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Journal articles on the topic 'Change process'

Author: Grafiati

Published: 4 June 2021

Last updated: 24 January 2023

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1

Sarvašová, Z., and A. Kaliszewski. "The policy process on climate change." Journal of Forest Science 51, No. 3 (January 10, 2012): 108–14. http://dx.doi.org/10.17221/4549-jfs.

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The United Nations Framework Convention on Climate Change accepted in 1992 at the Earth Summit in Rio de Janeiro provides principles and framework for cooperative international action on mitigating climate change. But it soon became clear that more radical targets were needed to encourage particular countries to reduce greenhouse gas emissions. In response, countries that have ratified the United Nation Framework Convention on Climate Change accepted the Kyoto Protocol in 1997. The rulebook for how the Kyoto Protocol will be implemented – the Marrakech Accord, was agreed in 2001. This paper describes political instruments and facilities of mitigating climate change by forestry proposed in those political documents.

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2

Ellis, Donelda J. "Change Process." Nursing Management (Springhouse) 18, no. 4 (April 1987): 14???21. http://dx.doi.org/10.1097/00006247-198704000-00007.

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3

Thurston, Janet. "Structure + Process = Change." Journal of Human Lactation 10, no. 2 (June 1994): 76. http://dx.doi.org/10.1177/089033449401000207.

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4

Greenberg, Leslie S. "Change process research." Journal of Consulting and Clinical Psychology 54, no. 1 (1986): 4–9. http://dx.doi.org/10.1037/0022-006x.54.1.4.

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5

Namozovich, Karshiyev Olim. "Dynamics Of Change Of Seed Fluff After Germination Process." American Journal of Applied sciences 02, no. 12 (December 31, 2020): 170–76. http://dx.doi.org/10.37547/tajas/volume02issue12-26.

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Residual fiber in the fiber-separated seeds reduces the efficiency of fluff separation in linter machines, and the process of fluff separation is disrupted as a result of the clogging of the fibers into the saw teeth. Therefore, theoretical, practical research and creation of a device for separation of fibers from residual fluffy seeds before the lintering process is relevant.

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6

Wheeler, Deborah. "A process of change." Nursing Standard 3, no. 35 (May 27, 1989): 26–27. http://dx.doi.org/10.7748/ns.3.35.26.s54.

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7

Bryant. "CLIMATE PROCESS AND CHANGE." Weather and Climate 19 (1999): 37. http://dx.doi.org/10.2307/44279926.

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8

Эпштейн, Дэн. "Scope change control process." Управление проектами и программами 3 (2021): 216–29. http://dx.doi.org/10.36627/2075-1214-2021-3-3-216-229.

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9

Smith, Gregory R., Frank L. Lederman, and Ronald S. Jonash. "Alcoa's Technology Change Process." Research-Technology Management 42, no. 4 (July 1999): 19–25. http://dx.doi.org/10.1080/08956308.1999.11671290.

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10

Gross, Stanley J. "The Process of Change." Journal of Humanistic Psychology 34, no. 3 (July 1994): 87–110. http://dx.doi.org/10.1177/00221678940343007.

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11

Parloff, Morris B. "Changing Change Process Studies." Contemporary Psychology: A Journal of Reviews 32, no. 3 (March 1987): 232–33. http://dx.doi.org/10.1037/026889.

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12

Tomm, Karl. "The Process of Change." Family Process 24, no. 2 (June 1985): 281. http://dx.doi.org/10.1111/j.1545-5300.1985.281_1.x.

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13

Freitas, C. R. "Climate Process and Change." New Zealand Geographer 54, no. 1 (April 1998): 65. http://dx.doi.org/10.1111/j.1745-7939.1998.tb00535.x.

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14

Lindberg, M. A. "The process of change." Academic Medicine 73, no. 9 (September 1998): S4–10. http://dx.doi.org/10.1097/00001888-199809000-00029.

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15

Acampora, Andrew J., and Robert Boissoneau. "The New Change Process." Journal of Customer Service in Marketing & Management 2, no. 1 (May 15, 1996): 19–34. http://dx.doi.org/10.1300/j127v02n01_03.

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16

Lacroix, M., and P. Lavency. "The change request process." ACM SIGSOFT Software Engineering Notes 14, no. 7 (November 1989): 122–25. http://dx.doi.org/10.1145/73337.73357.

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17

Jones, Hazel. "The process of change." Early Years Educator 12, no. 8 (December 2010): 18–20. http://dx.doi.org/10.12968/eyed.2010.12.8.18.

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18

Connolly, Colleen M. "A Process of Change." Journal of GLBT Family Studies 1, no. 1 (January 2005): 5–20. http://dx.doi.org/10.1300/j461v01n01_02.

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19

Morrone, Vincent. "Project, process, and change." American Journal of Psychoanalysis 56, no. 2 (June 1996): 149–55. http://dx.doi.org/10.1007/bf02733048.

