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• W2899784060 abstract "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." @default.
• W2899784060 created "2018-11-16" @default.
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• W2899784060 date "2018-11-07" @default.
• W2899784060 modified "2023-09-26" @default.
• W2899784060 title "A case study of the critical success factors for organizational change of a public listed corporation" @default.
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• W2899784060 doi "https://doi.org/10.1108/pap-10-2018-010" @default.
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