change agent
Recently Published Documents


TOTAL DOCUMENTS

654
(FIVE YEARS 129)

H-INDEX

22
(FIVE YEARS 2)

2022 ◽  
pp. 113-122
Author(s):  
Nancy de los Angeles Segura-Azuara ◽  
Jose Guillermo Guzman-Segura ◽  
Nancy María Guzmán-Segura ◽  
Juan Pablo Guzmán-Segura

Currently, professional training goes beyond the discipline itself and focuses also on being able to improve our society. Professionals have a great responsibility as active participants in the local, regional, national, or global community they belong to. In the healthcare area, all disciplines must contribute to a deep transformation of the quality of life of all the people in the society, not limited to the patients themselves, but embracing their context, with relatives, friends, etc. The healthcare professional, and professionals of all other areas must, therefore, be competent in their discipline and other transversal components to become an effective change agent. Transversal competencies or soft skills, including citizenship, can also be seen as power skills for all professionals, as they empower them to have a greater impact in their community. Activities focused on the development and self-awareness of these contribute to the training of better professionals in our universities.


2021 ◽  
pp. 1-11
Author(s):  
Shing Lee ◽  
Emilia Bagiella ◽  
Roger Vaughan ◽  
Usha Govindarajulu ◽  
Paul Christos ◽  
...  

2021 ◽  
Vol 15 (4) ◽  
pp. 33-41
Author(s):  
Olga Belousova ◽  
◽  
Steven Walsh ◽  
Aard Groen ◽  
◽  
...  

The COVID-19 crisis has changed how firms and industries do business – at least for now. What is uncertain, however, is the duration of that change. Will the industry change induced by the COVID-19 crisis persist and, if so, for how long? Can a crisis, and particularly the COVID-19 crisis, act as a more permanent change agent and create an environment that mimics the entrepreneurial opportunity that industry forcing functions create? If yes, then there is cause to consider the entrepreneurial opportunity that the COVID-19 crisis provides. In this paper, we review the changes that the pandemic has brought to business practices. Furthermore, we discuss the differences between crisis-based opportunity and entrepreneurial opportunity created by industry forcing functions in order to illuminate the ability of a COVID-19 crisis–induced Low Touch Economy to sustainably create entrepreneurial opportunities. We show examples and list the attributes of industry forcing functions that have already provided sustainable entrepreneurial opportunity. Then, we match these attributes with the factors pertaining to the COVID-19-related Low Touch Economy. We find that the COVID-19 crisis has similarities and differences to the traditional industry forcing functions started by disruptive technologies. However, unlike traditional industry forcing functions, the COVID-19 crisis acts in a pan-industrial manner, making the impact of the pandemic more profound. Furthermore, the timing of the pandemic is important too: the COVID-19 crisis struck during the emergence of a Schumpeterian wave of Industry 4.0 and accelerated the adoption of its most important harbingers. We provide researchers and practitioners a lens through which to review not only the COVID-19 crisis’s possibility of lasting effects, but also how it will affect entrepreneurs.


MANASA ◽  
2021 ◽  
Vol 10 (2) ◽  
pp. 69-86
Author(s):  
Leonardus Dewa Hardana ◽  
Rayini Dahesihsari

