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Journal articles on the topic 'CHANGE – CHANGE MANAGEMENT PROCESS'

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Published: 24 April 2022

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1

Ellis, Donelda J. "Change Process." Nursing Management (Springhouse) 18, no. 4 (April 1987): 14???21. http://dx.doi.org/10.1097/00006247-198704000-00007.

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TUNÇER, Polat. "CHANGE RESISTANCE IN THE PROCESS OF CHANGE MANAGEMENT." Ondokuz Mayis Univ. Egitim Fakultesi Volume 32, Volume 32 Issue 1 (2013): 373–406. http://dx.doi.org/10.7822/egt157.

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3

Sousa, Eduardo Da Silva, Carlos Eduardo Machado Pires, Simone Borges Simão Monteiro, and Ana Carla Bittencourt Reis. "It change management process improvement." Revista Singular - Engenharia, Tecnologia e Gestão 1, no. 1 (February 19, 2019): 21–26. http://dx.doi.org/10.33911/singular-etg.v1i1.12.

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IT became an indispensable structure for organizations, whether public or private. Although it is considered a support area, IT plays a strategic role in organizations, its procedures must be systematically conducted. This article addresses best practices in IT Service Change Management and compares these practices with current implementation in a court of law. The purpose of this comparison is to verify the adherence of the implemented process and to suggest adjustments that can guarantee quality of services. For that, a review of the pertinent bibliography and a case study of the processes implemented and executed by the court was carried out. The preliminary comparative analysis demonstrated that the court’s IT services change management activities have opportunities for improvement both in the process and for implementation of control mechanisms, which were suggested by the researchers.
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Mohan, Kannan, Peng Xu, and Balasubramaniam Ramesh. "Improving the change-management process." Communications of the ACM 51, no. 5 (May 2008): 59–64. http://dx.doi.org/10.1145/1342327.1342339.

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5

Garland, R. Wayne. "Electronic management of change process." Process Safety Progress 23, no. 4 (2004): 244–51. http://dx.doi.org/10.1002/prs.10036.

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6

Paans, R., and I. S. Herschberg. "Auditing the change management process." Computers & Security 9, no. 2 (April 1990): 161–74. http://dx.doi.org/10.1016/0167-4048(90)90090-g.

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7

Kuzhda, Tetiana. "Diagnosing resistance to change in the change management process." Economics, Management and Sustainability 1, no. 1 (December 19, 2016): 49–59. http://dx.doi.org/10.14254/jems.2016.1-1.5.

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Kuzhda, Tetiana. "Diagnosing resistance to change in the change management process." Economics, Management and Sustainability 1, no. 1 (December 19, 2016): 49–59. http://dx.doi.org/10.14254/jems.2017.1-1.5.

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9

Kogetsidis, Harry. "Change Management." International Journal of Information Technologies and Systems Approach 6, no. 2 (July 2013): 1–12. http://dx.doi.org/10.4018/jitsa.2013070101.

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The rate with which change occurs has increased dramatically over the years. At the same time, the change management literature is full of claims about the high failure rate of change implementation programmes in organisations. In this position paper a case is made that change initiatives frequently fail because they are not holistic in nature. The paper argues that change can be managed more effectively if the various interconnected and interacting elements of the system are identified, the divergent interests of the various stakeholders are recognised, and the entire change process is managed systemically. As the failures of change efforts are commonly related to human issues, as opposed to technical factors, involving all stakeholders in the change process is expected to reduce resistance and to create a higher level of psychological commitment among employees towards the proposed change. The paper then looks into the implications that this holistic way of thinking has for information systems development and argues that information systems should not be implemented as a means to solving a problem but instead be treated as a significant tool to help address a complex mix of organisational issues. Information system strategy must be in line with the organizations’ corporate strategic plan and information systems must be related to a continually changing organisational context and a turbulent business environment.
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10

Kreutzer, Ralf T. "Change-Management." Der Betriebswirt 57, no. 3 (September 30, 2016): 15–18. http://dx.doi.org/10.3790/dbw.57.3.15.

