible autonomy, in a wide range of national contexts. This would seemingly support a central proposition of theories of post-bureaucracy: a tendency for organizations to delegate more power to employees over time, reflecting the breakdown of traditional bureaucratically ordered power relations. At the same time, however, the research highlighted an uneven and contested process of change, reflecting both the persistent effects of national, regional and sectoral modes of regulation, and the non-linear and episodic nature of organizational change. [ABSTRACT FROM AUTHOR]

In this article, based on the problem of the shift to outpatient care in the healthcare sector, we explore the multiple challenges raised by the computerization of medical work. We show how the process of technological innovation within health organizations too often rests on a technical-economic logic, thereby underestimating the role of health practitioners as the ones who communicate practices. We focus on the idea that it is necessary for these organizations to rethink the process of technological innovation by integrating a medical-integrative logic based on an organization model of collaboration between subjects from different areas of expertise (health professionals, managers, administrators, promoters of new technologies, engineers and computer experts, etc.), that is to say, a model that reaches out to the "real user" and that is not limited to picturing a "model user". This is why we insist on an integrative model, which is based on health professionals as experts of their daily work, playing a central role in the process of technological innovation as well as on the consideration of the technological and economic processes that health organizations are confronted with. Ultimately, we propose that it is necessary to rethink communication between health care organizations. [ABSTRACT FROM AUTHOR]

The introduction of the intranet may constitute a lever of organizational changes. This article deals with the identification of the effects of intranet introduction on the organization, particularly its two aspects: structure and process. The survey that was carried out on Tunisian leasing companies shows that the impact of intranet introduction on the structure and the process of credit provision are variable. Some similarities and differences between the cases studied are noted. The impact depends on the type of intranet implemented. Despite the intranet's role in enhancing the operation of enterprises, it does not appear to involve substantial organizational changes. On the contrary, the results of recent studies carried out in industrialized countries show enterprises integrating the intranet into their management system. Whatever the trajectory followed by the firms to integrate the intranet, the issue here is the distribution of resources and knowledge between members of the organization. L'introduction de l'Intranet peut constituer un levier de changement organisationnel. Le présent travail de recherche étudie les effets de la mise en place de l'Intranet sur l'organisation, notamment sur ses deux aspects la structure et les processus. A cet effet, une enquête a été menée auprès de sociétés tunisiennes de crédit bail. Cette enquête montre que l'impact de l'introduction de l'Intranet sur la structure et le processus d'octroi de crédit est variable. Des similarités et des divergences entre les cas étudiés ont été constatées. L'impact dépend du type d'Intranet introduit. Bien que l'Intranet participe à l'amélioration du fonctionnement de l'entreprise, il ne provoque pas de changements organisationnels substantiels. Par contre, les résultats de travaux récents menés dans des pays industrialisés permettent de reconnaître que les entreprises placent l'Intranet dans une conception plus intégrée de leur gestion. Quelque soit la trajectoire suivie par les entreprises afin d'intégrer l'Intranet, l'objectif est d'aboutir au partage des ressources et des connaissances entre les membres de l'organisation. [ABSTRACT FROM AUTHOR]

English Ministry churches, which serve second-generation Korean Americans, plan on becoming multi-racial in order to grow. This raises questions of how organizations change identities generally, and, in particular, how the churches plan to keep both current and new members comfortable within a multi-racial space. Pastors and members define their racial status in terms of their cultural differences, rather than inter-racial inequalities, from whites. Their interpretation of race shapes their plan for drawing in a multi-racial congregation. Pastors hope to create multicultural congregations that welcome diversity. Yet implementing this model while satisfying Korean Americans and non-Korean Americans is proving difficult. Churches strategically use distinct backstage and front-stage activities to appeal to all groups, thereby creating a potential dilemma in their long-term church identity. They may also impede membership from other minority racial groups through their approach to race. [ABSTRACT FROM AUTHOR]

Methods that are required to achieve successful and complex change in organisations need special characteristics. In these situations, the context has to be understood in terms of changes to the human networks and therefore, any approach should help with the comprehension of 'soft', psycho-sociological and cognitive aspects. The approaches also have to help their users understand the dynamics of individuals and groups at a very intimate level. The theoretical identification of the nature and dynamics of the links between individuals and groups, especially at the cognitive level, implies special characteristics focused on change process issues. The methods we use, which consist of action learning, are particularly well adapted to match these needs, as the change processes are conceptualized in 'project-form'. Our 'project form' methods respect individuals, give them space and 'micro-socialisation' and help personal and collective achievements. We propose to examine the conditions under which our skills can be transferred to the Cuban and the South American environments. [ABSTRACT FROM AUTHOR]