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Journal articles on the topic 'Organizational change – Management'

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Published: 4 June 2021

Last updated: 30 July 2024

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1

Ololube, Nwachukwu Prince, and Dennis Ogutum Ololube. "Organizational Change Management." International Journal of Applied Management Sciences and Engineering 4, no. 1 (January 2017): 25–42. http://dx.doi.org/10.4018/ijamse.2017010103.

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Change management is a continuous method used in transitioning individual employee, groups, and organizations to an anticipated future change. It focuses on the change management processes that addresses individual employee, groups and organizational factors that acts as catalyst for possible changes in organization. The purpose of change management is ultimately to make use of initiatives and ensure that every employee in an organization is willing and ready to switchover to an anticipated new role in the proposed business environment. This current study evaluated the relationship between leadership perception, attitudes and application towards organizational change. Using a structured questionnaire, principal officers, their deputies and faculty perceptions were analyzed and the results revealed that though change matrix are often painful and chaotic, however, significant relationship was found between employee perception, attitude, application and organizational change. The study recommends that Nigerian universities should be proactive in the implementation of changes to improve their employees' perception, attitude and application towards organizational change.

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Lukhmanova, N. A. "ORGANIZATIONAL CHANGE MANAGEMENT." ECONOMIC VECTOR 4, no. 19 (December 2019): 29–31. http://dx.doi.org/10.36807/2411-7269-4-19-29-31.

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3

Badruddozza Mia, Mohammad, and Magnus Ramage. "ICT-mediated organizational change in microfinance organizations: a case study." Problems and Perspectives in Management 16, no. 3 (July 6, 2018): 40–47. http://dx.doi.org/10.21511/ppm.16(3).2018.04.

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A strong research tradition on the economic and social impacts of microfinance intervention has been going on. But a dearth of studies on microfinance organizational and management perspectives is there, although the social and economic impacts of this development program largely depend on its organizational setup and intervention management. ICT (decipher!!!) has been used in microfinance organizations for quite a long period of time. This study looks into the ICT-mediated material and social changes that happen in this unique type of organization and its management. The study was conducted using exploratory case study in two organizations. A number of semi-structured interviews and focus groups have been conducted at different layers of the organizations. The study found that ICT has profound implications for change in different material and social aspects of microfinance organizations. As a catalyst, ICT causes organizational structure shrank both horizontally and vertically. Because of the use of ICT a loss-of-middle phenomenon emerges in organizational structure and a tendency of centralized decision authority prevails. It helps boosting up the operational performance and transparency and lowering the long-debated interest rate of microfinance. It engenders profound changes in human resources and socio-cultural aspects of microfinance organizations. However, if protective mechanism is not adopted then the use of ICT may have detrimental effects to the social performance of microfinance. This study contributes to the knowledge domain of ICT-mediated organizational change and the microfinance policy makers by exploring the implications of ICT to different organizational aspects. It contributes by unearthing the detrimental effect of ICT to the development outcome of microfinance intervention.

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Öner, M. Atilla, Caroline Benson, and Senem Göl Beşer. "Linking Organizational Change Management and Organizational Foresight." Strategic Change 23, no. 3-4 (May 2014): 185–203. http://dx.doi.org/10.1002/jsc.1970.

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5

Grandori, Anna, and Andrea Prencipe. "Organizational invariants and organizational change." European Management Review 5, no. 4 (2008): 232–44. http://dx.doi.org/10.1057/emr.2008.29.

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6

Wananda, Adhi, and Puspitasari Puspitasari. "Organizational Environment, Organizational Change, And Polri Services." Management Technology and Security International Journal 1, no. 2 (November 1, 2020): 153–64. http://dx.doi.org/10.47490/mtsij.v1.i2.153164.

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A changing and developing environment , indeed, affects the organizational development of Indonesian National Police , called Polri in Bahasa . These environmental changes will affect the management of Indonesian National Police organization. The e xternal environmental factors that most influence organizational activities of Indonesian National Police consist of micro external environmental factors , including the personnel of Indonesian National Police and the public, as well as the macro external e nvironmental factors covering political and legal conditions in Indonesia. Organizational changes in Indonesian National Police institution have massively occurred since Indonesian National Police Reformation in 1999 - 2000 and due to the Bureaucratic Reform s launched by the government in 2010. The most prominent change from Indonesian National Police Reform is the organizational culture of Indonesian National Police , from previously having a military culture to fully become a police organization which protec ts and serves the community. Meanwhile, the changes due to the b ureaucratic r eform are implemented from the realization of programs and activities designed to improve the performance and the effectiveness and efficiency of Indonesian National Police ’s duties . By realizing and conducting these programs and activities, the level of public satisfaction with the services provided by Indonesian National Police has increased . This also shows an increase in the context of the image of Indonesian National Polic e in the eyes of the people . Keywords : organizational environment , organizational change , police services , police reform , bureaucratic reform

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7

Egelhoff, William G. "Organizational equilibrium and organizational change." Journal of International Management 5, no. 1 (March 1999): 15–33. http://dx.doi.org/10.1016/s1075-4253(99)00006-x.