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Die Notwendigkeit zu einer digitalen Transformation stellt sich für jedes Unternehmen – allerdings in unterschiedlicher Intensität. Um den für diese Transformation notwendigen Change-Prozess erfolgreich zu gestalten, bedarf es eines profunden Wissens des Change-Managements. Die wichtigsten Erfolgsfaktoren und weiteres Handwerkszeug werden hier beschrieben. The necessity of a digital transformation exists for every company – only the intensity differs. In order to manage the tranformation successfully a profound knowledge of change management is needed. The key success factors and addtional tools for this process are presented here. Keywords: performance engine, geschäftsmodelle, digitale transformation
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11

Koch, J., A. Gritsch, and G. Reinhart. "Process design for the management of changes in manufacturing: Toward a Manufacturing Change Management process." CIRP Journal of Manufacturing Science and Technology 14 (August 2016): 10–19. http://dx.doi.org/10.1016/j.cirpj.2016.04.010.

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12

Ismaila Akinbode, Akintola, and Said Rashid Ali Al Shuhumi. "CHANGE MANAGEMENT PROCESS AND LEADERSHIP STYLES." PEOPLE: International Journal of Social Sciences 4, no. 2 (August 23, 2018): 609–18. http://dx.doi.org/10.20319/pijss.2018.42.609618.

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13

RICHARDS, ALBERT. "Strategic Change and the Management Process." R&D Management 19, no. 4 (October 1989): 346–48. http://dx.doi.org/10.1111/j.1467-9310.1989.tb00660.x.

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14

Wincek, John, Luís Sávio Sousa, Molly R. Myers, and Henry Ozog. "Organizational change management for process safety." Process Safety Progress 34, no. 1 (June 17, 2014): 89–93. http://dx.doi.org/10.1002/prs.11688.

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15

Stanley, David, Linda Malone, and Linda Shields. "Project management supports the change process." Nursing Management (Springhouse) 47, no. 6 (June 2016): 52–55. http://dx.doi.org/10.1097/01.numa.0000483130.35813.d9.

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16

Atkinson, Carl. "Strategic change and the management process." Long Range Planning 22, no. 6 (December 1989): 136–38. http://dx.doi.org/10.1016/0024-6301(89)90116-7.

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17

Bharathy, Pavithra, and Shabna Roupal Morais. "Change Control Management: An Overview." International Journal of Pharma and Bio Sciences 12, no. 1 (February 2, 2022): 79–87. http://dx.doi.org/10.22376/ijpbs/lpr.2022.12.1.p79-87.

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Change control is a basic element of the quality management system of a pharmaceutical company, that focuses on controlling change to provide a quality product by preventing non - compliance. Changes may occur at any time during the product life cycle, leading to changes in the manufacturing process, the number of materials, and the manufacturing location. All of these changes are post-approved changes. These changes can be controlled and not eliminated, through proper assessment and action plans. The change control committee consisting of the head of quality assurance, manufacturing, sales and other members of relevant disciplines, inspect the proposed changes that may alter the validated and qualified state of facilities, equipment or process. The proposed change will likely have an impact on the quality of production or Good Manufacturing Practice as there are done to be in line with the International Standard Organization requirements. These approved changes should not impact the quality, safety and potency of medicinal product. If ignored, it makes the patient life - critical which may even lead to death. This present review provides an overview of the industry’s Change Control change management protocol in Quality Management System in a company. The major objective is to identify, evaluate, measure, provide action and final authorization to ensure that the changes should not affect the product strength, integrity, purity, quality, or safety. There are many aspects of view on the change control management that take place in the pharmaceutical industry, where we can gain knowledge on concepts of change control. This article also delivers a flow of change management process starting from the request on change by an initiator to the closure of change with appropriate remedial action and follow up assigned by Quality Unit and other responsible authorities.
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18

Skogland, Mari Anna Chatarina, and Geir Karsten Hansen. "Change your space, change your culture: exploring spatial change management strategies." Journal of Corporate Real Estate 19, no. 2 (May 8, 2017): 95–110. http://dx.doi.org/10.1108/jcre-07-2016-0024.

