Contemporary Change Management and Leadership in Local and International Businesses

2021 ◽  
pp. 1340-1365
Author(s):  
Aytaç Gökmen
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Labor Force ◽  
Change Process ◽  
Status Quo ◽  
Technological Changes ◽  
Current Position ◽  
Openness To Change ◽  
Effective Change ◽  
Future State

Organizational change is to transfer the organization from its current position to the desired future state. This process involves the differentiation of the activities, processes, structure, and targets of the organization. It is significant for an organization to decide where it is supposed to be in the future and to comprehend how to get to that new status-quo. Increasing globalization, fast technological changes, necessity of a well-trained labor force, changing social and demographic structures have intensified the competition and organizational change has become inevitable. The elements of an effective change process are openness to change, willingness of the personnel, flexibility, adjustment capacity of the business, optimism, and effective planning of change. The change process affects the organizations at structural, managerial, and individual basis as a result of the success of the change process.

Contemporary Change Management and Leadership in Local and International Businesses

2019 ◽  
pp. 405-430
Author(s):  
Aytaç Gökmen
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Labor Force ◽  
Change Process ◽  
Status Quo ◽  
Technological Changes ◽  
Current Position ◽  
Openness To Change ◽  
Effective Change ◽  
Future State

Organizational change is to transfer the organization from its current position to the desired future state. This process involves the differentiation of the activities, processes, structure, and targets of the organization. It is significant for an organization to decide where it is supposed to be in the future and to comprehend how to get to that new status-quo. Increasing globalization, fast technological changes, necessity of a well-trained labor force, changing social and demographic structures have intensified the competition and organizational change has become inevitable. The elements of an effective change process are openness to change, willingness of the personnel, flexibility, adjustment capacity of the business, optimism, and effective planning of change. The change process affects the organizations at structural, managerial, and individual basis as a result of the success of the change process.

scholarly journals Developing a Scale on Employee Involvement and Motivation in Effective Change Management: A Case of Canteen Stores Department

2019 ◽  
Vol 15 (1) ◽  
pp. 63-74
Author(s):  
Faryal Razzak ◽  
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Success Rate ◽  
Change Process ◽  
Rate Of Change ◽  
Current Paper ◽  
Retail Sector ◽  
Chain Store ◽  
Factors Associated ◽  
Effective Change

Effective Change Management (ECM) had emerged as new field of study. One of the most insightful attribute of organizational change efforts is their low success rate. Success rate of Change endeavors in organizations is alarming. Therefore, it is not viable to commit precious resources monetary or human capital for any change endeavor that do not bring anticipated results. Moreover, no change process can be effective if the employee’s involvement and motivation (EIM) is missing to embrace and make change effective. The current paper highlights the factors associated with EIM and proposes a framework and an indigenous scale based on the framework proposed by Razzaq (2010) ECM model. The pilot study was conducted in retail sector leading chain store, Canteen Store Department (CSD). Descriptive statistics and exploratory factor analysis are conducted to check the factor structure of the EIM construct. As hypothesized, the EIM is a composite of five underlying elements. The current paper will highlight the importance for effectiveness of change management and the suggested new scale will be a valuable tool for managers and practitioners to focus on the factors that define employees’ involvement in ECM or identify and rectify the short falls in executing the organizational change process.

Committing to Organizational Change in IT Industry

2011 ◽  
Vol 1 (4) ◽  
pp. 1-17
Author(s):  
Jukka-Pekka Kauppinen ◽  
Hannu Kivijärvi ◽  
Jari Talvinen
Keyword(s):  
Organizational Change ◽  
Pilot Study ◽  
Change Management ◽  
Change Process ◽  
Process Quality ◽  
Change Initiative ◽  
It Industry ◽  
Commitment To Change ◽  
Implementation Quality ◽  
Management Concepts