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8

Hubbart, Jason A. "Organizational change: Implications of directive change management." Human Resources Management and Services 6, no. 2 (April 17, 2024): 3457. http://dx.doi.org/10.18282/hrms.v6i2.3457.

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This article explores the implications of directive change management, characterized by top-down leadership and minimal employee involvement, on organizational dynamics, employee morale, and job security. This approach’s psychological and operational impacts are underscored, emphasizing the imperative of addressing employee perceptions and fostering trust. Strategies for rebuilding trust and enhancing morale post-directive change management are presented, including transparent communication, participative decision-making, and recognition of employee contributions. The significance of enhancing job security through clear policies, open dialogue, and robust mental health and well-being support systems is highlighted. Practices that encourage job dedication are introduced, emphasizing goal alignment, meaningful work design, and a culture of innovation and continuous improvement. Long-term strategies for cultivating a healthy workplace, such as establishing feedback mechanisms, investing in leadership development, and maintaining organizational adaptability, are also discussed. This brief article is an introductory resource for business leaders, managers, and change practitioners seeking to be better equipped with the necessary tools and strategies to navigate the post-implementation effects of directive change management. It is anticipated that this information can assist leaders and organizations in navigating the challenges of directive change management, promoting resilience, employee well-being, and sustainable organizational success.

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Chernyavs'ka, Iryna, and Rostyslav Kovtun. "MANAGEMENT OF ORGANIZATIONAL CHANGES AS A DIRECTION OF IMPROVING THE ORGANIZATION'S ACTIVITIES." ECONOMIC BULLETIN OF THE DNIPROVSK STATE TECHNICAL UNIVERSITY, no. 2(5) (January 2, 2023): 42–51. http://dx.doi.org/10.31319/2709-2879.2022iss2(5).270793pp42-51.

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Today, in the management of organizations, the issue of resistance to changes in the environment and management of changes in the organization's activities remains relevant. The article aims to clarify and generalize theoretical provisions regarding the management of organizational changes in the context of increasing the effectiveness of the organization's activities. The theoretical and methodological basis of the work is a set of principles and methods of scientific research: the principle of systematization and theoretical generalization and methods of structural and functional analysis. According to the goal, the task of analyzing scientific approaches to forming a conceptual apparatus for managing organizational changes is set. Based on the study, the concept of "organizational change management" was clarified, which is understood as the process of implementing relevant organizational and management transformations, which involves the use of new technologies, tools, and methods of the organization and the management system, in order to ensure the optimization of the organization's activities. The key approaches to ensuring organizational changes have been studied. The basis for the analysis was the scientific works of domestic and foreign scientists on the mentioned issues, statistical data on the state of activity of enterprises according to the directions of organizational changes in the dynamics for the period 2019–2020, statistical data on the results of the activities of construction industry organizations in the dynamics for the period 2010–2021 year. As a result of the study, positive dynamics regarding the initiation and implementation of organizational changes by industrial enterprises were recorded, the most active spheres (functional areas) of activity were verified, the relevance of the use of organizational change technologies, in particular in construction organizations, was proven, given the lack of mass implementation of organizational changes in their activities. A conceptual model of organizational change management has been built based on a systemic approach to ensuring organizational changes, considering the functional areas of the organization's activity. Application of the developed model can have a beneficial effect on increasing the efficiency of organizations.

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Jiménez Prieto, Silvia Leticia. "Organizational proposals for change management." Gestión y Estrategia 15 (January 1, 1999): 84–93. http://dx.doi.org/10.24275/uam/azc/dcsh/gye/1999n15/jimenez.

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11

Katkov, Alexander L. "Organizational Change Management in Russia." Journal of Organizational Change Management 6, no. 2 (February 1993): 51–52. http://dx.doi.org/10.1108/09534819310036495.

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12

Farias, Gerard, and Homer Johnson. "Organizational Development and Change Management." Journal of Applied Behavioral Science 36, no. 3 (September 2000): 376–79. http://dx.doi.org/10.1177/0021886300363007.