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Purpose The purpose of the paper is to explore the use of, and challenges associated with, spatial change management strategies. This is done through a discussion on how spatial environments may be utilised to effect organisational change. The intention is to provoke new thinking on physical change initiatives and to challenge the often highly deterministic view on the effects of contemporary workspace concepts. Design/methodology/approach The paper is structured as a case study-based literature review, drawing on literature from the fields of environmental psychology, organisational branding, corporate real estate and facility management, as well as organisational change management. Findings The study indicates that space management strategies may fail because of the lack of understanding of how organisational events and other contextually specific aspects correlate with the physical change initiative. Succeeding with the spatial strategy requires a strong focus on socio-material relationships and the employee meaning-making process during the spatial change process. Originality/value Contrary to the traditional and rational focus on functional space management strategies, the paper takes a socio-material approach suggesting that there is a need for more empirically based research into the employee meaning-making process and the role of human and organisational practices in the development of new workplace concepts. Focusing on how organisational members understand and “make use of” spatial environments may substantially improve organisations and building consultants’ abilities to strategically manage the physical change initiative and achieve the intended ends.
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19

Jing, Runtian, and Andrew H. Van de Ven. "Toward a Chance Management View of Organizational Change." Management and Organization Review 14, no. 1 (November 20, 2017): 161–78. http://dx.doi.org/10.1017/mor.2017.32.

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ABSTRACTChance serves as the gate to organizational change. Based on a relational view of chance, we propose that in an organizational context, the chance to change is affected by the perceptions of change agents and the affordance of situational momentum, and that different time points of change are associated with different degrees of chance favorability. We develop a theoretical model to represent how change agents can assess the favorability of current and future momentum and how they can benefit from identifying a perceived chance by employing chance grasping, entraining, creating, or riding strategy to promote organizational change. We generate theoretical propositions to illustrate the four timing strategies of chance management. The overall contribution of this study is a chance management view of organizational change that considers change agents and situational momentum as two interdependent factors in the process of managing the chance to change.
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20

Joeris, Gregor. "Change management needs integrated process and configuration management." ACM SIGSOFT Software Engineering Notes 22, no. 6 (November 1997): 125–41. http://dx.doi.org/10.1145/267896.267907.

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21

Matesic, Gina D. "Every Step You Change: A Process of Change and Ongoing Management." Journal of Library Administration 49, no. 1-2 (February 26, 2009): 35–49. http://dx.doi.org/10.1080/01930820802310668.

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22

Paraschiv, Dorel, Maria Niţu, and Mihai Savin. "Change management within companies." Proceedings of the International Conference on Business Excellence 13, no. 1 (May 1, 2019): 625–34. http://dx.doi.org/10.2478/picbe-2019-0055.

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Abstract The environment in which a company operates is diverse and demanding, as there are unnoticed variables. In order to ensure success in the transformation process of a company’s management, leaders need to take into account certain factors that will help the company gain competitive advantage. The ability of companies to adapt, start or implement a change will depend to a large extent on the human resources and skills, attitudes and knowledge they hold. So change is an essential component of the evolution process of companies that put effort, time and resources into implementing an advantageous strategy, but, on the other hand, transformation can be the decay of an organization. For such a strategy, managers need to balance all relevant aspects of the organization and the outside, so that they can position themselves to the current realities of the business environment. This article highlights the importance of change management for the companies, the challenges that they encounter in this process, as well as the main models and theories of change management.
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23

Nakajo, Sota, Nobuhito Mori, Tomohiro Yasuda, and Hajime Mase. "BASIC EXAMINATION OF FUTURE CHANGE OF TROPICAL CYCLONE AND STORM SURGE PROPERTIES UNDER CLIMATE CHANGE." Coastal Engineering Proceedings 1, no. 33 (October 25, 2012): 23. http://dx.doi.org/10.9753/icce.v33.management.23.

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Recently high-resolution Global Climate Model (GCM) shows that global climate changes may cause the future change of the Tropical Cyclone (TC) characteristics, such as frequency, developing process and intensity. However, there are two difficulties for assessment of future TC disaster, one is uncertainty of future prediction in GCM, and another is shortage of sample TC data. In this paper, we estimated future changes of TC properties and reduced uncertainty by ensemble averaging of multi-GCM prediction results, and generated many synthetic TC data with Global Stochastic Tropical Cyclone Model (GSTCM). In addition, GSTCM which have empirical temporal correlation algorithm was improved for the reproducibility of arrival TC statistics by cluster analysis of TC data. This upgrade could pave the way to local future prediction of TC disaster.
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Jasińska, Joanna. "Organizational Change Management and Employee Participation." Journal of Clinical Case Studies Reviews & Reports 2, no. 2 (April 30, 2020): 1–7. http://dx.doi.org/10.47363/jccsr/2020(2)119.

