change implementation
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2021 ◽  
Vol 5 (Supplement_1) ◽  
pp. 120-120
Author(s):  
Laura Kernan ◽  
Eileen Dryden ◽  
Camilla Pimentel ◽  
Kathryn Nearing ◽  
Lauren Moo

Abstract Fifteen Veterans Administration Medical Centers (VAMCs) offer geriatric specialty care telehealth services through a hub and spoke model to patients at affiliated community-based outpatient clinics (CBOCs). These services are not used to the extent they could be. Through interviews with 50 staff and providers at rural CBOCs we identified several implementation facilitators and barriers. CBOC-level barriers included space constraints, low staffing, internet connection issues, and limited knowledge of services available and referral processes. Patient-level barriers included discomfort with technology, cognitive decline, and inability to travel to the CBOC. We found that champions within the CBOC and iterative, targeted outreach from the hub helped facilitate uptake of services. We entered the identified barriers into the CFIR-ERIC (Consolidated Framework for Implementation Research-Expert Recommendations for Implementing Change) Implementation Strategy Matching Tool to help generate targeted strategies that will be used to refine each hub’s implementation approach.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Samar Rahi ◽  
Mahmoud Alghizzawi ◽  
Sajjad Ahmad ◽  
Mubbsher Munawar Khan ◽  
Abdul Hafaz Ngah

Purpose This study aims to gain insight into factors that impact employee readiness to change and organizational change management. Therefore, an integrative research model is developed with the combination of perceived competence, perceived relatedness, perceived autonomy, codification strategy and personalization strategy to investigate employee readiness to change. The research model tests the mediating role of employee readiness to change between factors underpinned self-determination theory, knowledge management strategy and organizational change management. In addition to the moderating role of self-efficacy is examined between the relationship of employee readiness to change and organizational change implementation. Design/methodology/approach This research is conducted under a positive paradigm, and therefore, a quantitative research approach is incorporated to design a research strategy. The research model is empirically tested with a sample size of 361 employees working in commercial banks of Pakistan. For data analysis, the structural equation modelling approach is applied. Findings Empirical findings indicate that altogether perceived competence, perceived autonomy, perceived relatedness, codification and personalization strategies had explained 76.8% variance in employee readiness to change. The effect size analysis shows that codification strategy has the largest impact in determining employee readiness to change. Therefore, the relatedness of employee tasks stands at the second stage in determining employee readiness to change. The predictive relevance of the research model is computed through blindfolding procedure and revealed substantial predictive relevance in measuring employee readiness to change. The findings of the research confirmed that the relationship between employee readiness to change and organizational change implementation will be stronger when self-efficacy is higher. Practical implications The current research has several contributions to theory and practice. Theoretically, this research extends the self-determination theory with knowledge management strategy and enriches literature in employee readiness to change and organizational change management context. Practically, this research suggests that policymakers should focus on factors underpinned by self-determination theory and knowledge management model to develop a positive attitude among employees towards readiness to change. Similarly, self-efficacy is another important factor that moderates the relationship between readiness to change and change implementation and should be considered for managerial implication. Originality/value This research is significant as it integrates two unique models, namely, the self-determination framework and the knowledge management model to investigate employee readiness to change. In addition to that, the research model is extended with the moderating effect of self-efficacy between the relationship of employee readiness to change and organizational change implementation.


Author(s):  
Tonja Blom ◽  
Yvonne du Plessis ◽  
Hamid H Kazeroony

In diverse societies such as South Africa, organizations continue to face inclusion challenges when implementing change. This study proposes a different method and new dimension of diversity management within the cognitive diversity construct, namely human niche theory, to tackle the diversity dilemma of exclusivity. The research question asked whether human niche theory, as a defined concept within cognitive diversity, could be utilized by managers to enable inclusion and promote sustainable organizational change implementation. Conceptually, this paper relates human niche theory to seven themes in the change process, namely, communication, training, motivation, resources, control, monitoring, and feedback. An exploratory single case study in a multicultural South African automotive organization that implemented a company-wide technology change project was used as a unit of analysis. The single case study revealed a new understanding of change implementation processes using the human niche theoretical framework related to radical technological change implementation. Data collection included in-depth interviews, focus group sessions, solicited company data, field notes, and observations. Content and comparative data analysis were used to present findings. This research showed that managers’ awareness of human niche theory in terms of cognitive diversity could assist in managing diversity, enabling inclusion, and change effectiveness in the organization, while minimizing emotional exclusion.


2021 ◽  
Vol 11 (4) ◽  
pp. 140
Author(s):  
Yousef Ahmad Alolabi ◽  
Kartinah Ayupp ◽  
Muneer Al Dwaikat

In light of readiness to change, organizational readiness has received little attention with the extensive assessment of individual readiness to change. (1) Background: Therefore, this conceptual paper aims to address the need for change at the organizational level through the lenses of Lewin theory, organizational change theory, and social exchange theory. It will identify issues and implications in readiness to change at the organizational level; (2) Methods: The primary method used in the study was mainly a literature review to add neglected factors driving change such as contextual factors and technology. (3) Results: The paper shows how various players and other determinants of successful change implementation can derail the organization’s readiness to embrace change. (4) Conclusions: The paper adds to the available knowledge on how technology is likely to affect organizational willingness to change. The study suggests various solutions that seek to address the issues on organizational readiness to change. Hence, this study may provide organizational managers with takeaway implications on change management for policymakers and practitioners to improve an organization’s preparedness towards change implementation.