In the current competitive environment, managing organizational change successfully requires comprehensive understanding of change management concepts and processes as well as the implied drivers behind them. Information technology (IT) field is not an exception; growing interest exists for understanding organizational change and change management in the IT industry. Fast-paced changes in today’s IT and business environments are inevitable and the challenges associated with organizational changes are becoming more complex. This study aims to find at least partial answers to the question how employees’ commitment to change and the implementation quality of a change process affect achieving the goals and succeeding in an organizational change initiative. The study is conducted in two parts in a Finnish IT company providing complex IT solutions and services. The first part, the pilot study, identifies factors hindering employees’ commitment to change. The pilot study is followed by a quantitative main study, which investigates the relationships between employees’ level of commitment during the different phases of a change project, the change process quality, the importance and realization level of the different goals set for the change project, and the final success of the change initiative. The results indicate that a strong, positive relationship exists between the change process quality and the level of employees’ commitment to change.

E-Service and Organizational Change

2011 ◽  
Vol 9 (3) ◽  
pp. 39-51 ◽  
Author(s):  
Chorng-Shyong Ong ◽  
Shang-Wei Wang
Keyword(s):  
Organizational Change ◽  
Service Quality ◽  
Change Management ◽  
Dynamic Process ◽  
Change Process ◽  
Management Tool ◽  
Management Model ◽  
Relevant Research ◽  
Stage Change

The pervasiveness of e-services offers organizations a new way to serve and engage their customers. Organizational change issues must be recognized and addressed to increase service quality and satisfaction of e-service. However, relevant research is limited. In this paper, the authors conduct a longitudinal in-depth case study of a successful e-service-induced governmental transformation and propose a three-stage change management model. First, the authors reveal the dynamic process of the e-service-induced organizational change. Second, the authors explicitly identify the role and influence of ICTs and customers in the change process, which is important in studying e-service-induced organizational change due to the boundary nature of e-service. Lastly, their three-stage change management model acknowledges the improvisational and technochange process of the e-service-induced change and can be used either as a theoretical framework or a practical management tool.

The Power of Three

2016 ◽  
pp. 532-552
Author(s):  
Ute Riemann
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Change Management ◽  
Change Process ◽  
Design Thinking ◽  
Landscape Changes ◽  
Organizational Change Management

The idea behind this chapter paper is that transformation projects can support can be better supported in terms of organizational change, process changes and IT system landscape changes with the application of a blended methodology of project management, organizational change management and Design Thinking. In other words: the proposal is that organizational change management and Design Thinking shall be an integral part of project management.

Committing to Organizational Change in IT Industry

2013 ◽  
pp. 74-90
Author(s):  
Jukka-Pekka Kauppinen ◽  
Hannu Kivijärvi ◽  
Jari Talvinen
Keyword(s):  
Organizational Change ◽  
Pilot Study ◽  
Change Management ◽  
Change Process ◽  
Process Quality ◽  
Change Initiative ◽  
It Industry ◽  
Commitment To Change ◽  
Implementation Quality ◽  
Business Environments

In the current competitive environment, managing organizational change successfully requires comprehensive understanding of change management concepts and processes as well as the implied drivers behind them. Information technology (IT) field is not an exception; growing interest exists for understanding organizational change and change management in the IT industry. Fast-paced changes in today’s IT and business environments are inevitable and the challenges associated with organizational changes are becoming more complex. This study aims to find at least partial answers to the question how employees’ commitment to change and the implementation quality of a change process affect achieving the goals and succeeding in an organizational change initiative. The study is conducted in two parts in a Finnish IT company providing complex IT solutions and services. The first part, the pilot study, identifies factors hindering employees’ commitment to change. The pilot study is followed by a quantitative main study, which investigates the relationships between employees’ level of commitment during the different phases of a change project, the change process quality, the importance and realization level of the different goals set for the change project, and the final success of the change initiative. The results indicate that a strong, positive relationship exists between the change process quality and the level of employees’ commitment to change.

