An investigation into the management of change in private sector healthcare organizations in Bangladesh: A mixed - method inquiry based on the implementation of a new framework to support healthcare organizations
Abstract
The present research is focused on unraveling the complexities of and develop a framework for change management in the private sector healthcare organizations. This research has also sought to advance the understanding of the change management and change management process within the field of healthcare organizations in Bangladesh. The research method used in this research is a mixed methodology approach and seeks to start a collective voice of employees for the major debates of change management within the healthcare organizations in Bangladesh. Data collection was semi-structured interviews with purposive sampling to select respondents, which included top executives, human resource managers, CEOs, and line managers. A clustered probability sampling method has been carried out for the questionnaire survey and analyzed the data with computer software SPSS. The results show that the employees' understanding and perceptions towards change management plays an important role in change management success. Also, change communication and organizational culture significantly impact the change implementation process in healthcare organizations. The study also revealed that a high level of resistance to change does not always negatively affect the change implementation process.
References
Ackoff, L. (2016) The Art and Science of Mess Management, in Mabey, C. Mayon-White, B. (3rd Ed.), Managing Change. Paul Chapman Publishing, London, pp. 47-54.
Balogun, J. and Hope Hailey, V. (2012) Exploring Strategic Change. (2nd Ed). London: Prentice Hall.
Beer, M. and Nohria, N. (2011) Cracking the code of change. Harvard Business Review. May- June 2000, 1-8.
Birken, S. A., Lee, S. Y., Weiner, B. J., Chin, M. H. and Schaefer, C. T. (2018) Improving the effectiveness of health care innovation implementation middle managers as change agents. Medical Care Research and Review, 70 (1), 29Y45.
Burnes, B. (2016) Managing change: a strategic approach to organizational dynamics. (4th Ed). Harlow: Prentice Hall. D’Ortenzio, C.
Clarke, M. (2012) Creating change from below: Early lessons for agents of change. The Leadership and Organization Development Journal, 20 (2), 70-80.
Cowan-Sahadath, K. (2016) Business transformation: Leadership, integration and innovation a case study. International Journal of Project Management, Vol. 28 No. 4, pp. 395-404.
Daft, R. L. and Marcic, D. (2014) Understanding management (4th Ed.). Mason, OH: South- Western.
Dawson, P. (2014) Organizational change: A processual approach. London: Paul Chapman Publishing.
Dunphy, D. C. and Stace, D. A. (2016) The strategic management of corporate change. Human Relations, 46(8), 905-918.
Ford, J. D. and Ford, L. W. (2014) Decoding Resistance to Change. Harvard Business Review, 87 (4).
Fullan, M. (2013) The complexity of the change process. In M. Fullan, (2nd Ed.), The challenge of school change: A collection of articles (pp.27-46). Cheltenham, VIC: Hawker Brownlow Education.
Hope, O. (2012) The Politics of Middle Management Sensemaking and Sense giving. Journal of Change Management, 10(2): 195-215.
Kanter, R. M. (2016) When giants learn to dance: Mastering the challenges of strategy management and careers in the 1990s. London: Unwin.
Kotter, J. P. (2016) Leading change: A conversation with John P. Kotter. Strategy and Leadership, 25(1), 18-23.
Lowendahl, B. and Revange, O. (2013) Challenges to existing strategy theory in a post- industrial society. Strategic Management Journal, 19, 755-773.
Macredie R. D. Sandom C. Paul R. J. (2012) Modelling for change: an information systems perspective on change management models. In R. Macredie and D. Anketell. (2nd Ed.). Modelling for added value (pp. 3- 16). London: Springer.
Maurer, R. (2017) Using resistance to build support for change. The Journal for Quality and Participation, 19 (3), pp. 56-66.
McHugh, M. (2013) Trouble in paradise: Disintegrated strategic change within a government agency. International Journal of Public Sector Management, 10(6), 433-443
Mintzberg, H. (2013) Of strategies, deliberate or emergent. Strategic Management Journal. pp.257-272.
Ojiako, U. Maguire, S. (2018) Success criteria for systems led transformation: Managerial implications for global operations management. Journal of Industrial Management and Data Systems, Vol. 108, No. 7, pp. 887-908.
Peters, T. J. and Waterman, R. H. (2011) In search of excellence: Lessons from America’s best run companies. London: Harper and Row.
Rickards, T. (2016) Creativity and the management of change. Malden: Blackwell Publishers.
Stacey, R. D. (2016) Strategic thinking and the management of change: International perspectives on organizational dynamics. London: Kogan Page Limited.
Turner, I. (2009) Strategy and organizations: strategy and the internet. Manager Update, 12(4), 1-9.
Weisbord, M. R. (2009) Organizational diagnosis: Six places to look for trouble with or without a theory. Group and Organizational Studies, 1(4), 430-447.
Werkman, R. A. (2017) Understanding failure to change: a pluralistic approach and five patterns. Leadership and Organization Development Journal, 30(7), pp. 664–684.
Copyright (c) 2020 Review of Applied Socio-Economic Research

This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
Copyright ©2019 Pro Global Science Association
All rights reserved. No part of this publication may be reproduced, stored, transmitted or disseminated, in any form, or by any means, without prior written permission from Pro Global Science Association, to whom all requests to produce copyright material should be directed, in writing.