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13

Hornstein, Henry. "Organizational Development and Change Management." Journal of Applied Behavioral Science 37, no. 2 (June 2001): 223–26. http://dx.doi.org/10.1177/0021886301372005.

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14

Evans, Christina. "Diversity management and organizational change." Equality, Diversity and Inclusion: An International Journal 33, no. 6 (August 12, 2014): 482–93. http://dx.doi.org/10.1108/edi-09-2013-0072.

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Purpose – Set against a background of numerous institutionally funded programmes with a focus on gender mainstreaming, the purpose of this paper is to draw on institutional theory as an alternative lens to explain why such programmes often fail to achieve the desired outcomes. Design/methodology/approach – The paper is based on a case of a European Social Fund EQUAL Programme aimed at enhancing employment opportunities for women in Information Technology, Electronics and Communication and related sectors. The paper focuses on the partnership working aspect, which is a fundamental mobilizing structure of European Commission programmes. Insights into the experiences of partnership working were gathered from interviews with 18, out of the 24 participating partners, on this specific programme. Findings – Tensions with partnership working are exposed and discussed: frustration with intra-organizational collaborative working and structures and outputs that promote a mimetic approach to change, legitimized through the symbolic use of “best practice”; findings more consistent with “institutional isomorphism”, as opposed to “institutional innovation”. Social implications – Given that partnership working remains a key mobilizing structure of gender mainstreaming programmes, both within Europe and in other contexts, the paper concludes with recommendations aimed at those responsible for commissioning and overseeing such programmes. Originality/value – This paper draws on institutional theory as an alternative lens to examine and explain why gender mainstreaming programmes do not always achieve the intended outcomes. To date, as others acknowledge, there has been limited work that has applied organizational theory to this problem.

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15

Jing, Runtian, and Andrew H. Van de Ven. "Toward a Chance Management View of Organizational Change." Management and Organization Review 14, no. 1 (November 20, 2017): 161–78. http://dx.doi.org/10.1017/mor.2017.32.

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ABSTRACTChance serves as the gate to organizational change. Based on a relational view of chance, we propose that in an organizational context, the chance to change is affected by the perceptions of change agents and the affordance of situational momentum, and that different time points of change are associated with different degrees of chance favorability. We develop a theoretical model to represent how change agents can assess the favorability of current and future momentum and how they can benefit from identifying a perceived chance by employing chance grasping, entraining, creating, or riding strategy to promote organizational change. We generate theoretical propositions to illustrate the four timing strategies of chance management. The overall contribution of this study is a chance management view of organizational change that considers change agents and situational momentum as two interdependent factors in the process of managing the chance to change.

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Jasińska, Joanna. "Organizational Change Management and Employee Participation." Journal of Clinical Case Studies Reviews & Reports 2, no. 2 (April 30, 2020): 1–7. http://dx.doi.org/10.47363/jccsr/2020(2)119.

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Changes in modern organizations are inevitable. They are implemented purposefully and consciously in order to adjust the organization to the rapidly changing external conditions, as well as to increase or create its chances of market success. The social factor plays an extremely important role in the process of organizational change. It is people who create organizations so organizational changes apply to them in particular. Therefore, every organization should maintain a proper course of the cycle of change, with the use of appropriate methods and techniques of the change design and implementation, and above all, it should be concerned to carry out the cycle in such a way as to make employees the allies of change, to shape their proper attitude toward a change and their commitment to the process. Therefore, the aim of this paper is to develop a model of employee participation in the cycle of organizational changes. Through direct employee participation, this model explains how it is possible to get the employees involved in the process and to form appropriate attitudes to change.

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17

Burnes, Bernard. "Organizational choice and organizational change." Management Decision 35, no. 10 (December 1997): 753–59. http://dx.doi.org/10.1108/00251749710192075.

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18

Lane, Gina. "Organizational change." Business Information Review 25, no. 4 (December 2008): 262–67. http://dx.doi.org/10.1177/0266382108098061.

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19

Goodman, Elisabeth, and Lucy Loh. "Organizational change." Business Information Review 28, no. 4 (December 2011): 242–50. http://dx.doi.org/10.1177/0266382111427087.