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Changes in modern organizations are inevitable. They are implemented purposefully and consciously in order to adjust the organization to the rapidly changing external conditions, as well as to increase or create its chances of market success. The social factor plays an extremely important role in the process of organizational change. It is people who create organizations so organizational changes apply to them in particular. Therefore, every organization should maintain a proper course of the cycle of change, with the use of appropriate methods and techniques of the change design and implementation, and above all, it should be concerned to carry out the cycle in such a way as to make employees the allies of change, to shape their proper attitude toward a change and their commitment to the process. Therefore, the aim of this paper is to develop a model of employee participation in the cycle of organizational changes. Through direct employee participation, this model explains how it is possible to get the employees involved in the process and to form appropriate attitudes to change.
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25

Ik, Muo, and Adebayo Adepoju Azeez. "ORGANISATIONAL GREEN BEHAVIOURAL CHANGE: THE ROLE OF CHANGE MANAGEMENT." International Journal of Entrepreneurial Knowledge 8, no. 1 (June 30, 2020): 34–48. http://dx.doi.org/10.37335/ijek.v8i2.98.

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The pervasive environmental crisis across the globe has been traced to unsustainable business practices of corporations. This live-threatening phenomenon continues to generate vivacious debates, with scholars and other green stakeholders suggesting certain behavioral patterns as a solution to the scourge. However, while some organisations are realising the need for green processes and behaviors to key to sustainability practices, they are being confronted with the dilemma of the most effective ways to go about it. Organizational Green Behaviour Change (OGBC) the process actually requires complete overhauling of the entire system because it will touch all aspects of the organization and likely to alter the status quo with a possibility for change resistance. Hence, the role of Change Management is inevitable to have a seamlessly OGBC process in an organisation. Consequently, this paper attempts to review the role of Change Management in the successful delivery of OGBC vis-a-vis resistance to change (RTC). The paper adopts a content-based literature review methodology to achieve its set objectives. Findings suggest that organisation change managers need expert support toward a successful OGBC implementation to enable them to achieve desired OGBC outcomes efficiently. Secondly, it reveals that for organisations to record success in the OGBC process, all stakeholders (internal and external) interests and concerns must be taken into account ab initio. Thirdly, the paper highlights the need for a real link between Change Management and OGBC for effective management of RTC in the OGBC process. Lastly, the study admits its inability to report its findings quantitatively, and recommend active involvement of change management scholars in the growth and development of green literature for sustainability sake.
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26

Cooke, Fang Lee. "Maintaining change: the maintenance function and the change process." New Technology, Work and Employment 18, no. 1 (March 2003): 35–49. http://dx.doi.org/10.1111/1468-005x.00109.

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27

Bozhko, Lesya. "THE POSSIBILITIES OF USING PROCESS APPROACH TO MANAGEMENT OF ORGANIZATIONAL CHANGES." Bulletin of scientific research results, no. 4 (December 17, 2017): 215–22. http://dx.doi.org/10.20295/2223-9987-2017-4-215-222.

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Objective: To consider the meaning of process approach, which may be the basis for the development of successful programs and procedures of change management and the possibility of its application in change management. Methods: The comparative description of process approach to change management was conducted. The author of the study selected, analyzed and evaluated some model changes of national and foreign scientists. Results: It was determined during the research that the process approach to change management was presented by a number of continuous interrelated actions of conducting changes. Thus, it is presumed that each process change model undergoes all the stages contained in it. The key points of process approach, being significant for change management – continuity and interconnection, were detected. Therefore, each stage of change process is a compulsory function, which provides for the successful result. It was noted, that the fulfillment of each stage might have specific embodiment for concrete changes. It was concluded, that the process approach is more flexible than the project one. It was proved, that the process approach is universal to change management. Practical importance: The results and conclusions of the study may be applied in determining tasks, compiling a list of change management functions, programs and procedures of organizational changes.
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Hung, Shih-Chang, and Min-Fen Tu. "Technological change as chaotic process." R&D Management 41, no. 4 (July 27, 2011): 378–92. http://dx.doi.org/10.1111/j.1467-9310.2011.00641.x.

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BENNER, MARY J. "PROCESS MANAGEMENT AND ORGANIZATIONAL ADAPTATION TOTECHNOLOGICAL CHANGE." Academy of Management Proceedings 1999, no. 1 (August 1999): A1—A6. http://dx.doi.org/10.5465/apbpp.1999.27632524.

