Abstract
Constant organizational changes and simultaneous confrontation with different ‘rationalities' of their stakeholders have become a new 'normality' in social work management organizations. This chapter addresses the design, implementation, and sustainable development of an innovative transformation framework of leading digital change consisting of four interrelated phases: (1) identification of the demand for change, (2) development of a digital change strategy, (3) implementation of digital transformation, and (4) monitoring and optimization. This framework can be applied at the level of individual change agents, change programs and initiatives, and to the organization itself. Future research needs to discuss benefits and drawbacks to related challenges in its implementation that require organizational learning, the replacement of old management practices, the development of new digital literacy skills and leadership competencies, and the facilitation of personnel development to mobilize the staff to enact changes in their behavior, values, and attitudes in volatile environments and uncertain times.
TopHybridity And Multirationality In Social Work Institutions As Theoretical Background
In Germany, social work organizations may take different forms: “(1) state agencies and administrations, that can act both as funding partner and provider of services, (2) welfare organizations and (3) social economy enterprises, whereby in practice, different hybrid forms of the latter ideal types occur” (Schiffauer & Seelmeyer, 2021, p. 134). As ‘hybrid organizations’ (Denis et al., 2015), social work institutions form enterprises across sector boundaries in which different, mutually dependent values, logics, and action orientations of the respective stakeholders have a significant influence on organizational control. In Germany, they are often confronted with a multitude of competitors in a generally limited ‘social market,’ the so-called ‘third sector’ beyond the state, society, and market (Arnold et al., 2017, p. 46): “Hybridity is not, therefore, any mixture of features from different sectors, but according to this view, is about fundamental and distinctly different governance and operational principles in each sector” (Billis, 2010, p.3).
Key Terms in this Chapter
Social Work Organizations: They were created to provide social services in order to address the needs of individuals, groups, and communities.
Promoters: These are people who actively and intensively promote an innovation process or change process with the use of special commitment by reducing and overcoming barriers of will and ability of employees.
Change Management: Change management is generally understood as a structure approach and part of leadership competencies to prepare, support and implement changes in an organization as well as to accompany individuals in the process of organizational development.
Digital Leadership: Digital leadership as a long-term perspective that leverages available resources to improve and implement anticipating changes within an organizations’ culture aims at a common digital competence based on which future concepts can be applied and developed.
Digital Transformation: This refers to an ongoing process of change rooted in digital technologies that specifically affects organizations in social, economic, cultural, and legal terms.