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Change Management: From Theory to Practice
Abstract
This article presents a set of change management strategies found across several models and frameworks and identifies how frequently change management practitioners implement these strategies in practice. We searched the literature to identify 15 common strategies found in 16 different change management models and frameworks. We also created a questionnaire based on the literature and distributed it to change management practitioners. Findings suggest that strategies related to communication, stakeholder involvement, encouragement, organizational culture, vision, and mission should be used when implementing organizational change.
... Change management adalah fenomena atau situasi yang harus dihadapi oleh semua organisasi, akan tetapi tidak semua orang bersedia menerima perubahan di lingkungan kerja, sehingga seringkali muncul resistensi atau penolakan terhadap perubahan tersebut (Phillips & Klein, 2023). Perubahan dalam pengelolaan organisasi sektor publik menjadi sangat penting, terutama dalam konteks kebutuhan masyarakat dan dunia yang dipengaruhi oleh globalisasi. ...
... H3: Change management memperkuat pengaruh SPIP terhadap akuntabilitas kinerja pemerintah daerah. Phillips & Klein (2023) mendefinisikan perubahan sebagai aturan dan harapan yang harus dipenuhi oleh organisasi agar dapat bertahan dan meraih kesuksesan. Perubahan ini digambarkan sebagai pengamatan empiris terhadap bentuk, kualitas, atau kondisi organisasi dari waktu ke waktu. ...
... H4: Change management memperkuat pengaruh transparansi terhadap akuntabilitas kinerja pemerintah daerah. Pergantian kepemimpinan merupakan kondisi dimana suatu organisasi mengalami perubahan posisi, jabatan, tempat, atau pekerjaan yang dilakukan terhadap pimpinan, baik secara horizontal maupun vertikal dalam organisasi (Phillips & Klein, 2023). Pergantian kepemimpinan merupakan momen yang rentan terhadap terjadinya ketidaksinambungan dalam laju organisasi. ...
Pertanggungjawaban kinerja pemerintah daerah melalui akuntabilitas kinerja masih lemah karena kurangnya komitmen dan ketidaksinkronan regulasi. Tujuan penelitian ini adalah menguji pengaruh Sistem Pengendalian Internal Pemerintah (SPIP) dan transparansi terhadap akuntabilitas kinerja pemerintah daerah dengan change management dan pergantian kepemimpinan sebagai pemoderasi. Penelitian ini menggunakan 65 responden pegawai pemerintah Kabupaten Pringsewu yang terlibat dalam penyusunan Sistem Akuntabilitas Kinerja Instansi Pemerintah (SAKIP). Analisis dilakukan dengan model struktural menggunakan metode SEM-PLS. Hasil penelitian ini menunjukkan bahwa SPIP berpengaruh positif terhadap akuntabilitas kinerja dan change management terbukti dapat memperkuat pengaruh SPIP terhadap akuntabilitas kinerja. Selain itu, pergantian kepemimpinan memperkuat pengaruh transparansi terhadap akuntabilitas kinerja pemerintah daerah. Hasil penelitian ini memberikan wawasan penting untuk pemerintah daerah dalam meningkatkan akuntabilitas kinerja pemerintah.
... (Nyekazi & Usip, 2023) This change mainly focus on utilizing the current manpower, process development, implement new technologies and apply automation, review and reshaping mission and business objectives, restructure internal organization structure, changing employees behaviors, aligning and harmonize between the all stakeholders to work towards achieving the desired or aimed organization goals. (Kimhi et al., 2019); (Nyekazi & Usip, 2023); (Daniel, 2019); (Phillips & Klein, 2023). ...
... The organization performance is the sound of judgment of business leaders in how the current actions and decisions will affect the future organization results or goals, it is the set of Commented [SE3]: Do not scan figures.. Either redraw or explain in words tools, parameters, and approaches that the organization uses to measure performance and individual contribution to the business (Kimhi et al., 2019), it could be defined in six elements of qualified governance system, relationship with all parties of internal and external stakeholders (Phillips & Klein, 2023), furthermore, considering the strong operational and strategic plans, awarding excellence awards and recognition, maintain client satisfaction and the overall organization performance plays a vital role in defining organization performance (Najm & Alhmeidiyeen, 2015). ...
... People accept change when they participate in the change, know the direction and the vision and being a part of the change, on the other hand resist the change when they way of communicating the change, handling, supporting, and involving done in a wrong way (Elijah & Muathe, 2016); (Daniel, 2019). The organizations shall shift to contemporary management instead of leading by the old or the traditional ways, conduct strategic direction evaluation on a regular basis (Elijah & Muathe, 2016;Errida & Lotfi, 2021), the organizations shall reform the reasons that affect employees performance as in order to achieve the desired strategic goal, the business leaders have to count on the employees performance because the changes that takes place today tomorrow will be changed, the market leaders have to be ready all the time to make the right decisions and prepare their employees to survive in this world by sharping their skills and make them ready to accept and survive in the various changes (Ali & Hassan, 2022;Phillips & Klein, 2023). The managers require comprehensive and structured change programs that go beyond addressing immediate challenges and are not limited to fragmented and ad-hoc approaches (Daniel, 2019). ...
“Everything changes and nothing stands still” (Najm & Alhmeidiyeen, 2015, p. 185), today’s world is running in a very dynamic way and the wheel never stops as in the last fifty years nothing still or remains in the business as the same (Nyekazi & Usip, 2023; Smith et al., 2015), there’s an unpredictable change in the preferences of customers that changes between day and another (Kimhi et al., 2019; Mabasa & Flotman, 2022), In contrast, it is easy to bring the change, but it is hard to make it works and sustain it (Mehreen et al., 2020), and it is obvious the change is crucial and it is unavoidable and the organizations have to find a way to deal with it (Daniel, 2019).
Change management happens in various ways; the acceleration of every aspect of change in today’s business especially in the technological field along with the spread of the concepts of big data, artificial intelligence, and robotics as they become major these days, the current world is focusing on the change rather than being stable to satisfy customer needs in order to sustain the business and to compete in the market, accordingly, this became the usual way of daily business life and became normal (Nduhura et al., 2022); (Al-Jaradat et al., 2013).
... We report as important results of our paper (1) practitioner (i.e., in teaching) oriented guidelines for the use of case studies as effective class materials in change management education, (2) the identification of recurrent themes of change management practice and theory (Phillips and Klein, 2023), grounding our research in a qualitative analysis of case studies with instructional purpose and finally (3) demonstrating that without an in depth practice-oriented curriculum, catalyzed through the (pro)activ ONLINE JOURNAL MODELLING THE NEW EUROPE NO. 44 / 2024 organizations in the future. ...
... They have left their previous working pattern and are dominated by a wave of uncertainty. Consequently, leadership should give the change a direction and explain the reasons why these actions are necessary (Phillips and Klein, 2023). ...
... success of a company largely depends on the relationship between the people in an organization(Phillips and Klein, 2023). Namely, people should form a real team, build trust and empathy, and have common goals. ...
The present paper reveals a qualitative exploratory study of change management processes in either reorganization measures or system changes in German companies. The empirical endeavor deals with the content analysis of four descriptive case studies in the field of change management, built with and promoted for instructional purposes. Our results may serve as incentives for change management practitioners (i.e., change agents, project managers, coaches, and trainers) and scholars aiming the change management field of study and its related disciplines. We thus, encourage firstly, (1) the use of instructional case studies while teaching and learning about change and secondly, (2) the intensification of qualitative research endeavors, which offer an in depth understanding of the organizational mechanisms and flows
... However, the difficulties reported in embracing changes may stem from inefficiencies in the indirect relationship within the QCC hierarchy, a lack of direct support, or insufficient communication channels. Implementing structured change management activities can help overcome these barriers and improve adoption [45]. ...
... However, managing these issues is essential because of the frequent QCC cycles and dynamic nature of the external market environment. Effective change management strategies, including clear communication, a strong culture, and proper support and training, can help mitigate obstacles and ensure smoother transitions [45]. Opportunities for improvement have also been identified during the interview. ...
