A case study of the critical success factors for organizational change of a public listed corporation: Hong Kong Broadband Network
Purpose – The purpose of this paper is to explain how an organization can achieve successful change implementation with Kotter’s eight-step organizational change model and 3-H (heart–head–hand) theory. Design/methodology/approach – With the case study approach, the author recollects his career exper...
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| Format: | Article |
| Language: | English |
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Emerald Publishing
2018-11-01
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| Series: | Public Administration and Policy |
| Subjects: | |
| Online Access: | https://www.emerald.com/insight/content/doi/10.1108/PAP-10-2018-010/full/pdf?title=a-case-study-of-the-critical-success-factors-for-organizational-change-of-a-public-listed-corporation-hong-kong-broadband-network |
| _version_ | 1798030363324317696 |
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| author | Earnest Li |
| author_facet | Earnest Li |
| author_sort | Earnest Li |
| collection | DOAJ |
| description | Purpose – The purpose of this paper is to explain how an organization can achieve successful change implementation with Kotter’s eight-step organizational change model and 3-H (heart–head–hand) theory. Design/methodology/approach – With the case study approach, the author recollects his career experience in Hong Kong Broadband Network Limited from 2007 to 2011 to find out why and how the top management can balance 3-H factor to bridge the “knowing” and “doing” gap to engage right talents and motivate them to achieve peak performance and company goal. Findings – To create talent culture, the company implemented two policies including Mini-CEO management and Talent Engagement Department. The former is a vertical management model to empower and enable department heads. The latter is a way to change the role of human resources department from passive to proactive. Originality/value – The implications of this case study are to encourage public and private organizations to rethink the factors including talent development and empowerment that can have a positive impact on innovative work behavior. Moreover, organizations can rediscover the value of “unique” talent culture as a sustainable competitive advantage. |
| first_indexed | 2024-04-11T19:40:14Z |
| format | Article |
| id | doaj.art-04f469a61a944383971e0404469b8c4e |
| institution | Directory Open Access Journal |
| issn | 1727-2645 2517-679X |
| language | English |
| last_indexed | 2024-04-11T19:40:14Z |
| publishDate | 2018-11-01 |
| publisher | Emerald Publishing |
| record_format | Article |
| series | Public Administration and Policy |
| spelling | doaj.art-04f469a61a944383971e0404469b8c4e2022-12-22T04:06:44ZengEmerald PublishingPublic Administration and Policy1727-26452517-679X2018-11-0121215216510.1108/PAP-10-2018-010618575A case study of the critical success factors for organizational change of a public listed corporation: Hong Kong Broadband NetworkEarnest Li0School of Communication, The Hang Seng University of Hong KongPurpose – The purpose of this paper is to explain how an organization can achieve successful change implementation with Kotter’s eight-step organizational change model and 3-H (heart–head–hand) theory. Design/methodology/approach – With the case study approach, the author recollects his career experience in Hong Kong Broadband Network Limited from 2007 to 2011 to find out why and how the top management can balance 3-H factor to bridge the “knowing” and “doing” gap to engage right talents and motivate them to achieve peak performance and company goal. Findings – To create talent culture, the company implemented two policies including Mini-CEO management and Talent Engagement Department. The former is a vertical management model to empower and enable department heads. The latter is a way to change the role of human resources department from passive to proactive. Originality/value – The implications of this case study are to encourage public and private organizations to rethink the factors including talent development and empowerment that can have a positive impact on innovative work behavior. Moreover, organizations can rediscover the value of “unique” talent culture as a sustainable competitive advantage.https://www.emerald.com/insight/content/doi/10.1108/PAP-10-2018-010/full/pdf?title=a-case-study-of-the-critical-success-factors-for-organizational-change-of-a-public-listed-corporation-hong-kong-broadband-networkcommunicationorganizational commitmenttransformational leadershipmotivationdiscipline actiontalent cultureknowing doing gap |
| spellingShingle | Earnest Li A case study of the critical success factors for organizational change of a public listed corporation: Hong Kong Broadband Network Public Administration and Policy communication organizational commitment transformational leadership motivation discipline action talent culture knowing doing gap |
| title | A case study of the critical success factors for organizational change of a public listed corporation: Hong Kong Broadband Network |
| title_full | A case study of the critical success factors for organizational change of a public listed corporation: Hong Kong Broadband Network |
| title_fullStr | A case study of the critical success factors for organizational change of a public listed corporation: Hong Kong Broadband Network |
| title_full_unstemmed | A case study of the critical success factors for organizational change of a public listed corporation: Hong Kong Broadband Network |
| title_short | A case study of the critical success factors for organizational change of a public listed corporation: Hong Kong Broadband Network |
| title_sort | case study of the critical success factors for organizational change of a public listed corporation hong kong broadband network |
| topic | communication organizational commitment transformational leadership motivation discipline action talent culture knowing doing gap |
| url | https://www.emerald.com/insight/content/doi/10.1108/PAP-10-2018-010/full/pdf?title=a-case-study-of-the-critical-success-factors-for-organizational-change-of-a-public-listed-corporation-hong-kong-broadband-network |
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