2021 ◽  
pp. 104973232110586
Author(s):  
Abimbola A. Olaniran ◽  
Modupe Oludipe ◽  
Zelee Hill ◽  
Adedoyin Ogunyemi ◽  
Nasir Umar ◽  
...  

As countries continue to invest in quality improvement (QI) initiatives in health facilities, it is important to acknowledge the role of context in implementation. We conducted a qualitative study between February 2019 and January 2020 to explore how a QI initiative was adapted to enable implementation in three facility types: primary health centres, public hospitals and private facilities in Lagos State, Nigeria. Despite a common theory of change, implementation of the initiative needed to be adapted to accommodate the local needs, priorities and organisational culture of each facility type. Across facility types, inadequate human and capital resources constrained implementation and necessitated an extension of the initiative’s duration. In public facilities, the local governance structure was adapted to facilitate coordination, but similar adaptations to governance were not possible for private facilities. Our findings highlight the importance of anticipating and planning for the local adaptation of QI initiatives according to implementation environment.


2021 ◽  
Vol 27 (3) ◽  
pp. 244-248
Author(s):  
Fedor Mikhailovich Kobzarev

The article deals in a generalised form with the problems associated with the conclusion, change, implementation and termination of the agreement on cooperation in criminal cases. Based on the results of the analysis of these problems and publications on these issues, various options for their solution are proposed. At the same time, the main attention is paid to the role and importance in the implementation of the norms of this institution of the prosecutor, the insufficiency of its powers to improve the effectiveness of the application of the pre-trial agreement. The author sets the task to form a set of proposals to improve the legal regulation of the procedure for the prosecutor's actions, its participation in proving compliance with the conditions and fulfillment of obligations by the suspect, accused under the pre-trial agreement, in proving the guilt of accomplices in a crime committed by a person in respect of whom the criminal case is allocated in a separate proceeding in connection with the conclusion of a pre-trial agreement. The study used general scientific methods (analysis, deduction) and private scientific methods (formal-logical, comparative law, etc.). As conclusions, it is proposed to make a number of additions to the criminal procedure law, including Part 2 of Article 74 of the Code of Criminal Procedure of the Russian Federation and introduce a new norm – Article 79.1 of the Code of Criminal Procedure of the Russian Federation, as well as to take certain organisational measures.


Author(s):  
Moritz Belling ◽  
Ulrich Pidun ◽  
Dodo zu Knyphausen-Aufseß

AbstractThe viability and adaptation of family firms is a key research area owing to the longevity and transgenerational vision of the family. Throughout their development, firms transition through strategic change episodes with a potentially significant impact on their performance and survival. In this article, we combine family firm with strategic change research to propose how familiness supports or limits strategic change. We put forward three tendencies of family firms in their ability to deal with strategic change. First, familiness creates an overemphasis on the cognition of gradual change triggers but limits the cognition of radical change triggers. Second, familiness creates a tendency to inappropriately scope and dimension strategic change in radical change episodes to protect the value of legacy resources. Third, familiness supports endurance during strategic change implementation while also creating a tendency to be too slow or stubborn when implementing an insufficient change decision.


2021 ◽  
Vol 108 (Supplement_7) ◽  
Author(s):  
Ahmed Elzaafarany ◽  
Bankole Oyewole ◽  
Vivian Ng ◽  
Shannon Mangat ◽  
Amanda Cheng ◽  
...  

Abstract Introduction Discharge summaries are a means of communication to the patient, the GP and for medical records. An initial audit showed surgical discharge summaries contained misleading information and sometimes omitted relevant information. Changes were implemented to improve the accuracy of surgical discharge summaries. Method The initial audit assessed the accuracy of discharge summaries over a two-week period and the re-audit was conducted after implementation of change over a similar time period. Data was extracted from electronic patient records (EPR). Change implementation included educating the surgical team on the need for accurate discharge summaries. The EPR team was notified of the intrinsic error in the PowerChart system which is widely used in various NHS Trust. Results Incidence of misdiagnosis or misleading diagnosis in discharge summaries reduced from 42% to zero, lack of relevant investigations decreased from 7% to 1%, No follow up status reduced from 23% to 10% (usually post appendicectomy patients which are not routinely followed up but this needs to be stated in the discharge summary for clarity), at both initial audit and re-audit all patients had relevant surgery or procedures done included in their discharge summaries while the rate at which relevant medications were not stated in the discharge summary decreased from 4% to zero. Conclusions Discharge summaries are vital for record keeping and are usually the only written information a patient receives regarding their hospital stay. It is important that errors in EPR systems be flagged up for review.


2021 ◽  
pp. 002188632110428
Author(s):  
Rouven Kanitz ◽  
Katerina Gonzalez

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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