Quality control circles (QCCs) are a proven method for fostering continuous improvement through employee involvement. However, the implementation process and organizational impact of QCCs in the food industry remain underexplored. This case study evaluates the implementation of QCCs by examining the benefits and challenges perceived by employees and managers, assessing QCC alignment with ISO standards, and providing actionable recommendations to optimize QCC implementation. Using a mixed-methods approach, the employee findings indicate that QCCs promote continuous improvement, enhance productivity, foster a positive culture of quality, and strengthen engagement and responsibility for product and process quality. Employees felt that their ideas were valued and that they received constructive feedback from leadership. However, they also identified challenges related to training and resource availability. From a managerial perspective, the ISO diagnostic tool revealed a 78.28% compliance rate with the QCC program planning, quality procedures, action plans, quality management system alignment, and documentation. Non-conformities included insufficient monitoring solutions, absence of effectiveness indicators, lack of risk assessments, and insufficient resources. Although managers acknowledged benefits such as improved engagement and communication, challenges such as limited human resources, high demand, and resistance to change were also noted. This paper concludes with recommendations for enhancing future QCC cycles and for creating a structured implementation process.
... Furthermore, the study revealed the complexities of curriculum management and resistance, emphasizing the need for strategic approaches to managing both curriculum transformations and resistance from staff. The findings also aligned with contemporary literature on change management and educational leadership, which explains how one leader's view of change shapes directions for change management implementation (Cameron & Green, 2019;Phillips & Klein, 2023;Tang, 2019). ...
... This was aligned with contemporary views on change management that posit change as a catalyst for development rather than a disruptive force (Skarin & Nilsson, 2022). Likewise, the emphasis on empathy and support reflects a broader trend in leadership research that recognizes the importance of emotional intelligence and cultural sensitivity in managing diverse teams (Phillips & Klein, 2023). ...
Perceptions of change management strategies were explored among Filipino educational leaders working in multinational institutions in Thailand and the United Arab Emirates (UAE). The views of three leaders were examined through a multiple case study approach. A participant from Thailand emphasized resilience and strict adherence to policy within a challenging cultural context. Contrastingly, another Thailand participant spoke of the need for empathetic leadership and proactive acceptance of change, while the participant from the UAE viewed change management as a comprehensive framework necessitating leadership as its driving force. The findings revealed that while a leader may focus on maintaining consistency amid policy changes, leaders may also advocate for an adaptive and supportive environment. This research indicated the critical need for culturally sensitive leadership and adaptive strategies in managing change, offering new insights into the interplay between leadership styles and change management in diverse educational settings. Furthermore, the findings challenge existing theories by highlighting the success of varied approaches to change management in different cultural contexts. The importance of empathy and flexibility in effective leadership was also accentuated.
... Addressing these challenges through effective change management strategies is crucial for ensuring a smooth transition and maximizing the benefits of new technologies. When managed well, the adoption of advanced technologies can position an organization at the forefront of its industry, providing a substantial competitive advantage and driving sustainable long-term growth (Phillips & Klein, 2023). Organizations that successfully navigate the complexities of technology adoption not only improve their operational capabilities but also enhance their ability to respond to market demands and innovate continually. ...
... This indicates that the adoption of advanced technologies only contributes meaningfully to competitive advantage when supported by effective change management practices. Previous research has similarly identified that technology implementation requires not just the tools themselves but a well-managed process of organizational change to ensure these tools are utilized effectively (Phillips & Klein, 2023). This finding highlights the need for organizations to prioritize change management when adopting new technologies to fully realize their potential for driving competitive success. ...
This study investigates the impact of advanced technology adoption on competitive advantage at PT HM Sampoerna Tbk, focusing on the roles of change management and strategic alignment. Utilizing a quantitative research design with random sampling of 75 employees and analyzing data through Smart PLS, the research reveals that advanced technology adoption significantly enhances competitive advantage with a path coefficient of 0.60. Change management is identified as a critical mediator, with a significant indirect effect of 0.23, highlighting its importance in maximizing the benefits of technological advancements. Strategic alignment also influences competitive advantage, though its indirect effect through change management is marginally significant at 0.16. The findings underscore the necessity for organizations to effectively align technology adoption with strategic objectives and manage change processes to fully capitalize on technological innovations for sustained competitive success.
... [9] posits that change agents play a vital role in prompting the organization to critically assess broader changes. [10] identify external factors that may influence change, including management practices, competition, customer preferences, and technological advancements. In addition, internal pressures can stem from various sources, such as service and product issues, lost business opportunities, emerging markets, organizational shifts, workforce dissatisfaction, new cultural practices, and interpersonal conflicts among diverse personnel. ...
In the current business landscape, organizations face various challenges, with one of the most pressing being the necessity to improve performance. As organizations adapt to a rapidly changing environment, the ability to facilitate performance enhancements during periods of change is crucial for achieving long-term success. Additionally, the ongoing advancement of technology, evolving consumer behaviours, and introducing new regulatory frameworks require organizations to effectively manage the complexities arising from these swift transformations. Considering this, the objective of this study was to examine the impact of change management on employee performance. To accomplish this, an integrative review was conducted, which began by defining the concept of change and exploring the motivations behind it. Furthermore, the study discusses various perspectives on the organizational management concept of employee performance and assesses the effects of change management on employees. The findings reveal that change can harm employees, particularly regarding motivation and job satisfaction. Conversely, the results indicate that well-designed and effectively executed change management strategies can have a positive impact on employee performance and help reduce turnover.
... Establishing a formal approval process will ensure that all team members are aligned on changes and their implications. [18], [19], [20]. ...
This paper looks at how the FitSM framework, together with Socio-Technical Systems (STS) theory, can help improve IT Service Management (ITSM) in a small software development firm. Limited resources often cause small businesses to manage services inefficiently, which leads to inconsistent delivery and dissatisfaction among clients. The study focuses on a single software company in Jakarta, where ITSM processes like incident management, change management, and configuration management were assessed. The research involved interviews with key staff, an evaluation of current practices, and a gap analysis to identify areas needing improvement. The results show that most processes are at an early stage, with some progress in Configuration Management. By using FitSM’s structured approach and addressing teamwork and communication issues through STS theory, the company can improve service reliability and efficiency. The study concludes that combining FitSM with socio-technical principles provides a practical solution for small companies to enhance their ITSM practices and overall service quality.
... A phased implementation strategy also aligns with recent research emphasizing the value of transparent communication and hands-on training during technological transitions. For example, Phillips and Klein [116] highlight that training programs and open communication alleviate uncertainty and foster trust. Furthermore, providing opportunities for feedback ensures that employees feel supported throughout the transition process, mitigating the shadow side of AI anxiety [100]. ...
The current study examines the psychological factors shaping AI adoption, focusing on anxiety, motivation, and dependency. It identifies two dimensions of AI anxiety: anticipatory anxiety, driven by fears of future disruptions, and annihilation anxiety, reflecting existential concerns about human identity and autonomy. We demonstrate a U-shaped relationship between AI anxiety and usage, where moderate engagement reduces anxiety, and high or low levels increase it. Perceived utility, interest, and attainment significantly correlate with AI engagement, while frequent AI usage is linked to high dependency but not to anxiety. These findings highlight the dual role of psychological factors in hindering and alleviating AI usage. This study enriches the understanding of emotional and motivational drivers in AI adoption and highlights the importance of balanced implementation strategies to foster sustainable and effective AI integration while mitigating the risks of over-reliance.
... Given that change and development have become an urgent necessity that falls on the shoulders of institutions, in order to keep pace with the various changes, it is an extremely important administrative requirement [22]. Change does not mean that transformation that occurs in a random, unorganized manner as a result of the emergence of emergency circumstances, rather, this is pre-planned work [23], which is carried out based on scientific principles, taking into account the current reality of the institution and the strategic objectives set, thus enhancing the SP of the institution [24]. The changes that occur surrounding organizations require the use of appropriate methods and techniques to deal with them based on careful study and sound planning, while providing the necessary capabilities, and choosing the appropriate time to bring them about because random change does not achieve the desired goals [23,25]. ...
This study aims to identify the impact of strategic leadership (SL) in enhancing strategic performance (SP) using the balanced scorecard (BSC) approach in Jordanian higher education institutions. In addition to identifying what change management (CM) can provide in explaining the role of SL in enhancing SP. The study population consisted of all official universities in Jordan, which numbered (11) official universities. The study followed a comprehensive survey method, where questionnaires were distributed to all official universities. The sampling unit consisted of deans of colleges in official Jordanian universities. The sample size was 350 respondents. The recovered questionnaires were (238) questionnaires. The results of analyzing the study data indicated that there was an effect for all dimensions of SL on SP. The study also found that all dimensions of SL affect SP in Jordanian official universities. Finally, the results of the data analysis indicated that the CM variable plays a mediating role in the impact of SL on SP. Based on the results, the study recommends the need for Jordanian official universities to pay attention to strengthening aspects of SL among current and future leaders and raising them to higher levels.
