Analyzing the impact of Organizational change in promoting Process Innovation using PLS-SEM -Case study: Algerian Telecom Laghouat
Keywords:
change, Process innovation, structure change, individuals change, change in technology
Abstract
This study aims to show the impact of the organizational change on the process innovation of Algerian Telecom company in Laghouat. We took a sample of 56 individuals who are distributed on different professional categories. After treating data of a sample of 56 individuals using SmartPLS3, the results show the following: there is a positive impact of the individuals change on the process innovation of the company when the significance level is 5 %. Moreover, there is a positive impact of structure change on the process innovation of the company when the significance level is 5 %. Finally, there is a positive impact of change in technology on the process innovation of the company when the significance level is 5%.
References
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Cohen, J. (1988). Statistical Power Analysis for the Behavioral Sciences: Lawrence Erlbaum Associates.
Daft, R. L. (2015). Organization theory and design (12th ed.). South Western Educational Publishing.
Diamantopoulos, A. S. (2012). Guidelines for choosing between multi-item and single-item scales for construct measurement: a predictive validity perspective. Journal of the Academy of Marketing Science, 40(3), 434-449.
Drolet, A. a. (2001). Do we really need multiple-item measures in service research? Journal of Service Research, 3(3), 196-204.
Fornell, C. a. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39-50.
Geisser, S. (1974). A predictive approach to the random effects model. Biometrika, 61(1), 101-107.
Hair, J. R. (2011). PLS-SEM: indeed a silver bullet. Journal of Marketing Theory and Practice, 19(2), 139-151.
Henseler, J. R. (2015). A new criterion for assessing discriminant validity in variance-based structural equation modeling. Journal of the Academy of Marketing Science, 43(1), 115-135.
Herold, D. M. (2008). The effects of transformational and change leadership on employees’ commitment to a change: A multilevel study. Journal of Applied Psychology, 93(2), 346–357.
J. Tidd, J. B. (2018). Managing Innovation: Integrating Technological, Market and Organizational Change. John Wiley & Sons, Chichester.
Jacobs, D. a. (2008). Innovation Routine: How Managers Can Support Repeated Innovation”. Van Gorcum, Assen.
Kotler, P. (1991). Marketing Management - Analysis, Planning, Implementation, and Control (7th ed.). London: Prentice Hall.
Král, P., & Králová, V. (2016). Approaches to changing organizational structure: The effect of drivers and communication. Journal of Business Research, 69, 5169.
Latrech, A. (2018). Organizational change and its impact on employee performance. Journal of Human Sciences of Umm El-Bouaghi University, 09, 730-744.
Mohsen Attaran, S. A. (2020). Technology and Organizational Change: Harnessing the Power of Digital. Handbook of Research on Social and Organizational Dynamics in the Digital Era. California: IGI Global.
Oreg, S., Vakola, M., & Armenakis, A. (2011). Change recipients’ reactions to organizational change: A 60-year review of quantitative studies. The Journal of Applied Behavioral Science, 47(4), 461-524.
Shin, J., Taylor, M. S., & Seo, M. G. (2012). Resources for change: The relationships of organizational inducements and psychological resilience to employees’ attitudes and behaviors toward organizational change. Academy of Management Journal, 55(3), 727–748.
Soraya. (2018). technological change in the organization and its impact on the rest of the areas of organizational change. Horizons for economic studies, 3(1), 216-230.
Stone, M. (1974). Cross-validatory choice and assessment of statistical predictions. Journal of the Royal Statistical Society, 36(2), 111-147.
Van Knippenberg, B. M. (2006). Process‐orientation versus outome‐orientation during organizational change: The role of organizational identification. Journal of Organizational Behavior: The International Journal of Industrial,Occupational and Organizational Psychology and Behavior, 27(6), 685–704.
Bouterfa, S. (2018). The Technological Change In The Institution And Its Impact On The Rest Of The Organizational Change Areas, a case study of the Petroleum Corporation of Tebessa branch. (L. T. University, Ed.) Journal of Horizons for Economic Studies, 03(02), 220.