E-Service and Organizational Change

2013 ◽  
pp. 191-203
Author(s):  
Chorng-Shyong Ong ◽  
Shang-Wei Wang
Keyword(s):  
Organizational Change ◽  
Service Quality ◽  
Change Management ◽  
Dynamic Process ◽  
Change Process ◽  
Theoretical Framework ◽  
Management Tool ◽  
Management Model ◽  
Stage Change

The pervasiveness of e-services offers organizations a new way to serve and engage their customers. Organizational change issues must be recognized and addressed to increase service quality and satisfaction of e-service. However, relevant research is limited. In this paper, the authors conduct a longitudinal in-depth case study of a successful e-service-induced governmental transformation and propose a three-stage change management model. First, the authors reveal the dynamic process of the e-service-induced organizational change. Second, the authors explicitly identify the role and influence of ICTs and customers in the change process, which is important in studying e-service-induced organizational change due to the boundary nature of e-service. Lastly, their three-stage change management model acknowledges the improvisational and technochange process of the e-service-induced change and can be used either as a theoretical framework or a practical management tool.

scholarly journals Conceptualizing a Framework: A Critical Review of the Development of Change Management Theories

2020 ◽  
Vol 15 (2) ◽  
pp. 205-214
Author(s):  
Som Ratana ◽  
Chan Raksmey ◽  
Dumitrascu Danut
Keyword(s):  
Change Management ◽  
Critical Review ◽  
Change Process ◽  
The Other ◽  
Human History ◽  
Change Type ◽  
Effective Change ◽  
Type Change ◽  
Per Se ◽  
The One

AbstractAlthough approaches to manage change dated back to as early as human history, managing effective change is still the topic of today’s debates. One of the undeniable facts about this is that change per se keeps changing, and so does its management methodology. While this fact comes, on the one hand, to validate the reason why none of the early theories stands relevant across time, it, on the other hand, proofs that change methodology is certainly fluid, giving no room for an approach to really last. An effective change is achievable [not] by a prescription, but by a thorough consolidation of the various aspects relevant to change. This paper aims therefore at identifying those [managerial] aspects of change, in hope that they could be used to construct a common base to deal with change. To that end, relevant change management hypotheses, approaches, theories dated back to the 50s are taken for thorough reviews. Results from this digest confirm that to manage change, one must factor in change type, change process, and change elements, and yet, to manage it effectively, one must go further to ensure that all the above factors work well together as they are all symbiotically related.

scholarly journals Are We Stuck in the Predigital Age? Embracing Technology-Mediated Change Management in Organizational Change Research

2021 ◽  
pp. 002188632110428
Author(s):  
Rouven Kanitz ◽  
Katerina Gonzalez
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Digital Technology ◽  
Change Process ◽  
Digital Technologies ◽  
Change Implementation ◽  
Research And Practice ◽  
The Future

Technology-mediated change management (TMCM) refers to an organization's use of digital technologies to facilitate change implementation. The use of digital technology is deeply penetrating change practice. However, alarmingly, few have theorized about or empirically investigated TMCM. A rich body of research informs change management, however, less is known about how technologies are changing the nature of managing the change itself. We stimulate new conversations on this topic by discussing how TMCM provides both valuable benefits and creates new risks in terms of the (a) adaptiveness, (b) personalization, and (c) openness of the change process. TMCM requires urgent attention as it has the potential to help shape the future of change research and practice. We call for scholarship that is reflexive about both the benefits and risks associated with TMCM and we offer directions for research in this relatively new area that may very well determine the future of our field.

The Power of Three

2015 ◽  
pp. 74-94 ◽  
Author(s):  
Ute Riemann
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Change Management ◽  
Change Process ◽  
Design Thinking ◽  
Landscape Changes ◽  
Organizational Change Management

The idea behind this chapter paper is that transformation projects can support can be better supported in terms of organizational change, process changes and IT system landscape changes with the application of a blended methodology of project management, organizational change management and Design Thinking. In other words: the proposal is that organizational change management and Design Thinking shall be an integral part of project management.

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