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Change is again in the spotlight. Much of the current debate about organizational change is focusing on large scale changes, e.g. public sector reshaping or the role of the third sector, for example, and many private sector organizations are working hard on internal efficiencies. All of these bring huge challenges. But what about the people and the teams within these organizations, who must continue to deliver today as well as achieve changes to their own roles and services for delivery tomorrow? This article describes some of the current drivers of change, and the challenges for teams. It highlights a number of models and approaches which describe the cycle of change and the elements of team effectiveness, and gives practical advice on how to use those to develop and support teams in a time of change. Our advice is grounded in good practice gained through real life experience, with practical tips and suggestions. These will help readers to build and rebuild teams so that they remain effective and the people in them motivated and aligned to the organization’s goals.

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20

Premović, Jelena. "Socio-economic aspects of organizational change management." Zbornik radova Filozofskog fakulteta u Pristini 52, no. 1 (2022): 411–26. http://dx.doi.org/10.5937/zrffp52-34631.

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Radical changes faced by human society in the second half of the twentieth century had their repercussions on enterprises, imposing a new business philosophy of organizational behaviour and action as an imperative for success. The strategic approach in change management and human resource (HR) management has taken the place of the dominant management paradigm. It emphasizes the importance of the active attitude of the enterprises towards changes, which implies the processes of anticipating, initiating, creating, and introducing new changes in the daily business life of the enterprises. The organizational changes represent constant challenges for HR managers, too. Acceptance and active participation in changes significantly affects the business success of the enterprises and society as a whole. In addition to a positive attitude towards change, employees feel and show a negative attitude in the form of resistance to the organizational change. Therefore, managers face a very serious problem on a daily basis, how to overcome various resistances to changes in employees. The basic assumption that is made when implementing the process of change management and HR management in modern enterprises is that the human resources of the enterprises are the most important intangible business resources which have strategic importance for achieving competitive advantages. Based on this knowledge, the paper analyses the process of change management and the relationship to change. The attitude towards change is analysed both from the perspective of the enterprises, HR managers, and from the perspective of employees. For that purpose, relevant theoretical material was used, as well as adequate scientifically based methodology in the form of methods of analysis and synthesis, induction and deduction, comparative and historical methods. Based on the conducted research, it can be concluded that HR managers play a key role in managing organizational change and overcoming various employee resistances to change. That is the reason why they must be able to recognize and understand the basic tendencies of change and potential resistance of employees in order to generate and mobilize the available potentials for initiating and realizing future changes.

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Steele, Patricia. "Surviving Organizational Change." Nursing Management (Springhouse) 21, no. 12 (December 1990): 50. http://dx.doi.org/10.1097/00006247-199012000-00017.

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22

Tsoukas, Haridimos, and Robert Chia. "On Organizational Becoming: Rethinking Organizational Change." Organization Science 13, no. 5 (October 2002): 567–82. http://dx.doi.org/10.1287/orsc.13.5.567.7810.

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23

Bambang Niko Pasla, Martha Sari Ayu, Fathiyah Fathiyah, Bailah Bailah, Fahmi Rasid, and Ubaidillah Ubaidillah. "Leadership style types: The Importance of Organizational Culture and Change Management." Jurnal Prajaiswara 3, no. 2 (November 24, 2022): 105–15. http://dx.doi.org/10.55351/prajaiswara.v3i2.45.

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Introduction/Main Objectives: This study aims to determine the value of the direct influence between transformational leadership and change management, transformational leadership and organizational culture, organizational culture and change management, and deal with the indirect effect of organizational culture on transformational leadership and change management. Background Problems: In the era of globalization that is increasingly fast and dynamic, an organization must be able to adapt to changes in the environment, where changes in the organization must be managed properly and efficiently. Change management is a systematic and complex process carried out by an organization. One of the steps in determining the direction of change is to select the transformational leadership model, change management, and organizational culture. Research Methods: Review articles on the relationship between transformational leadership, change management, organizational culture, organizational change, and the mediating role of organizational culture on transformational leadership and change management. Finding/Results: There is a positive and significant correlation between transformational leadership and change management, transformational leadership and organizational culture, and organizational culture and change management, where organizational culture has a mediating role in the relationship between transformational leadership and change management. Conclusion: Transformational leadership are very influential on organizational changes and play an essential role in determining the direction of change management and organizational culture, using organizational culture to manage these changes.

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Sharanya Manubrahma, S. Shireesha, and T. Varalakshmi. "Effect of Change Management Strategies on Organizational Transformation." International Research Journal on Advanced Engineering and Management (IRJAEM) 2, no. 05 (May 30, 2024): 1580–83. http://dx.doi.org/10.47392/irjaem.2024.0215.