Chin, W. &. (1998). The Partial Least Squares Approach to Structural Equation Modeling. Modern Methods for Business Research, 8.
Christos Tsinopoulos, Carlos M. P. Sousa, & Ji Yan. (2017). Process Innovation: Open Innovation and the Moderating Role of the Motivation to Achieve Legitimacy. Product Development & Management Association, 35(1), 27-48.
Cohen, J. (1988). Statistical Power Analysis for the Behavioral Sciences: Lawrence Erlbaum Associates.
Daft, R. L. (2015). Organization theory and design (12th ed.). South Western Educational Publishing.
Diamantopoulos, A. S. (2012). Guidelines for choosing between multi-item and single-item scales for construct measurement: a predictive validity perspective. Journal of the Academy of Marketing Science, 40(3), 434-449.
Drolet, A. a. (2001). Do we really need multiple-item measures in service research? Journal of Service Research, 3(3), 196-204.
Fornell, C. a. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39-50.
Geisser, S. (1974). A predictive approach to the random effects model. Biometrika, 61(1), 101-107.
Hair, J. R. (2011). PLS-SEM: indeed a silver bullet. Journal of Marketing Theory and Practice, 19(2), 139-151.
Henseler, J. R. (2015). A new criterion for assessing discriminant validity in variance-based structural equation modeling. Journal of the Academy of Marketing Science, 43(1), 115-135.
Herold, D. M. (2008). The effects of transformational and change leadership on employees’ commitment to a change: A multilevel study. Journal of Applied Psychology, 93(2), 346–357.
J. Tidd, J. B. (2018). Managing Innovation: Integrating Technological, Market and Organizational Change. John Wiley & Sons, Chichester.
Jacobs, D. a. (2008). Innovation Routine: How Managers Can Support Repeated Innovation”. Van Gorcum, Assen.
Kotler, P. (1991). Marketing Management - Analysis, Planning, Implementation, and Control (7th ed.). London: Prentice Hall.
Král, P., & Králová, V. (2016). Approaches to changing organizational structure: The effect of drivers and communication. Journal of Business Research, 69, 5169.
Latrech, A. (2018). Organizational change and its impact on employee performance. Journal of Human Sciences of Umm El-Bouaghi University, 09, 730-744.
Mohsen Attaran, S. A. (2020). Technology and Organizational Change: Harnessing the Power of Digital. Handbook of Research on Social and Organizational Dynamics in the Digital Era. California: IGI Global.
Oreg, S., Vakola, M., & Armenakis, A. (2011). Change recipients’ reactions to organizational change: A 60-year review of quantitative studies. The Journal of Applied Behavioral Science, 47(4), 461-524.
Shin, J., Taylor, M. S., & Seo, M. G. (2012). Resources for change: The relationships of organizational inducements and psychological resilience to employees’ attitudes and behaviors toward organizational change. Academy of Management Journal, 55(3), 727–748.
Soraya. (2018). technological change in the organization and its impact on the rest of the areas of organizational change. Horizons for economic studies, 3(1), 216-230.
Stone, M. (1974). Cross-validatory choice and assessment of statistical predictions. Journal of the Royal Statistical Society, 36(2), 111-147.
Van Knippenberg, B. M. (2006). Process‐orientation versus outome‐orientation during organizational change: The role of organizational identification. Journal of Organizational Behavior: The International Journal of Industrial,Occupational and Organizational Psychology and Behavior, 27(6), 685–704.
Published
2021-06-03
How to Cite
DAHAM , S. R., & BELLAKHDAR , A. (2021). Analyzing the impact of Organizational change in promoting Process Innovation using PLS-SEM -Case study: Algerian Telecom Laghouat. Journal of Excellence for Economics and Management Research, 5(1), 351-361. https://doi.org/10.34118/jeemr.v5i1.2048
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Original Article
