Organizational Effectiveness: Change, Organizational Design, and Organizational Culture

Managing Change: Reinventing the Corporate Environment

Promoting Innovation-Based Culture

The first and most important step in boosting organizational effectiveness rates would be the transition toward an innovation-driven environment. When pitched as the basis for the corporate philosophy, innovation might seem a rather nebulous concept, yet it has real-lie positive implications when applied correctly and combined with effective leadership. In other words, the organization will need to make changes in the corporate setting incremental, convincing staff members that regular introduction of new ideas, tools, and technologies is not merely necessary but, in fact, natural for successful companies.

At this point, the concept of shared identity as the experience of being a part of a team in the workplace environment will have to be brought up. To restructure the corporate philosophy toward innovation-based thinking, the organization will need to alter the attitudes of staff members toward decision-making in the organizational setting and the management of communication within a team. Applying the framework of organizational change offered by Kotter, one will realize that the second stage will require the development of what van Dick et al. (2018) referred to as shared identity. According to their research,

whenever such a shared identity is salient, individuals should provide more support to each other (as fellow ingroup members) and perceive a higher sense of collective self-efficacy, which both should reduce stress and strain. (van Dick et al., 2018, p. 21)

The creation of a shared identity aligns with the second step of Kotter’s Change Model, which suggests that the redesign of the corporate philosophy should be followed by the development of a team that would, later on, constitute the core for the promotion of organizational change (see Fig. 1). Specifically, Kotter insists that the process of organizational change should begin with creating urgency and establishing a guiding team that will support the further promotion of an innovative vision (Al-Kaabi et al., 2019). Therefore, by revisiting the current corporate values, shaping the company’s expectations toward innovativeness, and establishing a sense of shared identity that will empower company members to be more proactive and innovative, the company will build much more impressive organizational performance.