Strategy Decisions, Alignment, And Change (Discussion )

 When an organizational change is implemented, it is critical that the organization has a strong vision in place. Unfortunately, during times of change and uncertainty, many organizations have not developed a clear vision, which has resulted in many issues. Select a Middle Eastern organization that underwent a change due to internal or external factors. Then, address the following:

  1. Share information about the change and what caused the need for the change.
  2. Explain why the change was successful or unsuccessful.
  3. Create a unique and powerful vision for the change, which could have guided the change from the get-go. Explain how the developed change vision is aligned with and different from the organization’s vision?

Embed course material concepts, principles, and theories, which require supporting citations along with two scholarly peer-reviewed references in supporting your answer. Keep in mind that these scholarly references can be found in the Saudi Digital Library by conducting an advanced search specific to scholarly references.You are required to reply to at least two peer discussion questions and post answers to this weekly discussion question and/or your instructor’s response to your posting. These post replies need to be substantial and constructive in nature. They should add to the content of the post and evaluate/analyze that post answer. Normal course dialogue doesn’t fulfill these two peer replies but is expected throughout the course. Answering all course questions is also required.

 

Required:

Chapter 4 in Organizational Change: An Action-Oriented Toolkit

Venus, M., Stam, D., & Van Knippenberg, D. (2019). Visions of change as visions of continuity. Academy of Management Journal, 62(3), 667-690. https://doi.org/10.5465/amj.2015.1196

Ungureanu, P., Bertolotti, F., & Pilati, M. (2019). What drives alignment between offered and perceived well-being initiatives in organizations? A cross-case analysis of employer–employee shared strategic intentionality. European Management Journal, 37(6), 742–759 https://doi.org/10.1016/j.emj.2019.03.005