... (1) Intelligence in carrying out work, namely attitudes, ability to think, understand ideas broadly about various knowledge, and solve various problems that can help an employee when they encounter problems that occur in the work environment (Phillips & Klein, 2023). (2) Creativity in completing work, namely the attitude of a person's ability to find ideas in a unique form that they do not yet have or are different from others. ...
Research in the field of HRM, in improving public service performance at PT. Hutan Sawit Lestari, Central Kalimantan Province. The important role of mediating effectiveness of Green HRM and change management in improving performance, based on TPB theory as the main foundation in achieving performance and developing the abilities of employees who are productive, skilled and creative in the work environment and work relationships. The research was conducted quantitatively with questionnaires to 50 employees and analyzed with Smart PLS 3.0, the results showed significant and positive green human resource management and change management as skill strategies in improving performance with skills, creativity, knowledge and change management to improve performance. The implications of the results show that green HRM and change management can be an HRM management strategy in increasing the effectiveness of performance.
... Researchers have investigated the positive impact of various dimensions of WSs on performance. They highlighted the apparent role of WSs and performance (Phillips & Klein, 2023;Beer et al., 2023). HPWSs improve work behavior (Khattak et al., 2023). ...
This mixed methods explanatory sequential research study investigated the impact of structural OD interventions on organizational performance. We used a stratified random probability technique for a quantitative analysis to select 800 firms from those listed with the Securities and Exchange Commission of Pakistan (SECP). We employed SPSS to conduct the regression analysis and calculated values of regression coefficient β, t-statistic, and p-values, adjusted R2 and F-statistic. We conducted the mediation analysis and Sobel and Goodman tests to confirm the mediation among variables. The confirmatory factor analysis (CFA) is conducted to tests how the measured variables represent the number of constructs. We conducted a focus group of ten OD experts to collect the qualitative data, conduct thematic analysis, and extracted useful themes. We merged the quantitative and qualitative findings. The study concluded that structural OD interventions are strategically important for organizational performance and employee development. The findings encouraged the corporate planners to create OD interventions that are both effective and perform strongly.
... Adoption challenges must be addressed effectively, with a significant emphasis on user assistance and training, resource allocation, and change management techniques. Clear communication, stakeholder engagement, and creating a vision for an organizational culture that is supportive of ICT adoption are all vital components of change management and effective leadership's role in overcoming resistance [80]. Furthermore, crucial strategies for minimizing skill gaps include comprehensive training programs that inspire confidence and competence, resulting in a simpler adoption process. ...
Organizations today depend increasingly on the effective adoption of Information and Communication Technology (ICT) to ensure sustainable growth in a competitive global landscape. However, research on the internal factors influencing successful ICT adoption, especially through case studies, remains limited. This study seeks to address this gap by exploring the internal factors such as organizational culture, leadership styles, employee attitudes, resource availability, user perceptions, and peer influence that drive ICT adoption and align with organizational strategies. Drawing on a literature review and qualitative case study analysis of peer-reviewed articles, books, and reports published from 2003 to 2024, the study examines how these factors impact ICT integration and contribute to long-term success. Case studies from leading organizations illustrate how ICT strategies are implemented effectively in diverse contexts. The study is guided by theoretical frameworks, including Innovation Diffusion Theory (IDT) and the Technology Acceptance Model (TAM), extending their application to internal organizational dynamics. The findings extend existing theoretical frameworks such as Innovation Diffusion Theory (IDT) and Technology Acceptance Model (TAM) by applying them to internal organizational contexts, illustrating the role of leadership, culture, and resources in ICT adoption. Practically, this study provides recommendations for developing an ICT-driven culture, aligning technology initiatives with strategic goals, and investing in infrastructure to overcome adoption barriers and create sustainable technological progress in a globalized society.
... The implementation of an effective approach to managing adaptation to change in enterprises enables enterprises to enhance their capacity to adapt to the global market, thereby conferring a competitive advantage (Janakova et al., 2022;Khussainova et al., 2024). The implementation of changes is a necessary condition for the gradual development and survival of enterprises in the market (Phillips et al., 2023). ...
... In the context of globalization, the existence of multilingual, multicultural, multireligious societies is a fact. Like all organizations, teachers need to change and adapt to changing social conditions in order to survive (Phillips & Klein, 2023). In this direction, the assumption of a leading role by school principals is imperative. ...
The war in Ukraine that began on 24 February 2022, continues to occupy public opinion with undiminished interest while causing catastrophic consequences in many areas of human life. The education system is an important link in the social chain that influences and is influenced by others, as an open dynamic system. Slovakia became a member state of the European Union in 2004, 11 years after its peaceful separation from the former Czechoslovakia in 1993. In the existing literature, there is a research gap that relates the historical past of the country to current political developments in the context of creating inclusive education pedagogical practices. Hence, the purpose of this research is to present and analyze the implementation of educational actions in the general framework of ethical leadership for the management of diversity in Slovakia. The qualitative method was used to collect the data with the tool of semi-structured interviews. The study group is made up of nine (9) school leaders. The findings of this study confirm the presence of a large number of students from foreign countries, especially from Ukraine and the different attitudes of school leaders on issues of approaching diversity in a bureaucratic system of education administration.
... O cenário pandêmico é confirmado por Meirelles (2021) como acentuando em investimentos em tecnologia, porém critica-se a burocracia, a aversão ao risco e a inflexibilidade à mudança, por vezes em um ritmo lento, frente à velocidade de mudança do comportamento do usuário (Gartner, 2021). Já que o controle dos processos de mudança pode exceder o limite de risco do negócio (Phillips & Klein, 2023). Isto posto, este estudo teve como objetivo investigar e comparar a transição de metodologias em gestão de projetos em uma organização bancária, incorporando práticas ágeis. ...
Este estudo tem como objetivo investigar e comparar a transição de metodologias em gestão de projetos em uma organização bancária, incorporando práticas ágeis. Compreende-se, nesse estudo, que os bancos que já nascem em uma estrutura digital teriam vantagens competitivas na implementação de novas metodologias, frente a bancos considerados tradicionais que, por vezes, estão na transição de metodologias de projetos preditivas para propostas mais ágeis. O fenômeno pesquisado é facilmente observado nas práticas de gestão em projetos, em canais digitais que evoluem de acordo com a necessidade dos clientes em relação a um mundo cada vez mais tecnológico. Por meio de uma pesquisa quali-quantitativa, na forma de um estudo de caso, esta pesquisa foi dividida em duas fases que utilizaram: (1) entrevista semiestruturada com gestores de projetos e (2) questionários com os desenvolvedores de projetos. Observou-se o emprego de práticas que entregam mais velocidade, adaptabilidade e competitividade aos bancos tradicionais frente à incorporação de tecnologias mobile. A pesquisa aponta que, no banco estudado, existe a utilização de práticas ágeis mesclada com práticas das metodologias preditivas. Entretanto, seu uso difere entre o grupo de desenvolvedores e o grupo de gestores, caracterizando um modelo híbrido de gestão de projetos.
... Furthermore, strategy influences leadership (Marx, 2015), along with stakeholder engagement since it serves as a means for the strategy to attain its objectives and to improve organisational performance (Hristov and Appolloni, 2022). Also, strategy affects organisational performance and transformation since change must be an integrated part of the organisations' strategy to facilitate their adaptation to new trends (Phillips and Klein, 2023). Additionally, nowadays sustainability has become a necessity, hence every organisation is called to integrate this aspect in its strategy in order to achieve sustainable value creation for its stakeholders and the organisation (Hart et al., 2003), Therefore, it can be argued Pinho et al. (2014), have revealed that organisational culture influences positively organisational performance and Kriemadis et al., (2012) argue that organizational culture plays a crucial role in every organization striving for effective organizational performance. ...
The purpose of this study is to explore the relationships between the criteria of the new European Foundation for Quality Management (EFQM) Model 2020 in the context of public administration services in Greece. The study reports the results of a pilot study using a structured questionnaire based on the EFQM 2020 self-assessment questionnaire and the model's logic, translated from English into Greek using the forward-backward method. Two focus groups were conducted to check the face validity of the questionnaire. Subsequently, the questionnaire was administered to 50 managers of administrative services in the Greek public sector. After data collection, the study conducts reliability tests, applies descriptive statistics for the demographics, and path analysis using regression analysis to investigate the relationships between the model's criteria. The study results indicate that the research tool is reliable, while the regression analyses reveal significant effects among most of the EFQM Model 2020 criteria. As this is a preliminary small-scale quantitative study, the results are not generalizable. Therefore, further large-scale research focusing on this topic could shed light and provide further evidence on the relationships among the criteria of the novel EFQM Model 2020.