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This paper explores the area of change management strategies within an IT organization, which is a global leader in digital transformation and professional services, aiming to uncover insights that can inform and inspire organizations facing similar challenges in navigating organizational transformations. This paper explores organization's methodologies, experiences, and outcomes, analysing the effectiveness of its change management strategies and investigating the role of organizational culture in facilitating the change initiatives. Furthermore, it helps in understanding the significance of agile methodologies in facilitating organizational agility among transformations. Moreover, this paper is focused on analysing change management strategies, exploring cultural dynamics by conducting empirical research, and providing practical recommendations. The result of this study aims to equip organizations with a comprehensive understanding of change management strategies, enabling them to select and implement most suitable approach for their transformational needs.

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Koleci, Baki, and Redon Koleci. "KOSOVO ECONOMY AND MANAGEMENT OF CHANGES." Knowledge International Journal 32, no. 1 (July 26, 2019): 69–74. http://dx.doi.org/10.35120/kij320169k.

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Every day we are faced with changes, we love them or we do not want them. We are aware of the reasons for the changes, but we often can not understand it, and after it is over, we try to justify it. In some changes we can influence, some of us are causing them, while in those that we can not influence, we leave. One of us in the changes looks like excitement and opportunity from that situation to emerge victorious while others are frightened of everything that would change your habits. Similarly to organizations. By managing them people and how the managers find themselves in the changes will depend on the organization's report on the changes. Some will ignore the changes, some will cause them, and some will try to exist in the conditions of permanent change. But only what can we be confident is that the changes all happen and will not cease to happen unless we ignore it, and we have to conclude that only the changes are important.In the broadest sense of change, we mean transitioning from a state (existing) to a new state (if it is worked for an individual, organization or society as a whole). Any organizational change is a change of organizational status between two time intervals while the process of organizational change is where that change is caused. Changes are core events that consist of many factors (hinterland, management, knowledge, desire for change, diversity, motivation, danger, etc.). This process is neither easy nor quick but so simple that it would be necessary to make the decisions, the timing, the initiative for the changes to take place, that the new choices begin to function, be maintained and brought in new quality. The operation of the new solution is only a phase of transition to further changes.There are also so-called kalimith changes that are also called innovations. Innovations (in this regard) are smaller volumes. Although it is difficult to define the boundaries that when innovation goes beyond the line of importance which determines that it is possible to talk about changes, with all that in the midst of these phenomena there are certain changes. Peter Drucker thinks that joining innovations in traditional organizations does not succeed. Unspecified organizations need to create a variety of organizers, which requires organizational avoidance of issues that have been shown to be overcome, as well as continual advancement of all products, services and processes within the organization. This requires the use of success, especially novel, unplanned and systematic innovations. The goal of organizing the organization as a whole on the sales agenda is to change the mind-set mental community. Rather than seeing changes as a threat to employees, they should begin to experience it as a desirable opportunity.Organizational changes are complex and very demoralizing phenomena. Every organizational change contains in its own different processes actions and events. After that, organizational changes can be viewed from many angles and perspectives. They can be classified in many different ways and according to many criteria. Different theoretical perspectives of organizational changes differ between each other depending on the type of organizational changes that are in their own focus.

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Yusnita, Reni. "LEADERSHIP MANAGEMENT STRATEGIES AND ORGANIZATIONAL CHANGE." JOURNAL OF HUMANITIES, SOCIAL SCIENCES AND BUSINESS (JHSSB) 1, no. 3 (May 24, 2022): 87–94. http://dx.doi.org/10.55047/jhssb.v1i3.195.

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This study aims to determine the leadership and change management procedures in an organization. The type of research conducted is a literature study, which aims to collect books and data and other written information related to the discussion of the problem under study. Sources of data from books, magazines and articles. Data collection was carried out using a literature search method using primary legal materials and secondary legal materials. Legal materials will be investigated and analyzed using the approach used in this investigation to answer legal questions in this investigation. The findings reveal that the process of driving change which can begin by taking action to accelerate future change. The process followed by leading the change, drive the change, as well as strike a balance between progression and stability, and raising the level of satisfaction of the staff. Leaders of procedural change are expected to take the initiative when confronted with problems and impediments to promote growth, and have strategies to drive change. To ensure the success of change implementation, the following steps are necessary: 1) setting an annual objective; 2) developing a policy; 3) allocating resources; 4) managing conflicts; 5) establishing an appropriate framework for procedural changes; 6) Find ways to manage people's aversion to change; 7) The establishment of a culture that welcomes and encourages change processes; 8) The nature of the connection between procedural and performance-based rewards; and 9) The role of human resources in the process of putting change procedures into effect.

