Computational Analysis of Transformational Organisational Change with Focus on Organisational Culture and Organisational Learning: An Adaptive Dynamical Systems Modeling Approach

Transformative Organisational ChangeTransformative organisational change becomes more and more significant both practically and academically, especially in the contextContext of organisational cultureOrganisational culture and learningLearning. However computational modelingComputational modeling and formalization of organisational changeOrganisational change and learningLearning processes are still largely unexplored. This chapter aims to provide an adaptive network modelAdaptive network models of transformative organisational changeTransformative organisational change and translate a selection of organisational learningOrganisational learning and change processes into computationally modeled processes. Additionally, it sets out to connect the dynamicDynamics systems view of organisationsOrganisation to self-modeling networkNetwork models. The creation of the model and the implemented mechanismsMechanism of organisational processes are based on extrapolations of an extensive literature study and grounded in related work in this field, and then applied to a specified hospital-related case scenario in the contextContext of safety cultureSafety culture. The model was evaluated by running several simulations and variations thereof. The results of these were investigated by qualitative analysis and comparison to expected emergentEmergent behaviourBehaviour based on related available academic literature. The simulations performed confirmed the occurrence of an organisational transformational changeTransformational change towards a constant learning cultureLearning culture by offering repeated and effective learningLearning and changes to organisational processes. ObservationsObservation about various interplaysInterplay and effects of the mechanismMechanism have been made, and they exposed that acceptance of mistakesMistake as a part of learning cultureLearning culture facilitates transformational changeTransformational change and may foster sustainable change in the long run.. Further, the model confirmed that the self-modeling networkNetwork model approach applies to a dynamicDynamics systems view of organisationsOrganisation and a systems perspective of organisational changeOrganisational change. The created model offers the basis for the further creation of self-modeling networkNetwork models within the field of transformative organisational changeTransformative organisational change and the translated mechanismsMechanism of this model can further be extracted and reused in a forthcoming academic exploration of this field.