... Indeks daya saing global juga menjadi indikator penting yang terpengaruh oleh tingkat inovasi sebuah negara. Menurut laporan World Bank, Indonesia mengalami penurunan dari posisi 32 menjadi posisi 40 dari total 63 negara dalam indeks daya saing global [6]. Untuk meningkatkan daya saingnya, pemerintah Indonesia telah menginisiasi gerakan reformasi birokrasi dengan menerbitkan Perpres nomor 81 tahun 2010 tentang Grand Desain Reformasi 2010-2025. ...
The decline in Indonesia's Global Innovation Index (GII) highlights the importance of fostering Change Management. In response, the government has initiated the Grand Design of Bureaucratic Reform, which emphasizes the importance of change management in achieving world-class governance. This study examines the influence of organizational culture, leadership, human capital, gender on change management at the Regional Civil Service Agency (BKD) of West Sumatra Province. The purpose of this study is to analyze the influence of Organizational Culture, Leadership, Human Capital, Gender on Change Management at the Regional Civil Service Agency of West Sumatra Province. In an era of globalization and rapid change, public sector organizations, face significant challenges in managing change to improve performance and service. This study aims to understand the extent to which organizational culture, leadership style, gender and human capital contribute to the success of change management. This study uses primary data obtained from respondents' answers in the form of filling out questionnaires via Google forms and direct questionnaire distribution. The data analysis technique uses the SEM-PLS method. The results of the study found that organizational culture has a positive and insignificant effect on change management at the Regional Personnel Agency of West Sumatra Province. Leadership has a positive and significant effect on change management at the Regional Personnel Agency of West Sumatra Province. Human capital has a positive and significant effect on change management at the Regional Personnel Agency of West Sumatra Province. Gender does not have a significant effect on change management at the Regional Personnel Agency of West Sumatra Province. The implications of these findings emphasize the importance of developing a supportive organizational culture, implementing an empowering and inspiring leadership style, and investing in employee competency development as key strategies to improve the effectiveness of change management in the public sector. This study provides valuable insights for practitioners and policy makers in designing appropriate interventions to strengthen change management in government organizations.
... (1) Intelligence in carrying out work, namely attitudes, ability to think, understand ideas broadly about various knowledge, and solve various problems that can help an employee when they encounter problems that occur in the work environment (Phillips & Klein, 2023). (2) Creativity in completing work, namely the attitude of a person's ability to find ideas in a unique form that they do not yet have or are different from others. ...
Research in the field of HRM, in improving public service performance at PT. Hutan Sawit Lestari, Central Kalimantan Province. The important role of mediating effectiveness of Green HRM and change management in improving performance, based on TPB theory as the main foundation in achieving performance and developing the abilities of employees who are productive, skilled and creative in the work environment and work relationships. The research was conducted quantitatively with questionnaires to 50 employees and analyzed with Smart PLS 3.0, the results showed significant and positive green human resource management and change management as skill strategies in improving performance with skills, creativity, knowledge and change management to improve performance. The implications of the results show that green HRM and change management can be an HRM management strategy in increasing the effectiveness of performance.
... This resource has been repeatedly shown to be imperative for successful change efforts. For example, Yue et al. (2019) have found that transformational leadership and communication were positively related to employee organizational trust, which in turn, positively influenced employee openness to change; and Phillips and Klein (2023) have suggested that change managers should provide organizational members with clear communication and information about the change. Quite from a different perspective, Petrou et al. (2018) have shown that while adequate change communication is related to improved job crafting behaviors for promotion focused employees, inadequate change communication is related to increased job crafting behaviors for prevention focused employees. ...
Purpose
Based on the job demands-resources theory, the objective of the current research is to investigate the influence of contextual (i.e. change information), as well as, personal (i.e. meaning-making) change resources on the perceived change uncertainty (PCU) and employee burnout (i.e. emotional exhaustion, cynicism, professional efficacy) relationship.
Design/methodology/approach
The paper examines (1) whether PCU is related to burnout, (2) the extent to which change information and meaning-making are directly associated with burnout and (3) whether change information and meaning-making moderate the relationship between PCU and employee burnout. The research data were collected (in three sequential phases) from 293 employees of a group of Luxury Hotels and Resorts located in Southern Greece that has undergone a major cultural change.
Findings
The research findings suggest that change information is related to exhaustion and cynicism, as well as, that meaning-making is directly related to all of the burnout components. Change information buffered the negative relationship between PCU and exhaustion and between PCU and cynicism. Meaning-making moderated the negative relationship between PCU and exhaustion.
Practical implications
The results support that leaders and managers will benefit significantly if they realize how important is to ensure that these change resources (i.e. change information and meaning-making) are in place during organizational changes and constantly evaluate the factors that can increase their employees’ well-being.
Originality/value
The originality of this study lies in the finding that change information moderated the negative relationship between PCU and exhaustion, as well as, PCU and cynicism; and that meaning-making moderated the negative relationship between PCU and exhaustion. Further, the study refers to the Greek tourism industry (9th in the word in terms of international tourist arrivals) which plays a pivotal role to the Greek economy. Finally, the research findings contribute to the uncertainty reduction theory, as well as, other related notions.
... Given that change and development have become an urgent necessity that falls on the shoulders of institutions, in order to keep pace with the various changes, it is an extremely important administrative requirement [22]. Change does not mean that transformation that occurs in a random, unorganized manner as a result of the emergence of emergency circumstances, rather, this is pre-planned work [23], which is carried out based on scientific principles, taking into account the current reality of the institution and the strategic objectives set, thus enhancing the SP of the institution [24]. The changes that occur surrounding organizations require the use of appropriate methods and techniques to deal with them based on careful study and sound planning, while providing the necessary capabilities, and choosing the appropriate time to bring them about because random change does not achieve the desired goals [23,25]. ...
... Training programs emphasizing SPBE benefits and skills acquisition were particularly successful. Challenges such as change aversion and inadequate infrastructure persisted, but strategic communication fostered openness and continuous improvement in addressing these issues.Common practices or strategies held by various organizations on change management has been conducted by(Phillips & Klein, 2023) and in their article mentioning several strategies which been taken by executives or change articulate change plan and received feedback to this matter. These strategies allowed change managers to overcome and dynamically modify their plan and change request to minimize any obstacles during change process initiated and employee embrace what changes it needs to be taken by organization. ...
This research delves into examining the significance of strategic communication in bolstering change management within the framework of Sistem Pemerintahan Berbasis Elektronik (SPBE) in Indonesia. Through the utilization of qualitative research methodologies, encompassing descriptive analysis and an exhaustive review of existing literature, the study seeks to pinpoint the pivotal factors that influence the effectiveness of SPBE endeavors. The results highlight that well-structured communication tactics, dedication from leadership, and active involvement of employees are crucial in mitigating resistance and harmonizing organizational aims with SPBE objectives. Moreover, the amalgamation of established change management models, such as ITIL v4 and ISO/IEC 20000, with SPBE directives, markedly enhances the efficiency of digital transformation projects. Additionally, the study recognizes prevalent obstacles, like insufficient infrastructure and disjointed coordination, and recommends the implementation of continual enhancements and flexible strategies to tackle these challenges. Lastly, the research puts forth suggestions for formulating specific SPBE change management protocols and advocates for further investigations into the effects of diverse communication approaches in different governmental settings.
... Our results generally align with conventional wisdom and scientific research outside of healthcare, increasing confidence in the findings. Team effectiveness and change management research in other types of organizations and settings (e.g., military, aviation, space exploration) [98][99][100][101][102][103] is largely converging. Overall, the literature was heterogeneous, and many studies lacked specificity regarding team composition and implementation activities and outcomes. ...
Background
Implementation of new practices in team-based settings requires teams to work together to respond to new demands and changing expectations. However, team constructs and team-based implementation approaches have received little attention in the implementation science literature. This systematic review summarizes empirical research examining associations between teamwork and implementation outcomes when evidence-based practices and other innovations are implemented in healthcare and human service settings.
