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.

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.

Creating a sustainable innovation environment within large enterprises: a case study on a professional services firm

2013 ◽  
Vol 1 (1) ◽  
pp. 55-84 ◽  
Author(s):  
Thorsten Kliewe ◽  
Todd Davey ◽  
Thomas Baaken
Keyword(s):  
Change Management ◽  
Change Process ◽  
Professional Services ◽  
Professional Service ◽  
Management Model ◽  
Special Focus ◽  
Large Firms ◽  
Sustainable Innovation ◽  
Professional Services Firm

This paper considers the question of which structures, strategies and practical activities large firms can use to successfully create a sustainable innovation environment within an organisation with special focus given to communication activities used to support this change process. Using the ADKAR change management model as the underlying framework, this study analyses the story of a large professional service firm’s national innovation program to show and discuss a successful example. The paper shows how the firm successfully managed both the change project and the stakeholder change to transform the nature of their organisation. The paper provides valuable insights for professionals, practitioners, consultants and academics involved in or studying the creation of innovation and how to affect this within large organisations.

scholarly journals Minimising Risk—The Application of Kotter’s Change Management Model on Customer Relationship Management Systems: A Case Study

2021 ◽  
Vol 14 (10) ◽  
pp. 496
Author(s):  
Danny Sittrop ◽  
Cheryl Crosthwaite
Keyword(s):  
Change Management ◽  
Customer Relationship Management ◽  
Change Process ◽  
Research Question ◽  
Relationship Management ◽  
Customer Relationship ◽  
Management Model ◽  
Change Model ◽  
Crm System

Implementing a Customer Relationship Management (CRM) system requires significant consideration with respect to change management and the associated business risks. This paper describes how to best achieve the change goal and minimize these risks. The research question under investigation is: “How can Kotter’s change management model be used effectively to enhance the value and utilisation of a CRM system”. Kotter’s eight-stage change model is the adopted change model used by the organisation under study. As business intelligence (BI) is a growing field within industry and academia alike, limited substantive research has been done regarding how to manage the change process itself within a BI project. Often research either focuses on the technical development (e.g., agile methodology) or the change process from a holistic perspective. However, both are needed to effectively manage the risk of failure. The research design for this study was that of a single organisation case study. The research questions were addressed by using a deductive research style. To allow for multiple perspectives and triangulation of the data, a mixed-methods approach (Quant + QUAL) was used. Outcomes of the research showed that whilst there was some success in the implementation of Kotter’s change model, it could have been significantly improved if the competencies identified in this research were considered and incorporated prior and during the change journey. Building on Kotter’s classic work with change management, this research fills the gap by describing the pertinent competencies required in managing the change process, identifying common pitfalls and investigating the common threads between the ‘data to outcome’ process and the change management process to better mitigate the risk This paper adds value to current change literature/models by defining and describing the importance of these competencies when embarking on a change program related to BI tools and systems and how these competencies are incorporated into Kotter’s model.

scholarly journals A CASE STUDY OF THE FACTORS INFLUENCING ORGANIZATIONAL CHANGE MANAGEMENT

2021 ◽  
Author(s):  
S M Nazmuz Sakib
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Change Process ◽  
Single Case ◽  
Structured Interview ◽  
Management Plan ◽  
Diverse Range ◽  
Factors Affecting ◽  
Non Governmental Organizations