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Hannan, Michael T., László Pólos, and Glenn R. Carroll. "Cascading Organizational Change." Organization Science 14, no. 5 (October 2003): 463–82. http://dx.doi.org/10.1287/orsc.14.5.463.16763.

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J. Adriaenssen, Daniel, and Jon-Arild Johannessen. "Prospect theory as an explanation for resistance to organizational change: some management implications." Problems and Perspectives in Management 14, no. 2 (May 11, 2016): 84–92. http://dx.doi.org/10.21511/ppm.14(2).2016.09.

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The problem in organizational change projects is that people often resist organizational change. Many change projects in organizations do not reach their goals. The question is why? This paper investigates how prospect theory can be used to explain people’s resistance to organizational change. Prospect theory is based on research from Kahneman and Tversky. If we know why people resist organizational change, we as leaders can do something to promote the change project. The objective of this article is to advise managers and leaders on ways of reducing resistance to organizational change. The authors identify seven propositions that explain how managerial strategies reduce organizational change. They recommend seven measures that may be employed by management to obtain support for projects implementing organizational change

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Roberts, Nancy. "The organizational hologram: The effective management of organizational change." European Journal of Operational Research 54, no. 3 (October 1991): 376–78. http://dx.doi.org/10.1016/0377-2217(91)90124-e.

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ПОТАПОВ А.А., ПОТАПОВ А. А., and ХАМБУЛАТОВА З. Р. ХАМБУЛАТОВА З.Р. "FORMATION OF AN ORGANIZATIONAL CHANGE MANAGEMENT SYSTEM." Экономика и предпринимательство, no. 2(163) (May 9, 2024): 1434–37. http://dx.doi.org/10.34925/eip.2024.163.2.286.

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Статья посвящена исследованию вопросов, связанных с внедрением организационных изменений в деятельность современных организаций, и формированию системы управления организационными изменениями в менеджменте организаций на основе построения модели управления организационными изменениями. Рассмотрена сущность понятия «организационные изменения» и определена необходимость формирования системы управления организационными изменениями. Охарактеризованы основные составляющие элементы системы управления организационными изменениями и определены их взаимосвязи. Сформирована модель системы управления организационными изменениями. Установлено, что внедрение организационных изменений в деятельность организаций сталкивается с определенным сопротивлением со стороны персонала организаций. Определена необходимость разработки мероприятий по противодействию сопротивлению изменениям со стороны персонала организации в процессе реализации программы изменений и охарактеризовано их влияние на внедрение организационных изменений и на общую результативность деятельности организации. The article is devoted to the study of issues related to the implementation of organizational changes in the activities of modern organizations, and the formation of a system for managing organizational changes in the management of organizations based on the construction of a model for managing organizational changes. The essence of the concept of “organizational change” is considered and the need to form a system for managing organizational change is determined. The main components of the organizational change management system are characterized and their relationships are determined. A model of the organizational change management system has been formed. It has been established that the implementation of organizational changes in the activities of organizations faces certain resistance from the personnel of organizations. The need to develop measures to counteract resistance to change on the part of the organization’s personnel during the implementation of the change program is determined and their impact on the implementation of organizational changes and on the overall performance of the organization is characterized.

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Begolli, Gent. "MANAGEMENT OF CHANGE AND ORGANIZATIONAL COMMUNICATION." KNOWLEDGE INTERNATIONAL JOURNAL 31, no. 5 (June 5, 2019): 1313–17. http://dx.doi.org/10.35120/kij31051313b.

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Managing changes is an important issue in today's business environment, which is constantly changing. The change has become a constant for enterprises that need to change in order to remain competitive in the market. The ability to manage this change is seen as a core skill of successful enterprises, although many change initiatives in reality fail to implement their objectives. This fact stimulates the curiosity to recognize those factors that affect the successful implementation of attempts to change the enterprise. Therefore, the purpose of this study is to identify the factors that influence the success of change. This paper aims to answer some research questions related to process change management and relevant impact factors in organizations. Investigating the factors that influence the success of change in the era of globalization is of particular importance to the country's economy. To achieve this goal, several models of change have been revised to understand who are the main factors of the change process that affect its success. The main purpose is to identify the factors that influence the success of the change. This paper aims to answer some of the research questions related to change management. In order to achieve this goal, some models of change have been revised to understand who are the main factors of the change process that affect its success. In most models of the process of change, different authors define activities and factors in the form of recommendations for successful implementation of change, but in the case of Kosovo there are very few empirical studies that prove these links. The study aims to determine how much these activities / factors relate to successful change. The paper also attempts to indicate whether there is a link between the type of change applied to the organization and the success of the change; as well as the effect that has the exaggerated history of change in organization and the organizational ability to change (as context / environment factors) to the success of change. In order to fulfill the purpose of the work are the following objectives of the work: • Verify the relationship between process factors, type of change, and environment with the success of change by showing which of the factors have a more significant impact on the success of implementing the change. • Show issues that may require a more sharper study in the field of change management.

