Twenty-first International Conference on Knowledge, Culture, and Change in Organizations

Abstract

The first two decades of the twenty-first century has included a high velocity of change in social economy and communication technology (Herscovitch & Meyer, 2002; Cascio, 1995; Doz & Kosonen, 2010). Several concepts of management become either irrelevant or obsolete (Drucker, 1994; Grove, 1999). Moreover, the future well-being of humans is increasingly challenging with the emergence of new technology and innovations such as artificial intelligence (AI), and robotic technology that can replace human in several aspects including probably organizational change’s action taking. Organizational change should be pluralism entailing engagement between social science and management research on change and innovation (Pettigrew, Woodman & Cameron, 2001), and require alternative models and theories (Morrison & Milliken, 2000). Unfortunately, studies showed that approximately 70% of highly impacted organizational changes failed and many managers do not know how to execute changes effectively (Smith, 2002; Rosenberg & Mosca, 2011). Therefore, to ascertain the success of major change efforts, organizational changes should start from effective individual self-change (Thammatucharee, 2010). This paper aims to propose a new construct of holistic self-change concept to enhance the effectiveness of change efforts based on the framework using self-forced actions and action value as the central idea. This concept has also been developed from the modification and extension of revised model of Bird’s (1988) contexts of entrepreneurial intentionality by Boyd & Vozikis (1994).