Non-governmental Organizations (NGOs) are confronted with the need to implement change in order to improve performance and efficiency. Review of literature revealed that many organizations operating within the development sector, are experiencing and managing change either planned or emergent. Yet, NGOs continue to have problems effectively managing organizational change. Therefore, understanding what makes change management a successful process is crucial. Secondary research suggests that for a change process to be effective, it requires a vision, objectives, change framework, commitment of employees, change readiness, consistent communication, involvement, strong leadership and understanding the change context. This Dissertation sought to establish factors affecting change management using a single case study of an NGO. The study adopted a qualitative approach and interviewed seven individuals drawn using purposive sampling method. Data was collected using a piloted semi-structured interview guide. To ensure a diverse range of views and perceptions, interviewees from different levels in the organization were interviewed. The study observed that both internal and external aspects influenced how Organization X managed the change process. The study identified that Organization X to some extent utilized a few aspects that aligned to Kotter's 8 steps and this concurs with research studies that suggest that change frameworks when contextualized, may be useful and applicable among NGOs. The study recommends the development of a comprehensive change management plan that focuses on both the technical and people aspects, undertaking analysis before and during the change, building change management capacity, adoption of a learning perspective and development of a measurement strategy.

scholarly journals Contradictory values in the process of organizational change: a case study

2017 ◽  
Vol 22 (2) ◽  
pp. 29
Author(s):  
Nebojsa Janicijevic
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Change Process ◽  
Research Method ◽  
Quantitative Research ◽  
Case Study Research ◽  
Organizational Changes ◽  
Case Study Method ◽  
Qualitative And Quantitative

Values have always been perceived as a guide for action at both individual and organizational levels. By showcasing an example of one Serbian company, the paper aims to present how employees and managers’ collective values can be inconsistent and contradictory, as well as the causes and effects of such a state of company’ system of values. The research was conducted by applying a case study method in a Serbian company comprising both qualitative and quantitative research techniques. The company was in the process of intensive organizational changes at the time of the research. The research has shown that it is possible for values of the employees and managers to be contradictory and that this contradiction is caused by radical changes both in the environment and in the organization itself. The research has also shown that this contradiction characterizes the Moving Phase in the process of organizational change, and that it is likely to disappear when company moves into the Refreezing Phase in the change process. The conclusions of this paper imply that the structure of collective values in organizations must be taken into account both in research and in practice of change management. Generalization of conclusions and implications is limited by the nature of the applied case study research method.

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.

A Case of an IT-Enabled Organizational Change Intervention

2012 ◽  
pp. 190-212
Author(s):  
Bing Wang ◽  
David Paper
Keyword(s):  
Information Technology ◽  
Organizational Change ◽  
Change Management ◽  
New Technology ◽  
The Novel ◽  
New Paradigm ◽  
It Implementation ◽  
Perceived Change ◽  
Change Event

This case study documents an organizational change intervention concerning the implementation of a novel information technology at a university-owned research foundation (URF). It evidences the disparate expectations and reactions by key actors toward the change event, marking a mismatch between a new paradigm required by the new technology and existing information technology practices. Drawing upon change management and management information systems (MIS) literature, the authors discuss the perceived change management issues hindering the change process at URF. The discussion is tempered by a theoretical lens that attempts to integrate the literature bases drawn upon in this research. In particular, resistance from in-house IT specialists was observed as the strongest force obstructing the novel IT implementation. This study offers a forum to stimulate both researchers and practitioners to rethink the necessary elements required to enact change, especially with respect to novel IT implementations.

scholarly journals How to Overcome Transformation Barriers in IT Departments of State-Owned Enterprises

2018 ◽  
Vol 8 (1) ◽  
pp. 86
Author(s):  
Christoph Ertl ◽  
Alexander Herzfeldt ◽  
Helmut Krcmar
Keyword(s):  
Organizational Change ◽  
Enterprise Resource Planning ◽  
Change Process ◽  
Business Processes ◽  
Organizational Transformation ◽  
Case Study Research ◽  
Resource Planning ◽  
Research Approach ◽  
It Departments

This paper develops a framework for analyzing organizational change in information technology (IT) departments of state-owned enterprises (SOEs) and applies that framework to a case study of a German airport that is majority-owned by the German federal government. Specifically, we derive a framework from literature to systematically identify transformation barriers for introducing new enterprise resource planning (ERP) systems and business processes in IT departments of SOEs. This framework is based on the punctuated equilibrium model and considers dynamic process incorporation, explicit stakeholder integration, a detailed representation of the change process, and characteristics of public employees as main factors. We then apply the framework in a case study research approach and show how the framework allows identification of transformation barriers hidden to management but involved in the organizational change process (e.g., required change of organizational structures, required change of service-level-agreements). The framework can be a valuable tool for both researchers and practitioners to actively shape the effects of organizational transformation in SOEs and to identify factors that influence the change process.