Methods
We searched MEDLINE, CINAHL, APA PsycINFO and ERIC for peer-reviewed empirical articles published from January 2000 to March 2022. Additional articles were identified by searches of reference lists and a cited reference search for included articles (completed in February 2023). We selected studies using quantitative, qualitative, or mixed methods to examine associations between team constructs and implementation outcomes in healthcare and human service settings. We used the Mixed Methods Appraisal Tool to assess methodological quality/risk of bias and conducted a narrative synthesis of included studies. GRADE and GRADE-CERQual were used to assess the strength of the body of evidence.
Results
Searches identified 10,489 results. After review, 58 articles representing 55 studies were included. Relevant studies increased over time; 71% of articles were published after 2016. We were unable to generate estimates of effects for any quantitative associations because of very limited overlap in the reported associations between team variables and implementation outcomes. Qualitative findings with high confidence were: 1) Staffing shortages and turnover hinder implementation; 2) Adaptive team functioning (i.e., positive affective states, effective behavior processes, shared cognitive states) facilitates implementation and is associated with better implementation outcomes; Problems in team functioning (i.e., negative affective states, problematic behavioral processes, lack of shared cognitive states) act as barriers to implementation and are associated with poor implementation outcomes; and 3) Open, ongoing, and effective communication within teams facilitates implementation of new practices; poor communication is a barrier.
Conclusions
Teamwork matters for implementation. However, both team constructs and implementation outcomes were often poorly specified, and there was little overlap of team constructs and implementation outcomes studied in quantitative studies. Greater specificity and rigor are needed to understand how teamwork influences implementation processes and outcomes. We provide recommendations for improving the conceptualization, description, assessment, analysis, and interpretation of research on teams implementing innovations.
Trial registration
This systematic review was registered in PROSPERO, the international prospective register of systematic reviews. Registration number: CRD42020220168.
Yönetim araçları, temelde işletmelerin performanslarını artırmalarına yardımcı olan araçlardır. Çeşitli çevre koşullarında faaliyet gösteren işletmelerin her yöne aynı anda geliştirilmesi mümkün değildir. İşletmenin gelişiminde, öncelikli yönlerin belirlenerek hangi yönetim araçlarının uygulanması gerektiği yöneticiler için kritik bir karar problemidir. Bu araştırmada, Porter beş güç çerçevesi temelli çevre analizi ile gelişme yönlerinin tespiti ve buna dayanarak en doğru yönetim araçlarının seçimine yönelik bir çerçeve ortaya koyularak, bu karar problemine destek olunması amaçlanmaktadır. Bu doğrultuda çok kriterli karar verme (ÇKKV) yöntemlerinden Entropi ve TOPSIS kullanılmaktadır. Beş güç çerçevesinin önem ağırlıklarının belirlenmesi için Entropi yöntemi, en uygun yönetim aracının belirlenmesi için TOPSIS yöntemi kullanılmaktadır. Çalışma, beş güç çerçevesini ve modern yönetim araçlarını aynı bağlamda birleştirmesi bakımından güçlü ve özgün bir yaklaşıma sahiptir. Amaca yönelik uygulama, sağlık turizmi sektöründe sağlık aracı işletmelerine yönelik yapılmıştır. Araştırmada, işletmelere yönelik yol gösterici bulguların yanı sıra, bu algoritmanın uygulanmasına ilişkin ayrıntılı bir açıklama sunularak araştırmacıların bu metodolojiyi başka senaryolarda da yeniden üretmesine olanak tanınmaktadır. Sektör analizine yönelik sonuçlar, sektöre yeni girebilecek işletmelerin varlığının oluşturduğu tehdidin en güçlü kriter olduğuna işaret etmektedir. Yönetim aracı tercihine yönelik sonuçlar sırasıyla, çevik yönetim, toplam kalite yönetimi, dijital dönüşüm ve değişim yönetimi araçlarının sektör özelliklerine göre yüksek uygunluk değerine sahip olduğuna işaret etmektedir
Legal Operations is an emerging field aimed at enhancing the efficiency and effectiveness of legal departments and law firms by integrating modern management practices and technologies. This paper follows the framework of the Corporate Legal Operations Consortium (CLOC) to present the 12 key competencies, offering detailed insights, practical examples, and innovative technologies to improve operational practices. It serves as a guide for legal departments and practitioners to optimize their workflows and efficiency. Legal Ops, as it is often called, encompasses a range of interdisciplinary tasks designed to streamline legal consulting work. By combining legal knowledge with modern management methods, technologies, and process optimization, Legal Ops addresses the complexities of contemporary legal applications. The significance of Legal Ops has grown considerably in recent years, driven by the need for not only legal expertise but also the effective implementation of legal advice. This shift highlights the critical role of Legal Tech, particularly software that simplifies or eliminates repetitive tasks, thus enhancing overall productivity. Various organizations advocate for the standardization and structuring of Legal Ops, with CLOC's twelve core competencies gaining widespread recognition. These competencies serve as a foundational framework for efficient legal operations and are adopted internationally. While other organizations may have slight variations, CLOC's model remains a key reference for developing and assessing operational activities in the legal sector. This article provides a comprehensive overview of these twelve competencies, detailing their definitions and practical applications. It aims to encourage legal professionals to explore process optimization and offers an initial guide to the diverse possibilities available. It urges legal professionals to explore process optimization, offering a gateway to diverse possibilities. Integrating tools like Zero-based budgeting and AI driven Litigation analytics showcases the innovative shifts shaping Legal Ops today.
For many years there has been growing emphasis in Higher Educational Institutions (HEIs) on developing core employability skills among students, particularly in healthcare and business. Increasingly, employers’ demand technical skills and the need for graduates to be adaptable. The integration of Universal Employability Skills (UES) into curricula has become essential as HEIs respond to deeper and complex dynamics in the global educational environment. The drive toward internationalisation is influenced by globalisation factors, creating a demand for graduates who can operate effectively in diverse environments. HEIs face growing market competition compelling them to enhance their appeal to attract international students and maintain enrolment numbers amid changing demographics. The aim of this article is to critically evaluate UES and the competencies required by international students to compete in a global market. The essential skills aligned with key graduate attributes and industry demands are examined, including evaluation of their relevance and effectiveness in preparing students for diverse challenges in the workplace. This critical evaluation assesses the link between UES and the objectives of HEIs, identifying enhancements for integration into curricula. It offers recommendations to align essential skills with employability dimensions, ensuring graduates are better equipped to meet the demands of the global economy.
Education for all is one of the goals of sustainable development, but in order to ensure it globally, it is necessary to implement political goals at different levels and constructively and proactively manage changes in educational institutions. The implementation of inclusive education is a long-term process of educational transformation, the management of which is largely the responsibility of educational leaders. The purpose of the study is to analyze the experiences of school leaders in managing changes in inclusive education. Research methodology. The conducted research is based on the methodological approach of qualitative research, with the aim of obtaining the best possible understanding of the phenomena of reality through the research (Flick, 2018). The method of semi-structured interview was used for data collection. The research instrument was constructed on the basis of the analysis of scientific literature (Keles, 2024, Phillips, Klein, 2023, Struyf et al., 2022, Kauffman, 2020, Bortini et al., 2016, Hayes, 2014, etc.). The research was conducted in April-May 2024. The content analysis method was used for the analysis of research data. The study involved 35 heads of Lithuanian general education schools that provide primary, basic, and secondary education – principals, deputies, and heads of departments. The research ethics and data protection principles were followed during the research. The results of the study revealed that leaders of educational organizations associate the concept of inclusive education with the recognition of the individual needs and abilities of each student, the principles of equality and equal opportunities, and educational assistance. The positive attitudes of the heads of the institution towards inclusive education at the ideological, conceptual and value levels are noticeable, but the principles of inclusion are more actualized in the context of more severe disabilities and special needs. School leaders have a variety of experiences in building an inclusive school and managing change. In the process of creating a strategic inclusive culture, teachers experience unfavorable attitudes, various difficulties in organizing the basic educational process and ensuring educational assistance, monitoring limitations. Change management also becomes more complicated in additional managerial processes: there is a lack of cooperation and partnership between communities; insufficient competence of existing pedagogues and lack of educational staff; changes in inclusive governance are also held back by limited finances and poor infrastructure. The positive experiences of school leaders have been experienced by successfully mobilizing the school community’s cooperation, teamwork, and networking (creating a common network with schools, parents’ community, and other partners). In successful cases, when creating the culture of an inclusive school, managers also mention the effectiveness of educational support, the usefulness of teamwork, and the application of various methods closer to personalized child education in the educational process. School leaders name three main competences, the development of which they would like to pay more attention to in the context of creating an inclusive school: leadership of people, strategic and educational institution management, and partnership and cooperation competences. Heads of educational institutions during inclusive education change management improve the aforementioned competences in the form of professional learning and development – purposeful participation in events and short-term mobility projects, the content and activities of which can help expand partnership and cooperation, improve strategic and change management.