Abstract The main challenge for internal change agents is to overcome the ambiguity of their role as members of the organization who at the same time have to manage change in the organization. These challenges lead to the emergence of various boundaries encountered in organizations, which need to be spanned with the right strategy for change to be managed effectively. Unfortunately, there have not been many guidelines and training specifically provided to internal change agents, particularly regarding the constraints encountered and strategies for overcoming those boundaries. Generally, available training programs and guidance provided develop the ability to manage change in general. This self-guided manual for internal change agents aims to develop the ability of internal change agents, especially in overcoming the ambiguity of their role in the organization, by recognizing the boundaries they face and strategies for breaking those boundaries. This guide was developed based on the results of previous research that qualitatively explored the role of internal change agents in managing change in organizations, particularly in recognizing the boundaries encountered and their strategies for breaking boundaries so that organizational change can take place effectively. There are 3 stages carried out, namely 1) preparation, 2) guide development, and 3) evaluation and dissemination. This guidebook with the title “Spanning Boundaries, Becoming a Reliable Internal Change Agent” is organized into 4 parts, namely: Section (1) Organizational Change and the Role of Change Agents, (2) Boundaries Found in Implementing Change, (3) Strategies to Overcome Boundaries, (4) Personal Characters Needed to Overcome Boundaries and How to Develop It. It is hoped that because it is based on empirical data, the guidelines that have been compiled can develop the insight of internal change agents to be able to answer the concrete challenges faced to be able to manage change effectively. Keywords: Self-Guided Manual, Internal Change Agent, Boundary Spanning, Change Management   Abstrak Tantangan utama agen perubahan internal adalah mengatasi ambiguitas perannya sebagai anggota organisasi yang pada saat yang bersamaan harus mengelola perubahan di organisasi. Tantangan ini menyebabkan munculnya berbagai batasan yang ditemui dalam organisasi, yang perlu dapat diretas dengan strategi yang tepat agar perubahan dapat dikelola secara efektif. Sayangnya belum banyak ditemukan panduan dan pelatihan yang khusus diberikan kepada agen perubahan internal, khususnya terkait dengan batasan yang ditemui dan strategi untuk meretas batasan tersebut. Umumnya program pelatihan dan panduan yang diberikan mengembangkan kemampuan mengelola perubahan secara umum. Panduan mandiri (self guided manual) untuk agen perubahan internal ini bertujuan untuk mengembangkan kemampuan agen perubahan internal, khususnya dalam mengatasi ambiguitas perannya dalam organisasi, dengan mengenali batasan yang dihadapi serta strategi meretas batasan tersebut. Panduan ini dikembangkan berdasar hasil penelitian yang dilakukan sebelumnya yang mengeksplorasi secara kualitatif peran agen perubahan internal dalam mengelola perubahan dalam organisasi, khususnya dalam mengenali batasan yang ditemui serta strategi mereka dalam meretas batasan agar perubahan organisasi dapat berlangsung secara efektif. Terdapat 3 tahapan yang dijalankan, yakni tahapan 1) persiapan, 2) pengembangan panduan, dan 3) evaluasi dan diseminasi. Panduan dengan judul “Meretas Batasan, Menjadi Agen Perubahan Internal yang Handal” disusun menjadi 4 bagian, yakni: Bagian (1) Perubahan Organisasi dan Peran Agen Perubahan, (2) Boundary yang Ditemui dalam Mengimplementasi Perubahan, (3) Strategi Mengatasi Boundary, (4) Karakter Personal yang Dibutuhkan untuk Mengatasi Boundary dan Cara Mengembangkannya. Diharapkan karena didasarkan pada data empiris, maka panduan yang disusun dapat mengembangkan wawasan agen perubahan internal untuk dapat menjawab tantangan konkrit yang dihadapi agar mampu mengelola perubahan secara efektif. Kata kunci: Panduan Mandiri, Agen Perubahan Internal, Boundary Spanning, Change Management


Food Research ◽  
2021 ◽  
Vol 5 (S4) ◽  
pp. 83-91
Author(s):  
A.L. Rusli ◽  
N. Isa

This study was conducted to analyse the smallholder’s perception of the roles of extension agents - coconut industry sustainability. To ensure the extension agent program is successful, the agent should recognize their roles as the change agent in the coconut industry which is, they act as a catalyst, process helpers, resource linkers, and solution giver. This study was conducted in sub-districts of Kuala Selangor at Tanjong Karang. The sample of fifty-six respondents was selected from the 65 population through the random sampling method. By using a survey method, the questionnaires were distributed to measure the roles of the extension agent as a change agent based on the smallholder’s perception. Based on correlation coefficient analysis, it was shown that all data was significant between catalyst, process helper, resource linker, and solution giver by using 0.10 (p-value). The highest correlation coefficient in this analysis is solution giver that shows the correlation value 0.660 and can best be described as a positive strong relationship. The result for multiple linear regression showed that process helper was the dominant factor for this study which showed the beta, p-value is 0.264 by using 0.10 (pvalue). Hence, it can be analysed that the level of the extension agent roles in the coconut industry is at a medium level because they are not fully utilizing their roles as a change agent. As for the recommendation, extension agents in the coconut industry should be more aggressive by looking at the various aspects such as communication, decision making, knowledge, skills, and others to make the coconut industry sustainable for the future.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ashutosh Jani ◽  
Ashutosh Muduli ◽  
Kaushal Kishore