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MASKELL, G., C. POWELL, M. MARKS, M. SOUTH, and C. ROBERTSON. "Updating asthma management: The process of change." Journal of Pediatric Health Care 15, no. 1 (January 2001): 20–23. http://dx.doi.org/10.1016/s0891-5245(01)64319-0.

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31

Almaraz, Jeanne. "Quality Management and the Process of Change." Journal of Organizational Change Management 7, no. 2 (April 1994): 06–14. http://dx.doi.org/10.1108/09534819410056096.

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32

Maskell, Gill, Colin V. E. Powell, Michael K. Marks, Mike South, and Colin F. Robertson. "Updating asthma management: The process of change." Journal of Pediatric Health Care 15, no. 1 (January 2001): 20–23. http://dx.doi.org/10.1067/mph.2001.109944.

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33

Kim, Seung-Gweon, Sung-Hyun Jo, and Joong-Soo Yoon. "SW Process improvement and Organization Change Management." Journal of the Korea Society of Computer and Information 18, no. 2 (February 28, 2013): 127–40. http://dx.doi.org/10.9708/jksci.2013.18.2.127.

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34

Dervishaj, Shefqet Zeqir. "Change Management in Public Organizations in Kosovo." European Journal of Multidisciplinary Studies 1, no. 3 (April 30, 2016): 147. http://dx.doi.org/10.26417/ejms.v1i3.p147-157.

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One of the most difficult processes of Kosovo's postwar is the transformation of public organizations. These organizations have undergone radical changes and the process of transformation should be managed in order to be successful and to meet the needs of the market economy. Change has become a constant process for Kosovo public organizations that provide services to citizens and business organizations. Whether these changes are managed properly, then it is seen as a basis for a better performance of public organizations. Kosova after 1999 has undergone major changes in the social, economical, and political systems. Having this situation, public organizations have a great responsibility to the citizens and business organizations to provide services to adapt to the global trend of development and from which Kosova has been isolated. In this paper the focus will be on the impact of factors that affect the change process; how the process of change is developed; what are the barriers/obstacles that hinder the process of change; what are the benefits of the change; how much are managers in public organizations qualified to implement the process of change. Based on data collected from the field and from current practices, I will make their comparisons and draw conclusions about what factors influences the management changes and what are the barriers that will affect to increase efficiency and effectiveness in the organization gained from the data obtained in study. The data will be collected through questionnaires and findings obtained will help to come into a conclusion that these factors act as change management in public organizations in Kosovo.
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Schwartz, Lysa. "Must change, will change: Process re-engineering in publishing." Publishing Research Quarterly 15, no. 3 (September 1999): 100–109. http://dx.doi.org/10.1007/s12109-999-0016-0.

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36

Kreutzer, Ralf T. "Change-Management – Teil 2." Der Betriebswirt: Volume 57, Issue 4 57, no. 4 (November 30, 2016): 16–23. http://dx.doi.org/10.3790/dbw.57.4.16.

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Die Notwendigkeit zu einer digitalen Transformation stellt sich für jedes Unternehmen – allerdings in unterschiedlicher Intensität. Um den für diese Transformation notwendigen Change-Prozess erfolgreich zu gestalten, bedarf es eines profunden Wissens des Change-Managements. Die wichtigsten Erfolgsfaktoren und weiteres Handwerkszeug werden hier beschrieben. The necessity of a digital transformation exists for every company – only the intensity differs. In order to manage the tranformation successfully a profound knowledge of change management is needed. The key success factors and addtional tools for this process are presented here. Keywords: unfreezing, ressourcen, refreezing, digitale strategie, change prozess
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Pandey, Kanak, Sonia Paliwal, Himanshu Joshi, Neema Bisht, and Navin Kumar. "A review on change control: A critical process of the pharmaceutical industry." Journal of medical pharmaceutical and allied sciences 11, no. 2 (March 30, 2022): 4588–92. http://dx.doi.org/10.55522/jmpas.v11i2.2077.