Leaders undertaking the effort to dismantle structural inqualities at the organizational level often find traditional professional development on diversity, equity, and inclusion to be limited in scope, rarely leading to meaningful organizational change. The Racial Equity, Diversity, and Inclusion (REDI) Movement was developed in 2020 by associates within a Midwest university research center to increase efforts toward the pursuit of a holistic, systems-level approach to equity, social justice, and inclusion. REDI now includes several interventions that prepare associates and their teams to advance racial justice and equity across four levels of the REDI Framework: Intrapersonal, Interpersonal, Institutional, and Societal. This case study investigates a team-based, voluntary pilot intervention within REDI known as the Equity Inventory Planning Process (EIPP), specifically targeting policy development to address structural racism at the institutional level. We piloted the EIPP with seven early care and education organizations following a year of strategic planning and consultation with the leading statewide Head Start association.
This paper explored factors for infusing change management practices in the public sector and gave recommendations for policy execution of technology. The Western Cape Department of Community Safety (DoCS) launched the Expanded Partnership Programme (EPP) in 2010, as provided for in section 206 of the Constitution to reorient social crime prevention by Community Policing Forums Educate and Share towards Monitoring Guided Actions to increase sustainability, the efficiency of Community Police Forums (CPFs), and the accountability of the police. Even with an investment of R18 million, participation levels were still low and there was no service delivery improvement by the police, thus the need for a change management was borne. The study pointed out the need of strategic methods such as Kotter's 8-Step Process, Prosci ADKAR, and McKinsey Influence Model to implement institutionalised changes. The research pursued a practical stance and therefore merged objectivist and constructivist positions with an abductive approach. Count data were collected through the use of a Likert scale questionnaire since it was quantitative in nature while qualitative data was obtained from semi-structured focus group discussions. Data analysis was performed using qualitative and quantitative methods such as descriptive statistics, Pearson's Chi-square, and content analysis, among others. The research findings highlighted key factors such as organizational culture, interests of stakeholders, politics, resources, and the external environment a determinants of change management. The creation of detailed guidelines that are supported by evidence to direct decision making, resource allocation and prioritisation of policies by the government was advocated for in the study. These findings closed the loop between the research academic domain and the practical field, and demonstrated clear steps towards improving accountability, transparency and adequacy of change implementation.
Government organizations are unprepared to sustain remote work post-COVID-19. Even though COVID-19 seems to be under control, organizations are still struggling with the aftermath of the pandemic and the need to sustain remote work. Challenges include lack of necessary information technology tools, software, technological skills, strategies for remote work, leadership skills, real-time communication, activity planning and program implementation, scheduling meetings, organizing childcare, managing caseloads, fostering team work, and effective supervision. A conceptual framework based on organizational adaptation theory guided this qualitative case study. Since the study was to ascertain how government organizations can sustain remote work post-COVID-19, semi-structured interviews were used to collect data from 12 government employees in Dallas Texas who worked remotely during COVID-19. Thematic analysis was conducted and. nine themes morphed from the study. The results highlighted the need for employee training and continuous organizational adaptation to the changing business environment.
This study explores how different stages of change management affect the performance of category A travel agencies transitioning to green practices. While previous research has examined the link between change management and performance, this study focuses on the specific impacts of sequential change management phases, especially within the context of eco-friendly shifts in travel agencies. This study depends on quantitative research techniques through using an online questionnaire disseminated to a target sample of 120 travel agencies category A operating in Cairo governorate, Egypt from February 2024 to March 2024 with 98 respondents representing 88% of the target sample. The study finds that primary motivations for adopting green changes include seeking competitive advantage, governmental incentives, following trends, and sustainability commitments. Pearson correlation analysis reveals positive relationships between change management phases and performance effectiveness, with change formulation showing the strongest correlation. Multiple regression analysis confirms the significant impact of each phase on performance, with change formulation being the most robust predictor. Various outcomes in this context are identified: change implementation and change evaluation are crucial for success, change formulation and change implementation are essential for organizational goals, cost-effectiveness depends on implementation, and creativity is influenced by change formulation and implementation. Sustainability efforts are driven by change formulation and learning. Implications include prioritizing formulation, focusing strategically on implementation, improving learning opportunities, addressing evaluation challenges, and embracing a comprehensive change management approach. These insights offer valuable guidance for travel agencies aiming to transition toward sustainability .
Through the lens of change management theory, this article focuses on transforming institutional culture at small institutions through grant opportunities. Federal discretionary grants, such as the Department of Education's Title III, Strengthening Institution Program (SIP), provide financial resources for new initiatives to improve student outcomes. Cultural shifts can be challenging at small institutions, where deep traditions and institutional inertia can create barriers to positive change. Initiative fatigue also can emerge, as staff and faculty carry multiple roles with limited resources while balancing increased grant reporting and recordkeeping requirements. Through an iterative assessment process resourced with grant funding, transformational cultural shifts can be leveraged while meeting grant objectives and establishing lasting change that will strengthen the institution and produce stronger student outcomes.
Over the past years, the construction sector has seen significant transformation driven by sustainability and change management, as most construction companies strive to lower emissions, be future-proof, and slow down the rate of climate change. While these two disciplines have distinct goals, they share essential principles. Both change management and sustainable project management emphasize addressing the environmental, social, and economic aspects while maintaining ethics, transparency, and stakeholder demands. According to previous studies, incorporating sustainability concepts into project management systems could enhance organizational value, risk control, cost savings, stakeholders’ relationships, and long-term value generation. In the context of change management, integrating sustainability into project management systems strives to ensure that initiatives are not only financially feasible but also socially and ecologically responsible. Despite previous research in those fields, further investigation and application of the implementation methodologies are still recommended. The main aim of this paper is to investigate the relationship between sustainability in the project management field, its relation to change management procedures, and how it could be beneficial for the implementation process in the construction industry. A constructive literature review was adapted to develop a potential primary framework for future implementation, which facilitates future attempts at construction organization implementation processes.
The purpose of this mixed-methods study was to understand how the Gabelli School of Business at Fordham University's academic and co-curricular interventions that led to a remote, virtual, and hybrid experience during the period of the COVID-19 Pandemic (March 2020 to May 2022) impacted student academic persistence and experience. Built on the Interpretative Phenomenological Awareness qualitative methodology, this chapter examined how the perceived student experience and student persistence were impacted by the pandemic in four specific areas: academic experience, community and social experience, academic persistence, and academic support resources. Students who were enrolled from May 2020 to March 2023 were invited to participate. The researchers found that enrollment and retention rates were maintained and identified three main takeaways from the qualitative responses: Community and engagement are critical, intentionality in building academic experiences matter, and student support systems need to connect in more meaningful ways to the institution.
This chapter's subject is integrating cognitive and anticipatory abilities, systems thinking proficiency, and social and emotional intelligence into sustainable management practices. The chapter examines the significance of proactive strategies in tackling the intricacies of economic, environmental, and social systems. Suggestions centre on frameworks for skill development, cultural alignment, and individual, team, and organizational progress to cultivate a dynamic learning environment. By adopting these principles, organizations can effectively navigate uncertainties, cultivate ethical leadership, and achieve sustainable outcomes.
Purpose
This study aims to identify the strategic leadership and change management used to obtain the Association to Advance Collegiate Schools of Business (AACSB) accreditations as well as the research development on AACSB in the past decade.
Design/methodology/approach
This study used a systematic literature review following Petticrew and Roberts’ study. The articles were limited to empirical studies published from 2013 to 2022, taken from the Dimensions AI database.
Findings
The findings suggested that two leadership styles were used to obtain AACSB accreditation: dominance-oriented transformational and financial leadership, alongside three traits of academic leaders: commitment, engagement and encouragement. Additionally, three change management models/processes were found in the articles: teaching evaluation framework, temporary isomorphism and authenticity. Finally, they discovered that the object of the studies on AACSB accreditation had been narrowed down from the organizational level to smaller objects consisting of schools’ identity, teaching, learning and business schools’ key players.