Purpose Human resource (HR) transformation research has not studied the role of digital HR technology and HR role in the context of Indian organisations. To address the gap, the current research aims to investigate the impact of HR role and digital HR technology on successful HR transformation. Further, the research shall investigate the mediating role of various HR roles (i.e. administrative, employee champion, change agent and strategic partner role) on digital HR technology and business outcomes. Design/methodology/approach The research used a post-positivist methodology using survey method. Data has been collected from 918 executives representing several sectors of Fortune 500 Indian companies. Validated instrument has been used and the collected data are analysed using AMOS and structural equation modelling. Findings HR transformation using Digital human resource technology (HRT) can significantly enhance business outcome of fortune 500 companies of India if it is mediated by different HR role (strategic, employee champion, change agent and administrative expert). The result also proved that just implementation and adaption of the Digital HRT may not guarantee HR Transformation unless HR optimise the specific role as per the need of the hour. Originality/value HR transformation research has not studied the role of digital HR technology and HR role in the context of fortune 500 Indian organisations.


NanoEthics ◽  
2021 ◽  
Author(s):  
Jantien Willemijn Schuijer ◽  
Jacqueline Broerse ◽  
Frank Kupper

AbstractThe progressive introduction of emerging technologies, such as nanotechnology, has created a true testing ground for public engagement initiatives. Widespread experimentation has taken place with public and stakeholder dialogue and inclusive approaches to research and innovation (R&I) more generally. Against this backdrop, Social Science and Humanities (SSH) scholars have started to manifest themselves differently. They have taken on new roles in the public engagement field, including more practical and policy-oriented ones that seek to actively open the R&I system to wider public scrutiny. With public engagement gaining prominence, there has been a call for increased reflexivity among SSH scholars about their role in this field. In this paper, we study our own roles and stakes as SSH scholars in a European-funded public engagement project on responsible nanotechnology. We introduce a general role landscape and outline five distinct roles (engaged academic, deliberative practitioner, change agent, dialogue capacity builder, and project worker) that we—as SSH scholars—inhabited throughout the project. We discuss the synergistic potential of combining these five roles and elaborate on several tensions within the roles that we needed to navigate. We argue that balancing many roles requires explicit role awareness, reflexivity, and new competencies that have not been examined much in the public engagement literature so far. Our role landscape and exemplification of how it can be used to reflexively study one’s own practices may be a useful starting point for scholars who are seeking to better understand, assess, or communicate about their position in the public engagement field.


Author(s):  
Lalu Ardan Hadinata ◽  
Akhmad Saufi ◽  
Handry Sudiartha Athar

Tourism development should provide space for young people to actively participate in managing nature as a sharia-based tourist destination to support sustainability. The purpose of this research is to identify and analyze the role of youth in the utilization of prabu mountain forest area to become an ecotourism destination based on halal tourism. This research was conducted in Prabu Mountain Village Prabu District Pujut Central Lombok Regency. The research method used is a method of qualitaitf research using content analysis. Data collection is conducted by observation, documentation and in-depth interviews with youth ecotourism destination managers who are members of Pokdarwis Prabu Indah, the Community of Prabu Youth Front and Bangkang Bersatu Youth. The results of this study show that there is an important role of youth in managing and utilizing the forest area of Mount Prabu into halal ecotourism destinations such as: 1) Moral Strength. 2) Social Control. 3) Change Agent


Sign in / Sign up

Export Citation Format

Share Document