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.

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.

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.

Commitment to Change Among Health Care Workers in Pakistan

2020 ◽  
Vol 22 (3) ◽  
pp. 330-347
Author(s):  
Haroon Bakari ◽  
Ahmed Imran Hunjra ◽  
Stephen Jaros
Keyword(s):  
Health Care ◽  
Factor Analysis ◽  
Organizational Change ◽  
Health Care Workers ◽  
Health Care Systems ◽  
Change Initiative ◽  
Commitment To Change ◽  
Research Attention ◽  
Care Workers ◽  
Care Systems

Commitment to organizational change as an important focus of commitment has received greater attention in the literature of action commitments. Research indicates that this construct represents employee attitude towards change initiative and may be a greater predictor of support for change. This is of particular import in health care systems, globally, and in developing nations, in particular, which are constantly seeking to change and adapt to new medical and administrative advances. However, commitment to change (C2C) has received very little research attention from Asian health care systems. Therefore, this study answers the call for validation, by validating a culture-specific translated version of the C2C scale in a sample drawn from the privatization context of public sector hospitals in Pakistan. The goals are to: (a) examine some psychometric properties of the major Western-derived measures of C2C in Pakistan to see if they are valid and reliable there; and (b) draw implications from our results for the management of change efforts in Pakistani health care systems. Thus, exploratory factor analysis and confirmatory factor analysis (CFA) were conducted using SPSS and analysis of moment structures (AMOS) to provide evidence of reliability, construct validity and predictive validity of C2C among Pakistani health care workers. Results found evidence of the measure’s cross-cultural validity and revealed a positive correlation between C2C and three dimensions of behavioural support for change. This study is a significant contribution to the literature, being the first to provide comprehensive evidence of validity of the C2C scale in Pakistan, a developing country. An important implication for leaders of organizational change in Pakistan is that they may use this construct to unearth employee level of understanding and attitude towards change initiative to envisage mechanisms to foster employee support for change. Researchers may also use this construct in Pakistan’s context to assess employee C2C.

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.

How and When job Security Reduces Resistance to Change in the Context of Organizational Change

2021 ◽  
pp. 002188632110406
Author(s):  
Cailing Feng ◽  
Brian Cooper ◽  
Cherrie Jiuhua Zhu
Keyword(s):  
Organizational Change ◽  
Change Process ◽  
Affective Commitment ◽  
Resistance To Change ◽  
Eastern China ◽  
Job Security ◽  
Conservation Of Resources ◽  
Process Data ◽  
Commitment To Change ◽  
The Relationship

Drawing on conservation of resources theory, this study highlights why and when job security may decrease resistance to change during the organizational change process. Data were collected from 23 subsidiaries in a large manufacturing group enterprise based in a coastal city in eastern China. A three-wave design was used to mirror the different stages in the change process, valid data were received from 469 employees and 86 supervisors. Results showed that job security was negatively related to resistance to change, and this effect was mediated through affective commitment to change. We also found that procedural justice plays a moderating role in the relationship between job security and affective commitment to change and that environmental uncertainty also moderates the relationship between affective commitment to change and resistance to change. This study is quite timely and would have the potential to benefit the practice of change management in organizations.

Cultural Change Management

2015 ◽  
Vol 7 (1) ◽  
pp. 55-74 ◽  
Author(s):  
Harrington H. James ◽  
Voehl Frank
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Cultural Change ◽  
Culture Change ◽  
Major Change ◽  
International Competition ◽  
Willingness To Accept ◽  
Success Rates ◽  
Constant Change ◽  
Management Concepts

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.

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.

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 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.

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