Research limitations/implications
As this study only used Dimensions AI, potential articles related to the topic outside the database could not be obtained. Thus, it limits the scope of the findings of this paper.
Practical implications
This study informs academic leaders in business schools about the role of strategic leadership and change management in obtaining AACSB accreditation.
Originality/value
Through a systematic scoping review, this study presented a decade of research development on AACSB in addition to the strategic leadership and change management needed to obtain it.
This chapter explores the critical significance of development and training initiatives in molding and impacting an organization's culture. Organizational culture significantly influences employee satisfaction and motivation, making training programs crucial for fostering and harmonizing cultural values. In this analysis, the authors explore the theoretical underpinnings of organizational culture and evaluate its influence on the conduct and productivity of employees. Then, they investigate various development and training strategies that can influence, reinforce, or effectively transform corporate culture. Practical insights and real-world case studies demonstrate organizations' effective utilization of training initiatives to advance their intended cultural attributes. This chapter emphasizes the significance of ensuring that training initiatives align with the organization's overarching cultural objectives and the possible influence this may have on employee commitment and motivation.
Chapter Goal: Highlight the significance of a well-structured knowledge base and its role in enhancing organizational efficiency.
Chapter Goal: Illuminate the gamification potential of Power BI to drive engagement and knowledge sharing.
Chapter Goal: Explore the importance of metrics and analytics in knowledge management and demonstrate how Microsoft Power Platform and SharePoint can be leveraged to measure and improve knowledge-related activities.
Chapter Goal: Guide readers through the process of creating tools to assist with knowledge sharing.
Chapter Goal: Explore how Power Apps can facilitate seamless knowledge sharing within an organization, especially on Teams.
Chapter Goal: Introduce readers to Microsoft’s capabilities of supporting knowledge management and lay the foundation for exploration.
Chapter Goal: Demonstrate how Microsoft technologies can streamline document management processes to enhance knowledge management.
Kurt Lewin has been regarded as the father of planned change. His classical three-step model though has provided the basis for different models of change, yet has been criticized for its linearity, unsuitability for continuous change and inability to incorporate leader–follower relationship dynamics. This study has responded to various criticisms by introducing new three-step model as a replica of the three-step model while integrating it with the theory of planned behaviour. For leader–follower relationship dynamics, this study tested the impact of well-needed authentic leadership on employee perceptions during change. Following positivistic approach and deductive reasoning, this study used causal design to collect primary data through Questionnaire survey based on simple random sampling technique. The data were collected from 258 employees of three public sector hospitals of Pakistan undergoing restructuring and analysed through structural equation modelling using AMOS. The results suggest that for successful implementation of planned change, authentic leaders need to create employees’ readiness for change (unfreezing) that will in turn develop their commitment to change (moving) and behavioural support for change (refreezing). This is the first study regarding the role of authentic leadership in the context of change. The findings will help change leaders to undertake better employee-accepted change initiatives by following Lewin’s model as a tool that is still relevant to the organizational change.
Kotter’s eight stage process for creating a major change is one of the most widely recognised models for change management, and yet there are few case studies in the academic literature that enquire into how this process has been used in practice. This paper describes a change manager’s action research enquiring into the use of this Process to manage a major organisational change. The change was initiated in response to the organisation’s ageing workforce, introducing a knowledge management program focusing on the interpersonal aspects of knowledge retention. Although Kotter’s process emphasises a top-led model for change, the change team found it was necessary to engage at many levels of the organisation to implement the organisational change. The process is typically depicted as a linear sequence of steps. However, this image of the change process was found to not represent the complexity of the required action. Managing the change required the change team to facilitate multiple concurrent instances of Kotter’s process throughout the organisation, to re-create change that was locally relevant to participants in the change process.
This article addresses the relationship between the ethics underpinning leadership and change. It examines the developments in leadership and change over the last three decades and their ethical implications. It adopts a consequentialist perspective on ethics and uses this to explore different approaches to leadership and change. In particular, the article focuses on individual (egoistic) consequentialism and utilitarian consequentialism. The article argues that all leadership styles and all approaches to change are rooted in a set of values, some of which are more likely to lead to ethical outcomes than others. It also argues that all stakeholders in an organisation have a role to play in ensuring ethical outcomes. It concludes that in order to achieve sustainable and beneficial change, those who promote and adopt particular approaches to leadership and change must provide greater ethical clarity about the approaches they are championing.
This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.
This article identifies the description of OD phases as one of the fundamental theoretical problems in the field of organization de velopment. Although phase models have been proposed for over 30 years, consensus has not emerged regarding the model most ap propriate for OD. This article articulates seven key criteria for evaluating phase models in OD and uses these criteria to evaluate over 30 past phase models as well as the phase model proposed in this article. Three approaches to OD phase analysis-the theoreti cal approach, the historical approach, and the intervention approach—are identified and specific models and examples are re viewed within each approach. Because no previous phase model satisfies all seven criteria, a phase model is developed that approxi mates as closely as possible the optimal solution to the phase prob lem. This four-phase model of exploration, planning action, and integration satisfies all seven criteria. The validity, generality, and utility of the model are supported by demonstrating that pre vious phase designations can be meaningfully subsumed under this four-phase model. Finally, the article demonstrates that phase analysis has important implications for OD case studies. The four- phase model presented here can be used as a standard yet flexible structure for reporting and integrating case studies of OD. The useof standard phase designations provides a foundation for accumulating knowledge across multiple OD case studies and for testing theories and hypotheses of OD using rigorous statistical methodology.
Organisational change, as a general topic, has been extensively researched since the 1950s, as evidenced by the proliferation of papers in the last five decades. As a research topic within operations management, it offers fascinating insights into the way manufacturing organisations function and adapt in reality. This paper evaluates what has worked, and what has not been effective, within a UK-based manufacturing company, tracking multiple change initiatives over several years across two company sites. The core research focused on the implementation of change initiatives based on common constructs, such as planned change, as defined by management writers and consultants. From the research it emerged that a realistic interpretation of the change process had to take into account multiple and varied forces, such as: customers and suppliers; the economic environment; national and international legislation; the history of the organisation; etc. The research underpinning this paper enabled an identification of the specific influences on changes in the organisation and the way these interacted over time. A model of organisational change, developed from the research, is presented. The contribution of this paper lies mainly in deepening operations managers’ understanding of organisational change. It also uncovers the underlying rationales that steer change initiatives (planned or emergent) and identifies the key influences on organisational change. It provides and renews the necessary vocabulary, allowing managers to understand better and act on the multiple dimensions of organisational change. Furthermore, the provision of key learning points through a number of management “guidelines”, provides specific advice on how to effect sustainable change within organisations.
The vital importance of change management in today's competitive climate has been widely investigated. While the need for successful change management is intensively proclaimed by “expert” consultants, the response for some time has been regarded as falling short of what is required. The heavy emphasis in the literature on a rational-linear approach to understanding organisational change overlooks the significance of the cultural and political dimensions of organisational life. This article highlights a systemic-multivariate view of change by investigating internal change agents’, that is managers’, accounts of the barriers to change management. It addresses the limitations of change management by attending to the perceptions of managers, that is those actors who generally determine organisational priorities and make crucial resource allocation decisions. This article illustrates the systemic line of thinking adopted by managers undergoing major restructuring efforts in their organisations. This line of thinking is shown to differ from the espoused values of managers that constitute the rational-linear view of change management.
