Forms of Organizational Change and Accountant Participation in the SAP Implementation Process: A Case Study from Saudi Arabia

2010 ◽  
Vol 9 (4) ◽  
pp. 632-642 ◽  
Author(s):  
Abdul-Rahman A. Al-Muha
Keyword(s):  
Saudi Arabia ◽  
Organizational Change ◽  
Implementation Process

Does the Organizational Change Induced by the Pre-Implementation of an IS Proceed as a Planned Process?

2021 ◽  
pp. 219-232
Author(s):  
Amira Sghari ◽  
Jamil Chaabouni ◽  
Serge Baile
Keyword(s):  
Organizational Change ◽  
Qualitative Study ◽  
Conflicts Of Interest ◽  
Implementation Process ◽  
The Political ◽  
Processes Of Change

The pre-implementation process of an IS is characterized by procedures of selection and evaluation, which is rather in a pattern of change in a planned process. However, the research on organizational change gave rise to several approaches according to which, the change can be explained by other processes (political, interpretative, incremental, and complex). For this research, the authors seek to study the process of pre-implementation of an IS in order to check whether it pursues a planned process, or the observed change may also have characteristics of other explanatory processes of change. To this end, a qualitative study by case study is conducted in Basic Bank. The results show that change during the process of pre-implementation of the IS is explained not only by the planned process but also by the political and interpretative process. Based on this result, it is recommended to practitioners who wish to lead a change within their organizations to envisage the managerial actions from the outset of the project in order to reduce the potential conflicts of interest between actors.

Alignment of Collaboration Technology Adoption and Organizational Change

2002 ◽  
pp. 141-153
Author(s):  
Bjørn Erik Munkvold
Keyword(s):  
Organizational Change ◽  
Technology Adoption ◽  
Case Studies ◽  
Implementation Process ◽  
Barriers To Adoption ◽  
Collaboration Technology ◽  
Multiple Case ◽  
Alignment Process ◽  
Sequential Relationship

The chapter presents an analysis of the alignment process of the adoption of collaboration technology and related organizational change identified in a multiple case study in five organizations. Special emphasis is put on the sequential relationship between technology adoption and organizational change, and the question of whether successful adoption of collaboration technology requires the pre-existence of a collaborative organizational culture. Findings from the case studies imply that successful adoption of collaboration technology can follow different patterns, and that contextual factors can be equally important in explaining adoption as characteristics of the technology and implementation project. The case studies also illustrate how elements of learning and maturation in the implementation process can help in overcoming barriers to adoption.

scholarly journals Optimizing the Solar PV Tilt Angle to Maximize the Power Output: A Case Study for Saudi Arabia

IEEE Access ◽  
2021 ◽  
Vol 9 ◽  
pp. 15914-15928
Author(s):  
Ridha Ben Mansour ◽  
Meer Abdul Mateen Khan ◽  
Fahad Abdulaziz Alsulaiman ◽  
Rached Ben Mansour
Keyword(s):  
Saudi Arabia ◽  
Tilt Angle ◽  
Power Output ◽  
Solar Pv

From Theory to Practice and Back: How the Concept of Implicit Bias was Implemented in Academe, and What this Means for Gender Theories of Organizational Change

2021 ◽  
pp. 089124322110003
Author(s):  
Laura K. NelsoN ◽  
Kathrin Zippel
Keyword(s):  
Organizational Change ◽  
Implicit Bias ◽  
Institutional Transformation ◽  
Translation Process ◽  
Theory To Practice ◽  
Engineering Mathematics ◽  
Promote Gender Equality ◽  
Change Framework ◽  
Gender Theories

Implicit bias is one of the most successful cases in recent memory of an academic concept being translated into practice. Its use in the National Science Foundation ADVANCE program—which seeks to promote gender equality in STEM (science, technology, engineering, mathematics) careers through institutional transformation—has raised fundamental questions about organizational change. How do advocates translate theories into practice? What makes some concepts more tractable than others? What happens to theories through this translation process? We explore these questions using the ADVANCE program as a case study. Using an inductive, theory-building approach and combination of computational and qualitative methods, we investigate how the concept of implicit bias was translated into practice through the ADVANCE program and identify five key features that made implicit bias useful as a change framework in the academic STEM setting. We find that the concept of implicit bias works programmatically because it is (1) demonstrable, (2) relatable, (3) versatile, (4) actionable, and (5) impartial. While enabling the concept’s diffusion, these characteristics also limit its scope. We reflect on implications for gender theories of organizational change and for practitioners.

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