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20

Wedell, Martin. "Giving TESOL change a chance: supporting key players in the curriculum change process." System 31, no. 4 (December 2003): 439–56. http://dx.doi.org/10.1016/j.system.2003.02.001.

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21

Morseli, Alessandro. "AN INSTITUTIONALIST-CONVENTIONALIST APPROACH TO THE PROCESS OF ECONOMIC CHANGE." Economic Thought journal 67, no. 4 (October 11, 2022): 411–28. http://dx.doi.org/10.56497/etj2267401.

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This paper highlights the problems that neoclassical theory encounters in providing a comprehensive explanation of the process of economic change. Whereas institutionalism combined with conventionalism has the merit of conceptualising economic and social processes, showing that institutions are the result of social interaction and not just structures produced by rational and maximising individuals. The Economics of Convention provides a theory of rules that is close to institutional foundations. Thus, an institutionalist-conventionalist approach will explain the interaction between individuals and institutions, shaping goals and desires, in a process of economic change due to institutional change.

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22

TUNÇER, Polat. "CHANGE RESISTANCE IN THE PROCESS OF CHANGE MANAGEMENT." Ondokuz Mayis Univ. Egitim Fakultesi Volume 32, Volume 32 Issue 1 (2013): 373–406. http://dx.doi.org/10.7822/egt157.

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23

Chou, Shih-Chien, and Jen-Yen Jason Chen. "Process program change control in a process environment." Software: Practice and Experience 30, no. 3 (March 2000): 175–97. http://dx.doi.org/10.1002/(sici)1097-024x(200003)30:3<175::aid-spe294>3.0.co;2-m.

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24

Jurow, Susan. "Change: The Importance of Process." OLA Quarterly 8, no. 2 (2002): 13–14. http://dx.doi.org/10.7710/1093-7374.1615.

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25

Wood, Stephen, Jon Clark, Ian McLoughlin, Howard Rose, Robin King, David Knights, and Hugh Willmott. "The Process of Technological Change." British Journal of Sociology 40, no. 2 (June 1989): 341. http://dx.doi.org/10.2307/590277.

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26

Sousa, Eduardo Da Silva, Carlos Eduardo Machado Pires, Simone Borges Simão Monteiro, and Ana Carla Bittencourt Reis. "It change management process improvement." Revista Singular - Engenharia, Tecnologia e Gestão 1, no. 1 (February 19, 2019): 21–26. http://dx.doi.org/10.33911/singular-etg.v1i1.12.

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IT became an indispensable structure for organizations, whether public or private. Although it is considered a support area, IT plays a strategic role in organizations, its procedures must be systematically conducted. This article addresses best practices in IT Service Change Management and compares these practices with current implementation in a court of law. The purpose of this comparison is to verify the adherence of the implemented process and to suggest adjustments that can guarantee quality of services. For that, a review of the pertinent bibliography and a case study of the processes implemented and executed by the court was carried out. The preliminary comparative analysis demonstrated that the court’s IT services change management activities have opportunities for improvement both in the process and for implementation of control mechanisms, which were suggested by the researchers.

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27

Hastings, Bradley J., and Gavin M. Schwarz. "Leading Change: Process or Mindset?" Academy of Management Proceedings 2020, no. 1 (August 2020): 13283. http://dx.doi.org/10.5465/ambpp.2020.13283abstract.

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28

Callaghan, Irene. "Implementing change: influencing the process." Nursing Standard 13, no. 2 (September 30, 1998): 1–6. http://dx.doi.org/10.7748/ns1998.09.13.2.1.c2528.

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29

Armstrong, Alan, and Mario Morroni. "Production Process and Technical Change." Economic Journal 103, no. 421 (November 1993): 1556. http://dx.doi.org/10.2307/2234487.

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30

Lohse, Joachim, Sven Lundie, Andreas Ahrens, Martin Wirts, and Lothar Liner. "Never Change a Running Process?" Greener Management International 2003, no. 41 (March 1, 2003): 56–76. http://dx.doi.org/10.9774/gleaf.3062.2003.sp.00007.

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31

Powner, David J., and Paul L. Rogers. "The process of educational change." Critical Care Medicine 27, no. 10 (October 1999): 2289–90. http://dx.doi.org/10.1097/00003246-199910000-00039.

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32

Mohan, Kannan, Peng Xu, and Balasubramaniam Ramesh. "Improving the change-management process." Communications of the ACM 51, no. 5 (May 2008): 59–64. http://dx.doi.org/10.1145/1342327.1342339.

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33

Song, Wei, and Hans-Arno Jacobsen. "Static and Dynamic Process Change." IEEE Transactions on Services Computing 11, no. 1 (January 1, 2018): 215–31. http://dx.doi.org/10.1109/tsc.2016.2536025.