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Mukhlis, Muhammad, and Ari Anggarani Winadi Prasetyoning Tyas. "The Role of Change Management in Improving Organizational Performance." Jurnal Ilmiah Manajemen Kesatuan 12, no. 3 (May 31, 2024): 773–82. http://dx.doi.org/10.37641/jimkes.v12i3.2606.

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An organization's achievement of operational efficiency goals and objectives. The ability of an organization to meet its targets effectively and efficiently is organizational performance. Communication and management technology innovations have revolutionized the way we do almost everything. As the pace of change accelerates, the demand for professionals who can help organizations implement and manage these changes and realize organizational benefits also increases. This research aims to determine the concept of the role of change management in improving organizational performance. This research uses a literature review method with data obtained through searching for books, articles, journals, and previous research results on similar topics. This research concluded that change management plays an important role in facilitating a smooth transition from current conditions to desired future conditions. By using structured methodologies and tools, organizations can analyze the impact of change, identify potential risks and challenges, and develop comprehensive plans to mitigate them. A well-executed change management approach will minimize disruption, reduce downtime, and ensure that employees and stakeholders are adequately prepared for change.

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Kozák, Tamás. "Risk Responsiveness Based Organizational Change Management." European Journal of Economics and Business Studies 4, no. 2 (July 24, 2018): 99. http://dx.doi.org/10.26417/ejes.v4i2.p99-103.

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Shumaeva, Еlena, and Oksana Zakharova. "MODERN ASPECTS OF ORGANIZATIONAL CHANGE MANAGEMENT." Drukerovskij vestnik, no. 3 (October 2015): 26–34. http://dx.doi.org/10.17213/2312-6469-2015-3-26-34.

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Levick, David, and Lesley Kuhn. "Fractality, Organizational Management, and Creative Change." World Futures 63, no. 3-4 (February 14, 2007): 265–74. http://dx.doi.org/10.1080/02604020601174885.

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Callaly, Tom, and Dinesh Arya. "Organizational Change Management in Mental Health." Australasian Psychiatry 13, no. 2 (June 2005): 120–23. http://dx.doi.org/10.1080/j.1440-1665.2005.02173.x.

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Objective: To discuss change management as applicable to mental health. Conclusions: As mental health care grows increasingly complex, and the network of accountability widens, change is both inevitable and necessary. Strategies to introduce change effectively are essential. Resistance by medical staff to change often has a sound basis and must be acknowledged and explored. Change in clinical systems and practice is facilitated by careful planning and preparation, and by engaging clinicians in all phases of the change process; change will fail if this is not achieved. A number of management models facilitate the understanding and process of change.

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Abrahamsson, Gun, Hans Englund, and Jonas Gerdin. "Organizational identity and management accounting change." Accounting, Auditing & Accountability Journal 24, no. 3 (March 29, 2011): 345–76. http://dx.doi.org/10.1108/09513571111124045.

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Wallace, Simon. "Organizational Change Management Why, What, How?" NHRD Network Journal 1, no. 5_Special_Issue (November 2007): 10–17. http://dx.doi.org/10.1177/0974173920070503s.

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Harigopal, K. "Management of Organizational Change: Leveraging Transformation." NHRD Network Journal 1, no. 5_Special_Issue (November 2007): 128–29. http://dx.doi.org/10.1177/0974173920070527s.

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Carr, Adrian, and Yiannis Gabriel. "The psychodynamics of organizational change management." Journal of Organizational Change Management 14, no. 5 (October 2001): 415–21. http://dx.doi.org/10.1108/eum0000000005872.

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Partington, David. "The project management of organizational change." International Journal of Project Management 14, no. 1 (February 1996): 13–21. http://dx.doi.org/10.1016/0263-7863(95)00037-2.

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Morrill, Calvin. "Conflict Management, Honor, and Organizational Change." American Journal of Sociology 97, no. 3 (November 1991): 585–621. http://dx.doi.org/10.1086/229814.

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MacDonald, Bruce A., and C. Guruprasad. "Organizational change for better information management." Canadian Public Administration/Administration publique du Canada 29, no. 1 (March 1986): 78–94. http://dx.doi.org/10.1111/j.1754-7121.1986.tb00395.x.