Factors Influencing Adoption of Information Technologies for Public Transportation Project Inspection: A WSDOT Case Study

2019 ◽  
Vol 2673 (2) ◽  
pp. 1-12
Author(s):  
Julian Yamaura ◽  
Stephen T. Muench ◽  
Kim Willoughby
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Public Transportation ◽  
Information Technologies ◽  
User Study ◽  
New Technology ◽  
Management Program ◽  
Lessons Learned ◽  
Structured Interviews

This paper presents a case study of the organizational change process associated with the Washington State Department of Transportation (WSDOT) year-long research program that implemented a cloud-based mobile project inspection application to 18 project engineering offices (PEO) across the state. Ultimately, four out of the 18 PEOs decided to adopt the new technology. Data from semi-structured interviews and a user study conducted two months after implementation are used to identify organizational change strategies used by WSDOT, and how those relate to ideas from the general literature on change management. The loss of upper management program leaders, inadequate communication and training to prepare personnel for the change, and policy and procedural uncertainties in integrating the change with other systems and operations were found to be factors that may have influenced the outcome of the program. While this paper focuses on one DOT’s efforts, other DOTs may have similar organizational structures and implementation efforts, and the findings and lessons learned could serve as a representative model for how such implementation might best be accomplished in a DOT and how that might differ from traditional change management guidance.

The Crown Prince Court’s Training and Career Development section: managing training for its employees

2020 ◽  
Vol 10 (1) ◽  
pp. 1-16
Author(s):  
Alya Ateeq Al Remeithi ◽  
Syed Zamberi Ahmad
Keyword(s):  
Career Development ◽  
Change Management ◽  
Change Process ◽  
Online Courses ◽  
Development Program ◽  
Training And Development ◽  
Content Type ◽  
Employee Resistance ◽  
Crown Prince

Learning outcomes This case study focuses on change management and employee resistance when implementing a new initiative. The case may be helpful to students to clarify their understanding of the following: the importance of employee involvement in the change management process in the government sector. Understand how to help employees to deal with change more effectively, maintaining their commitment and bringing them successfully through the change. Understand the importance of communication during the change process. Successful approaches used when implementing change, such as the Lewin model and Kotter 8. The obstacles to change, including resistance and adverse reactions to change and connecting employees, as well as the causes of resistance when implementing a change. Case overview/synopsis The Crown Prince’s Court is an independent government entity established in 1971, providing support to the Crown Prince of Abu Dhabi with the help of almost 300 employees. The Training and Career Development subsection headed by Sumaya Al Saedi decided to initiate an online training and development program for employees. Given that national service, maternity leave and emergency leave had led to working pressure and less training and development for the employees, Sumaya and her team realized that few employees were registering for the course and few of those that did register actually completed their course. Several causes were identified that had led to employees avoiding the online courses. Work pressure and technical issues were among the most salient reasons that kept registered employees from completing the course. The lack of policies at an institutional level to aid changes in training structures reduced the number of employees who felt that they could register for the courses. Therefore, Sumaya and her team had to decide how to attract their employees to online courses and how to support them. Complexity academic level This case study was written for Change Management courses in Bachelor of Business Administration programs. This case examines employee resistance to change when implementing a new system. It can, therefore, be used for undergraduate-level courses. As it concerns employees during the implementation of changes, this case study can be used to help students develop their planning and implementation skills. By focusing on internal departmental challenges, students are introduced to the change process of implementing an initiative and how to deal with employees in the organization. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 6: Human Resource Management.

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