External contextual factors, such as government regulations, have pushed organizations into change. As such, readiness for change rose as a key construct in order for organizations to respond quickly and successfully change. However, there is a lack of empirical evidence on how readiness for change promotes changes in employee's behaviors. The present study tests part of the readiness for change model during the implementation of a new performance appraisal system in a public institution. Employee's affective commitment to change fully mediated the relationship between change appropriateness and both their level of individual change and turnover intentions. Employee's self-efficacy also reduced turnover intentions. These results bring salience to the importance of crafting a readiness for change message and the role played by employee's affective commitment to change. Practical implications for managers are also highlighted. [ABSTRACT FROM AUTHOR] Copyright of Journal of Change Management is the property of Routledge and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
In management theory and business practice, the dealing with diversity, especially a diverse workforce, has played a prominent role in recent years. In a globalizing economy companies recognized potential benefits of a multicultural workforce and tried to create more inclusive work environments. However, "many organizations have been disappointed with the results they have achieved in their efforts to meet the diversity challenge" [Cox: 2001, Creating the Multicultural Organization (Jossey-Bass, San Francisco)]. We see the reason for this in the fact that while much attention has been paid to the strategic dimension of diversity policies, systems, and processes, much less thought has been given to the normative dimension, the norms and values involved. Given the fact that diversity is essentially about cultural norms and values, appropriate reflection work becomes a fundamental task to create a truly inclusive work environment where people from diverse backgrounds feel respected and recognized. Therefore, we focus in this article on the challenge of building an inclusive diversity culture showing that such a "culture of inclusion" has to be built on solid moral grounds. We present a conceptual framework of inclusion based on a moral theory of recognition and introduce the founding principles of reciprocal understanding, standpoint plurality and mutual enabling, trust and integrity. After revealing barriers that hinder a culture of inclusion from emerging we shed light on the process of developing such a culture which involves four essential transformational stages: The first phase focuses on raising awareness, building understanding and encouraging reflection. The second phase deals with the development of a vision of inclusion as an important step to define the change direction. In a third phase key management concepts and principles should be re-thought. This leads to the fourth, action-oriented phase, that focuses on an integrated Human Relations Management (HRM)1 system that helps implement change by doing both, translating the founding principles via competencies into observable and measurable behavior and fostering the development, reinforcement and recognition of inclusive behavior.
Purpose
The purpose of this paper is to conceptualise the issues of alignment for changing academic libraries by using and extending McKinsey’s 7S model.
Design/methodology/approach
Theoretical work was conducted to consider and extend the 7S model for the situation of academic libraries. Empirical data were then used to confirm the value of these extensions and suggest further changes. The data to support the analysis were drawn from 33 interviews with librarians, library and non-library academics and experts, and a survey of UK library staff.
Findings
In the academic library context, the 7S model can be usefully extended to include three library functions (stuff, space and services) and users. It can also include institutional influences and stakeholders, and aspects of the external environment or situation, including suppliers and allies. The revised model then provides a useful framework within which data about library change can be analysed. Perceived barriers to successful performance fit the model and enable the identification of seven challenges of alignment.
Research limitations/implications
The resulting model has potential applications such as in the structuring analysis of academic library performance, mapping future directions of development and for exploring variations across the sector and internationally.
Practical implications
The revised model can be used by practitioners to think through their own strategic position and to act to shape their future, in the light of seven major areas of alignment.
Originality/value
The paper extends a well-known model used in strategy, to produce a more comprehensive, sector-specific analytic tool.
For the most part, the organisational forms that are currently being adopted by higher education institutions are grounded in the traditional corporate models of organisation that take a rational approach to organisational change management. Underlying this account is an assumption of organisational autonomy and the capacity of designated leaders to direct such change processes. However, a case is now being made for the consideration of alternative organisational theories or models that offer a different perception on the sources and patterns of organisational change in higher education. These theories perceive organisations more as emergent entities in which change is continuous, often unpredictable and arising mainly from local interactions. The paper surveys the implications that acceptance of the alternative paradigm might have for strategising and change leadership in higher education institutions. It suggests that the accommodation of these alterative paradigms of institutional development in higher education may itself be an emergent process.
Chapter 9 discusses organizational change and development, the procedures and methods intended to change the character of an organization and improve its performance, and how change efforts may be directed at selected groups, such as executive teams, certain units, locations, or the entire organization. It covers Organizational Development (OD), Process Consultation (PC), teams and team building, survey feedback and action research, externally imposed change, mergers and acquisitions, and planning and managing change.
There exists in the literature a number of change models to guide and instruct the implementation of major change in organisations. Three of the most well known are Kotter's strategic eight-step model for transforming organisations, Jick's tactical ten-step model for implementing change, and General Electric (GE)'s seven-step change acceleration process model. This paper introduces a framework that draws from these three theoretical models but is also grounded in the reality of the change process at a Fortune 500 defence industry firm. The purpose of the paper is to provide guidance to the practitioner leading an organisational change process. This guidance is grounded in both theory and practice. The guidance is further enriched by the demonstrated use of such methodologies as mind mapping, lessons learned, storytelling and metaphors.
If the defining goal of modern-day business can be isolated to just one item, it would be the search for competitive advantage. Competition is more intense than ever-technological innovation, consumer expectations, and government deregulation all combine to create more opportunities for new competitors to change the basic rules of the game. At the same time, most of the old reliable sources of competitive advantage are drying up: the strategies employed by GM, IBM, and AT&T to maintain their positions of dominance in the 1960s and 70s are now obsolete. The authors of this book argue that the last remaining source of truly sustainable competitive advantage lies in "organizational capabilities": the unique ways each organization structures its work and motivates its people to achieve clearly articulated strategic objectives. The book argues that managers must understand the concepts and learn the skills involved in designing their organization to exploit their inherent strengths. All the reengineering, restructuring, and downsizing in the world will merely destabilize a company if the change doesn't address the fundamental patterns of performance-and if the change doesn't recognize the unique core competencies of that company. The authors draw upon specific cases to illustrate the design process in practice, and they provide a set of tools for using strategic organization design to gain competitive advantage. They present a design process, explore key decisions managers face, and list the guiding principles for incorporating the design function as a continuing and integral process.
Purpose
– The purpose of this paper is to explore whether there are some existing widespread and common models and definitions for organizational change best practice in the literature.
Design/methodology/approach
– This paper builds on previous research to define a model of evidence‐based change management base practice. A structured literature review is used to search for contemporary models and definitions of organizational change best practice.
Findings
– No consistent definitions of organizational change best practice are to be found in the literature.
Originality/value
– The paper provides a snapshot of the current literature on organizational change best practice. Implications of the findings on organizational change best practice are discussed and further research suggested.
This paper seeks to bridge a perceived gap between practitioner emphasis upon change management tools and techniques and academic emphasis upon change management theories, models and concepts. A review was undertaken of management tools and techniques literature, and change management literature in order to develop a classificatory framework. The classification framework features eight questions that could be asked of a change management tool/technique in order to inform understanding about its utilization. The classification of change management tools and techniques deepens understanding, enables more rigorous scrutiny of claims made for their efficacy, and forms the basis for change managers to make informed choices.
This article returns to address the strengths and limitations of Pettigrew 1985 and 1987. It then responds to two of the main deficiencies of those publications. These are the failure to link context to process to outcome in those studies and in process scholarship more generally and the limited treatment of the method of process analysis offered by Pettigrew in 1985 and 1987. The article then compares and contrasts the methods of five additional process scholars – Mintzberg, Burgelman, Langley, Van de Ven, and Eisenhardt – to highlight developments in the conduct of process research since the mid and late 1980s, and to identify a set of pointers for the conduct of future process research.
Sumario: Managing complex change -- The demand system: forces in the environment -- Dynamics of organizations: where change occurs -- The change process: why change? -- Defining the future state -- Assessing the present: benchmarks for change -- Getting from here to there: transition management -- Commitment planning and strategies -- Managing complexity
Blood-product components are a limited commodity whose cost is rising. Many patients benefit from their use, but patients who receive transfusions face an unnecessary increased risk for developing infections; fatal, febrile, or allergic reactions; and circulatory overload. To improve patient care, safety, and resource stewardship, transfusion practices must be evaluated for appropriateness (Wilson et al. 2002). A multihospital health system undertook a rigorous study of blood-product utilization patterns and management processes to address cost-control problems in the organization. The system leveraged two process improvement tools widely implemented outside of the healthcare industry: (1) Six Sigma methodology to identify blood-utilization drivers and to standardize transfusion practice, and (2) change acceleration process model to drive effective change. The initiative resulted in a decreased rate of inappropriate transfusions of packed red blood cell from 16 percent to less than 5 percent, improved clinician use of a blood-component order form, establishment of internal benchmarks, enhanced laboratory-to-clinician communication, and better blood-product expense control. The project further demonstrated how out-of-industry tools and methodologies can be adopted, adapted, and systematically applied to generate positive change (Black and Revere 2006).
The change leader’s roadmap: How to navigate your organization’s transformation
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Managing business improvement and quality: Implementing key tools and techniques
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Beyond change management: Advanced strategies for today’s transformational leaders
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The expertise of the change agent
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Theoretical, methodological, and empirical issues in studying change: A response to Starkey
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Change happens: Practitioner use of change management strategies (Publication No. 28769879) [Doctoral dissertation
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Survey research methods: Applied social research methods
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How does authentic leadership influence planned organizational change? The role of employees’ perceptions: Integration of theory of planned behavior and Lewin’s three step model
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