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34

Horvat, Đuro, and Davor Perkov. "INDIVIDUAL RESISTANCE IN CHANGE PROCESS." CBU International Conference Proceedings 1 (June 30, 2013): 19–24. http://dx.doi.org/10.12955/cbup.v1.10.

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Organizational changes in which great human efforts have been invested, as well as financial resources and time, in reality often result in low or only short-term effects. The purpose of this paper is to emphasize the highest possible level of communication with employees in order to proactively overcome individual resistance. The scope of the primary research for this study demonstrates the analysis of the questionnaire results which was obtained from 30 Croatian managers and their experience with individual resistance to changes. The survey showed four types of largest barriers in Croatian organizations. The main conclusion is that managers in this country lack the knowledge of operating in a challenging competitive environment.

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35

Sinha, Uttam Kumar. "Climate Change: Process and Politics." Strategic Analysis 34, no. 6 (October 29, 2010): 858–71. http://dx.doi.org/10.1080/09700161.2010.512482.

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36

Platt, E. "The realities of process change." Manufacturing Engineer 83, no. 3 (June 1, 2004): 22–24. http://dx.doi.org/10.1049/me:20040305.

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37

Hung, Shih-Chang, and Min-Fen Tu. "Technological change as chaotic process." R&D Management 41, no. 4 (July 27, 2011): 378–92. http://dx.doi.org/10.1111/j.1467-9310.2011.00641.x.

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38

Dodson, Laura S. "Virginia Satir's Process of Change." Journal of Couples Therapy 2, no. 1-2 (May 14, 1991): 119–42. http://dx.doi.org/10.1300/j036v02n01_09.

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39

Stobbs, Christine. "Making change a manageable process." In Practice 26, no. 3 (March 2004): 166–67. http://dx.doi.org/10.1136/inpract.26.3.166.

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40

Carrillo, J. E., and C. Gaimon. "A framework for process change." IEEE Transactions on Engineering Management 49, no. 4 (November 2002): 409–27. http://dx.doi.org/10.1109/tem.2002.806712.

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41

Dolinsky, Herbert B. "Why change the political process?" Journal of Oral and Maxillofacial Surgery 44, no. 7 (July 1986): 502. http://dx.doi.org/10.1016/s0278-2391(86)80086-6.

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42

Paans, R., and I. S. Herschberg. "Auditing the change management process." Computers & Security 9, no. 2 (April 1990): 161–74. http://dx.doi.org/10.1016/0167-4048(90)90090-g.

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43

Hill-Esler, Chelsey. "Determinants of Process Change Outcome." International Journal of Business Intelligence Research 4, no. 4 (October 2013): 45–60. http://dx.doi.org/10.4018/ijbir.2013100104.

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This research looks to explore business process change within an institutional framework to determine its applicability in identifying determinants of success and failure in Business Process Change efforts. While there are many reasons suggested for failure, elements of the process involving the human factor are the primary area of concern for this study. An extensive literature review of 63 Business Process Change(BPC), including Business Process Reengineering(BPR), Total Quality Management(TQM), Lean Manufacturing(LM), Six Sigma and Continuous Process Improvement(CPI) case studies was conducted to determine the preliminary success/failure factors. The factors that are being investigated in this study are: industry type, number of employees, process change type, change response type, upper management support, lower echelon support, performance measurements, initial change focus and downsizing made during process change. The target variable is the process change outcome. The primary purpose of this study is to examine possible factors that either promote or inhibit success in process change efforts. The factors chosen for inclusion are those that are most closely associated with institutional theory and the human elements associated with process change in the workplace. This information will contribute to the existing research suggesting the congruence between Institutional Theory and Organization Change Theory.

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44

Perris, T. "Change in a process environment." Engineering Management Journal 11, no. 1 (2001): 40. http://dx.doi.org/10.1049/em:20010105.

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45

Platt, E. "The realities of process change." Engineering Management 14, no. 3 (June 1, 2004): 46–48. http://dx.doi.org/10.1049/em:20040310.

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46

Beutler, Larry E. "Process and Change in Psychotherapy." Contemporary Psychology 47, no. 4 (August 2002): 425–27. http://dx.doi.org/10.1037/001177.

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47

Noonan, Maryellen. "Internalization as the Change Process." Psychoanalytic Social Work 6, no. 2 (June 1999): 1–17. http://dx.doi.org/10.1300/j032v06n02_01.

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48

Raffo, David M. "Examining process design and change." Software Process: Improvement and Practice 14, no. 3 (May 2009): 127–28. http://dx.doi.org/10.1002/spip.421.

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49

Garland, R. Wayne. "Electronic management of change process." Process Safety Progress 23, no. 4 (2004): 244–51. http://dx.doi.org/10.1002/prs.10036.

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50

Kuzhda, Tetiana. "Diagnosing resistance to change in the change management process." Economics, Management and Sustainability 1, no. 1 (December 19, 2016): 49–59. http://dx.doi.org/10.14254/jems.2016.1-1.5.

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