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Change control is the most basic component in a drug organization's quality administration framework, deficient switch control techniques wind up making a tremendous danger of rebelliousness. The administrative direction for Industry plainly fortifies the significance of executing a successful change control technique as a basic part in a general quality framework. The idea of progress control is intently intertwined with administrative compliance. Vendors change cycles, sources, and details for crude materials, gear requires fix, administration, or substitution, producing areas are changed, clump sizes are expanded or diminished and headways in innovation are made that direct changes to the activities. In the wake of giving of Marketing Authorization as well as assembling, numerous progressions happen across the Product lifecycle, for example Scaling up of pilot clump into business bunch and variety in assembling measures, excipients and fabricating locales. Every one of these progressions are considered as post endorsement changes or varieties. These varieties should be endorsed by the particular administrative specialists of a country. If not, it puts the promoting approval holder or potentially permit holder in danger. Legitimate administration of changes is basic and appropriate change the board lessens the danger of suspension of licenses and the admonition letter from the administrative specialists. The current audit gives an industry insight on Change Control framework and significance of the Quality Management System. Keywords: Change Control, Quality Management System, Change Management System, Risk Assessment.
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Matos Marques Simoes, Paula, and Mark Esposito. "Improving change management: how communication nature influences resistance to change." Journal of Management Development 33, no. 4 (April 8, 2014): 324–41. http://dx.doi.org/10.1108/jmd-05-2012-0058.

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Purpose – Little has been studied yet in terms of how communication nature influences change process. The purpose of this paper is to explore a case study that takes part in a broader research project, aimed to contribute in this direction. Design/methodology/approach – Mix methodology has been applied to the findings, to characterize resistance to change and communication nature within one organization under a radical change process. Findings – One main theoretical contribution is an instrumental grid to characterize dialogic communication nature. Originality/value – Findings of the case study originally indicate that resistance to change reduces under dialogic communication and by revealing how communication dimensions perform in time, practitioners may enhance guidelines to effective change communication management.
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Binci, Daniele, Sara Belisari, and Andrea Appolloni. "BPM and change management." Business Process Management Journal 26, no. 1 (November 19, 2019): 1–23. http://dx.doi.org/10.1108/bpmj-06-2018-0158.

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Purpose The purpose of this paper is to focus on the implementation of an ambidexterity strategy in a large Italian Company that works in the energy field. The aim of the study is to understand how contextual ambidexterity has been achieved during a business process management (BPM) approach by describing the main variables that interacted during the project implementation. Design/methodology/approach The authors based their study both on primary (direct observation and interviews) and secondary (company manuals, books and procedures) qualitative investigations of BPM approach based on three business process re-engineering (BPR) projects and nine total quality management (TQM) projects, focused on change team behaviors, dynamics and dialogues. Findings The authors observed that the implementation of simultaneously radical and incremental change projects has been influenced by the exploration and exploitation activities related to every single TQM and BPR project considered. The findings suggest that the overall project has been influenced by four main underlying variables, which are task specialization and systems interoperability (knowledge transfer), identity and leadership (knowledge conversion) and two output variables (ambiguity and feedback to change), that, by interacting, enable ambidexterity. Research limitations/implications BPM is an important option to consider within the ambidexterity theory, being conceptually conceived as an approach in which TQM and BPR actually complement each other. Moreover, the results contextualize the importance of the change management team (CMT) to manage the connections between knowledge creation and refinement, and vice versa, depending particularly on the knowledge conversion process enabled by a flexible team culture. The focus of the study is mainly at the BPR and TQM project level. The authors consider structural ambidexterity and its enabling mechanisms as the framework in which BPM is implemented. Moreover, research limitations are related both to the specificity of the context, a large, highly specialized and mechanistic company and to the qualitative approach that may reduce the generalization of the empirical results. Practical implications Managers need to be cognizant and aware both of the BPM techniques, in order to sustain ambidexterity, and of ambiguity and change feedback as variables that enable the effective connection of the different steps of innovation or refinement strategy and, therefore, of ambidexterity. Moreover, the contextual factors such as leadership and people identity should be considered and managed as important variables related to change. Originality/value The originality of this paper is related to improving the understanding of how to implement the theoretical concept of ambidexterity in a real world organization, by providing new evidence that highlights the importance of contextual ambidexterity within a structural ambidexterity strategy during a BPM project.
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Hill-Esler, Chelsey. "Determinants of Process Change Outcome." International Journal of Business Intelligence Research 4, no. 4 (October 2013): 45–60. http://dx.doi.org/10.4018/ijbir.2013100104.

