What is the impact of rapid environmental changes on organizations? DISCUSSION F

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What is the impact of rapid environmental changes on organizations?
DISCUSSION FORUM WEEKLY DISCUSSION POST: Your initial discussion is 200 word minimum. Please respond to 2 classmates (50 words each minimum). REFERENCES: All references must be listed at the bottom of the submission–in APA format.
(continued) Be sure to use the headers in your submission to ensure that all aspects of the
assignment are completed as required.
Any form of plagiarism, including cutting and pasting, will result in zero points for the entire
assignment.
Here you have the work of my 2 classmates so that you can reply to them as required by the instructions (you can also use their work as a sample/inspiration to complete your own work):
FIRST CLASSMATE’S NAME: MIKAL
The impact of rapid environmental changes on organizations is significant, requiring them to adapt to a VUCA (volatility, uncertainty, complexity, and ambiguity) environment. These changes were intensified by the 4th industrial revolution, pushing organizations to innovate to remain competitive. Failure to adapt can result in being outperformed by competitors (Sung & Kim, 2021). To manage these changes, organizations must embrace innovation, which helps them navigate the complexities of the modern business landscape. Both public and private sectors need to adopt innovative strategies to enhance performance and ensure sustainability (Sung & Kim, 2021). Effective change management is crucial for adjusting to rapid changes. This involves clear organizational goals, strong leadership, employee involvement, open communication, and providing necessary training and education for employees. Encouraging innovative behavior among employees is also essential for successful adaptation, as it fosters an environment that supports change and bridges the gap between change management and organizational innovation (Sung & Kim, 2021).
Rapid changes present both risks and opportunities. Unprepared organizations may face crises, while proactive ones can leverage these changes for growth. By effectively managing change and fostering innovation, organizations can turn potential threats into opportunities (Levkovskyi, Betzwieser, Löffler, & Wittges, 2020). In summary, organizations need robust change management, innovative behavior, and strong leadership to handle rapid environmental changes. Embracing innovation and adapting to VUCA conditions are key to maintaining competitiveness and achieving long-term success (Sung & Kim, 2021).
References
Levkovskyi, B., Betzwieser, B., Löffler, A., & Wittges, H. (2020). Why Do Or Why Do Organizations Change? A Liter ganizations Change? A Literature Review on Driv view on Drivers. AIS , 25.
Sung, W., & Kim, C. (2021). A Study on the Effect of Change Management on Organizational Innovation: Focusing on the Mediating Effect of Members’ Innovative Behavior. Sustainability, 13(2). doi:https://doi.org/10.3390/su13042079
SECOND CLASSMATE’S NAME: CHATROS
Due to rapid change in the environment, organizations are impacted by the adaptations in strategies and operations. According to Burnes (2004), organizations need to develop resilience to respond effectively to the changes like technological improvements, regulatory shifts and economic fluctuations. Moreover, Pettigrew, Woodman, and Cameron (2001) highlighted that the organizations who experience rapid environmental shifts face uncertainty and complexity that proves have major hurdles for resources. Firms who foster a culture of continuous learning and innovation thrive even if its volatile. There needs to be continuous adaptations by firms to have a long lasting effect so that there is no harm to the environment. References:
Burnes, B. (2004). Kurt Lewin and the planned approach to change: A re-appraisal. Journal of Management Studies, 41(6), 977-1002. https://doi.org/10.1111/j.1467-6486.2004.00463.x
Pettigrew, A. M., Woodman, R. W., & Cameron, K. S. (2001). Studying organizational change and development: Challenges for future research. Academy of Management Journal, 44(4), 697-713. https://doi.org/10.5465/3069411

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