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Worren, Nicolay A. M., Keith Ruddle, and Karl Moore. "From Organizational Development to Change Management." Journal of Applied Behavioral Science 35, no. 3 (September 1999): 273–86. http://dx.doi.org/10.1177/0021886399353002.

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Herreborg J�rgensen, Tine. "Environmental management systems and organizational change." Eco-Management and Auditing 7, no. 2 (2000): 60–66. http://dx.doi.org/10.1002/1099-0925(200006)7:2<60::aid-ema126>3.0.co;2-s.

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McEvoy, Glenn M. "Organizational change and outdoor management education." Human Resource Management 36, no. 2 (1997): 235–50. http://dx.doi.org/10.1002/(sici)1099-050x(199722)36:2<235::aid-hrm5>3.0.co;2-y.

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Wincek, John, Luís Sávio Sousa, Molly R. Myers, and Henry Ozog. "Organizational change management for process safety." Process Safety Progress 34, no. 1 (June 17, 2014): 89–93. http://dx.doi.org/10.1002/prs.11688.

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Murray, Megan, Sarah Woodside, and Michael Braunscheidel. "Project Management and Change Management: Working Together for Effective Organizational Change." BRC Academy Journal of Business 10, no. 1 (April 15, 2020): 83–111. http://dx.doi.org/10.15239/j.brcacadjb.2020.10.01.ja04.

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Alsharari, Nizar M. "Management accounting and organizational change: alternative perspectives." International Journal of Organizational Analysis 27, no. 4 (September 2, 2019): 1124–47. http://dx.doi.org/10.1108/ijoa-03-2018-1394.

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PurposeThis paper aims to discuss the alternative perspectives for studying management accounting and organizational change. It provides a comprehensive basis for the research of accounting and organizational change conducted in terms of theories used, influential factors, systems applied, dynamics and aspects of change.Design/methodology/approachThe paper applies a “theoretical framework” for studying accounting and organizational change based on obtaining an institutional perspective. By achieving this theoretic construction in the integration of a number of different works, this can summarize the common elements, contrast the differences and work in a way that extends the methodology. It is determined exclusively on a hybrid approach through the adoption of alternative perspectives and complements recent recommendations for bridge building and methodological pluralism among the different debates and perspectives concerning accounting and organizational change research.FindingsThe findings emphasize that the nature of organizational change is not static, rather, it is dynamic and varying over time. Organizational changes are occurring in both extra- and intra-organizational factors that shaped changes in accounting systems in organizations. The study concludes that accounting and organizational change literature has divided theoretical strands into two main perspectives: rational perspectives and interpretive and critical perspectives. Rational perspectives represented by the conventional mainstream of research can be classified into two approaches, normative economic models and positive economic models, which are grounded in neoclassical economic theories. On the other hand, the interpretive and critical perspectives emerged as alternatives to rational perspectives to explain accounting and organizational change within its broader social and economic context.Research limitations/implicationsThe paper has significant implications for the ways in which change dynamics can emerge, diffuse and implement at multilevel of institutional analysis. It also explains the interaction between the accounting and organizational change, which identified that change is both shaped by, and shaping, wider socio-economic and political processes. This broad sensitivity to the nature of change has important implications for the ways of studying accounting and organizational change. Hence, it has important implications for the way in which successful change can be defined in accounting and organizational change literature.Originality/valueThe study contributes to both accounting and organizational change literature by providing a comprehensive review about the development of institutional theory as it examines how the organization is simultaneously subjected to a high level of efficiency and considerable institutional demands. Thereafter, the domain of accounting and organizational change research itself will be extended.

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H. James, Harrington, and Voehl Frank. "Cultural Change Management." International Journal of Innovation Science 7, no. 1 (March 1, 2015): 55–74. http://dx.doi.org/10.1260/1757-2223.7.1.55.

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A lot of brilliant work has been done to develop methodologies and approaches to apply change management concepts to managing the development and implementation of projects and programs. This has resulted in major improvements in success rates, delays, and the total effectiveness of these projects and programs. Unfortunately, these endeavors have not resulted in the desired improvement in the organization’s ability to endure the constant change activities that the environment, technology, customer, and international competition have placed upon the organization. This technical paper presents a new concept called Culture Change Management (CCM) that will strengthen the total organization’s capability and willingness to accept and prosper in a rapidly changing worldwide environment. It will require a major change in the way organizational change management has been structured, minimizing the focus on projects and programs and maximizing the focus on organizational operations.

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