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This research looks to explore business process change within an institutional framework to determine its applicability in identifying determinants of success and failure in Business Process Change efforts. While there are many reasons suggested for failure, elements of the process involving the human factor are the primary area of concern for this study. An extensive literature review of 63 Business Process Change(BPC), including Business Process Reengineering(BPR), Total Quality Management(TQM), Lean Manufacturing(LM), Six Sigma and Continuous Process Improvement(CPI) case studies was conducted to determine the preliminary success/failure factors. The factors that are being investigated in this study are: industry type, number of employees, process change type, change response type, upper management support, lower echelon support, performance measurements, initial change focus and downsizing made during process change. The target variable is the process change outcome. The primary purpose of this study is to examine possible factors that either promote or inhibit success in process change efforts. The factors chosen for inclusion are those that are most closely associated with institutional theory and the human elements associated with process change in the workplace. This information will contribute to the existing research suggesting the congruence between Institutional Theory and Organization Change Theory.
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Rosenbaum, David, Elizabeth More, and Peter Steane. "Planned organisational change management." Journal of Organizational Change Management 31, no. 2 (April 9, 2018): 286–303. http://dx.doi.org/10.1108/jocm-06-2015-0089.

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Purpose The purpose of this paper is to identify the development of planned organisational change models (POCMs) since Lewin’s three-step model and to highlight key linkages between them. Design/methodology/approach A total of 13 commonly used POCMs were identified and connections with Lewin’s three-step framework and associated process attributes were made, reflecting the connections between these models and Lewin. Findings The findings show that first Lewin’s three-step model represents a framework for planned change; however, these steps could not be viewed in isolation of other interrelated processes, including action research, group dynamics, and force field analysis. These process steps underpin the iterative aspects of his model. Second, all 13 POCMs have clearly identified linkages to Lewin, suggesting that the ongoing development of POCMs is more of an exercise in developing ongoing procedural steps to support change within the existing framework of the three-step model. Research limitations/implications The authors recognise that the inclusion of additional POCMs would help strengthen linkages to Lewin. The findings from this paper refocus attention on the three-step model, suggesting its ongoing centrality in planned organisational change rather than it being dismissed as an historical approach from which more recently developed models have become more relevant. Practical implications This paper presents opportunities for organisational change management researchers to challenge their thinking with regard to the ongoing search for model refinement, and for practitioners in the design and structure of POCM. Originality/value An analysis of the ongoing relevance of Lewin and his linkage with modern POCMs assist in rationalising the broadening, and often confusing literature on change. This paper therefore not only contributes to filtering such literature, but also helps clarify the myriad of POCMs and their use.
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42

Robb, Walter L. "One Point of View: Don't Change the Engineers—Change the Process." Research-Technology Management 35, no. 2 (March 1992): 8–9. http://dx.doi.org/10.1080/08956308.1992.11670800.

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43

Fauza, Dhiya Rahmi, and Ahmad Arif Rahman. "Change Management Strategy in Islamic Organizations." Journal of Islamic Economic Scholar 2, no. 1 (December 23, 2021): 24. http://dx.doi.org/10.14421/jies.2021.2.1.1430.

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Change management is a process of managing change in order to make the best use of it by applying the knowledge, strategies, tools, and resources needed to achieve certain goals. Change management is aimed at providing the business solutions needed successfully in an organized manner and with methods through managing the impact of change on the people involved in it. The purpose of this study is to determine the change management strategies and the causes of making changes so that the changes can be utilized as well as possible. This study uses a positive post approach with the method of collecting literature study data (literature review) of several previous journals that contain research data on change management in English and Indonesian. In this study discusses the strategies and causes of managing change in organizations.
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Fauza, Dhiya Rahmi, and Ahmad Arif Rahman. "Change Management Strategy in Islamic Organizations." Journal of Islamic Economic Scholar 2, no. 1 (December 23, 2021): 24. http://dx.doi.org/10.14421/jies.2021.2.1.24-33.

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Change management is a process of managing change in order to make the best use of it by applying the knowledge, strategies, tools, and resources needed to achieve certain goals. Change management is aimed at providing the business solutions needed successfully in an organized manner and with methods through managing the impact of change on the people involved in it. The purpose of this study is to determine the change management strategies and the causes of making changes so that the changes can be utilized as well as possible. This study uses a positive post approach with the method of collecting literature study data (literature review) of several previous journals that contain research data on change management in English and Indonesian. In this study discusses the strategies and causes of managing change in organizations.
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45

Oh, Joon-Hee. "A conceptual framework for successful salesperson role change management." Journal of Business & Industrial Marketing 32, no. 8 (October 2, 2017): 1136–43. http://dx.doi.org/10.1108/jbim-07-2016-0163.

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Purpose This study aims to provide a conceptual framework on salesperson role change process and, based on the framework, builds propositions to assist future empirical research in business-to-business sales force management and to help sales organizations better understand the changing salesperson role and successfully redesign their sales model. Design/methodology/approach This study reviews and discusses the dynamics observed in the current marketplace and uses appraisal theory to claim that salesperson role change is individual salesperson’s affective decision and subsequent action after a cognitive appraisal of surrounding environmental changes. To support, this study presents a dichotomous classification on salesperson role and presents salesperson role change process that shows individual salespersons’ decision selectively made in the process. Findings Salesperson role change is individual salesperson’s affective decision and subsequent action after a cognitive appraisal of surrounding environmental changes. The role change is individual salespersons’ decision selectively made in their role change process. In the process, they either replicate or transform their (prior) experience for learning and skill changes that subsequently change their role. The individual-led role change may not be found in every salesperson. Originality/value Advancing the traditional view on the evolving role of salespeople, this study holds a view for both unchanging and changing nature of salesperson roles. This study uses appraisal theory to show how salespeople make an adaptive decision based on the evoked emotions to change (or not to change) their roles. Unlike the earlier frameworks, the current salesperson role change process shows how individual salespersons opt to change their roles.
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46

Furman, Joanna, and Marzena Kuczyńska-Chałada. "Change management in lean enterprise." Ekonomia i Zarzadzanie 8, no. 2 (June 1, 2016): 23–30. http://dx.doi.org/10.1515/emj-2016-0013.

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Abstract The main purpose of the paper is the analysis of a process of change focusing particularly on the concept of slimmed production (Lean) and its implementation in the enterprise. A case study method was chosen as a research tool because it offers wide array of techniques and means of gaining and analysing data. A metallurgical company was evaluated as a case study in this article. Thanks to the implementation of Autonomous Maintenance the company reached a growth in skills and responsibility for work done and a reduction in malfunction at work places. Thus, total process maintenance (TPM) as one of the Lean concept tools whose implementation significantly influences industrial workers’ competences was chosen for the analysis. Referring to the bibliography on change management, the article focused on one of the changes in particular – the change in human resources management (namely in employees' skills) in steel and manufacturing companies.
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Eriksson, Yvonne, and Anders Fundin. "Visual management for a dynamic strategic change." Journal of Organizational Change Management 31, no. 3 (May 14, 2018): 712–27. http://dx.doi.org/10.1108/jocm-05-2016-0103.

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Purpose Strategic changes in an organization will face challenges not only related to the changes as such but also with regard to how the vision of the future is interpreted and understood by the organization. Visual management is a field of research that could contribute to change management research as a means to facilitate management of the dynamics in a change process and to facilitate the process of communication. The purpose of this paper is to problematize episodic change processes with regard to communication and to contribute with a proposed model on how to facilitate dynamic strategic change management using visual management. Design/methodology/approach The paper uses an interdisciplinary approach by linking change management literature to visual communication to be used for visual management. Findings A proposed model presents how a dynamic episodic change process can be managed in terms of visual management, potential pitfalls to avoid, and what ambidextrous capabilities are needed throughout the complete episodic change. Research limitations/implications The proposed model is still yet theoretical, based on a literature review of dynamic change management and visual communication. Future research will validate the model in practice to confirm its robustness. Practical implications An implementation of visual management in Kotter’s (1995) eight steps on how to strategically manage change in combination with theories on ambidexterity and episodic change is suggested. Originality/value The paper contributes to how visual management can support change management by combining visual communication and change management.
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Carrillo, J. E., and C. Gaimon. "A framework for process change." IEEE Transactions on Engineering Management 49, no. 4 (November 2002): 409–27. http://dx.doi.org/10.1109/tem.2002.806712.

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49

Perris, T. "Change in a process environment." Engineering Management Journal 11, no. 1 (2001): 40. http://dx.doi.org/10.1049/em:20010105.

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Platt, E. "The realities of process change." Engineering Management 14, no. 3 (June 1, 2004): 46–48. http://dx.doi.org/10.1049/em:20040310.

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