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Journal articles on the topic 'Implementation of Changes'

Author: Grafiati

Published: 4 June 2021

Last updated: 13 February 2022

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1

Wisniewski, Zbigniew, Aleksandra Polak-Sopinska, Malgorzata Wisniewska, and Piotr Sopinski. "Implementation of Ergonomic Changes." Procedia Manufacturing 3 (2015): 4740–47. http://dx.doi.org/10.1016/j.promfg.2015.07.571.

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2

Mellman, Martin, and Mona E. Seiler. "Structure Needed for Implementing Mandated Accounting Changes." Journal of Accounting, Auditing & Finance 1, no. 4 (1986): 305–18. http://dx.doi.org/10.1177/0148558x8600100405.

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This paper studies the FASB's first eighty-five standards to determine if implementations are ad hoc, or if there is a structure underlying the FASB's implementation practices. The study finds, on balance, that there is a structure in the Board's use of alternative approaches but not a uniform approach and that there are inconsistencies. The authors recommend that the Board formulate principles of implementation to avoid inconsistencies and to make users aware of the potential effects of contemplated changes.

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3

Harafonova, O. I., and R. V. Yankovoi. "IMPLEMENTATION OF STRATEGIC ALTERNATIVES AND STRATEGIES FOR CHANGES TO ENTERPRISES UNDER CRISIS CONDITIONS." SCIENTIFIC BULLETIN OF POLISSIA 2, no. 2(10) (2017): 57–60. http://dx.doi.org/10.25140/2410-9576-2017-2-2(10)-57-60.

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4

Matějka, Michal, and Anja De Waegenaere. "Influence Costs and Implementation of Organizational Changes." Journal of Management Accounting Research 17, no. 1 (2005): 43–52. http://dx.doi.org/10.2308/jmar.2005.17.1.43.

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We present an economic model of the process that leads to a decision to implement a change. We argue that the decision gives rise to influencing efforts as privately informed agents attempt to affect the decision to their benefit. The decision maker trades off the information benefits and costs of influencing by imposing a limit on the agents' efforts. Our analysis of this trade-off yields the following insights. First, it is rational to approve initiation of a change, but later to reject its implementation. Second, firms with potentially high influence costs are more likely to reject initiation of a change. Third, it is often better to risk implementing an undesirable change than to allow costly collecting of all relevant information.

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5

Alas, Ruth. "IMPLEMENTATION OF ORGANIZATIONAL CHANGES IN ESTONIAN COMPANIES." Journal of Business Economics and Management 9, no. 4 (2008): 289–97. http://dx.doi.org/10.3846/1611-1699.2008.9.289-297.

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Both the popular press and academic literature tend to consider organizational change as a step‐by‐step process leading to success. This paper examines the suitability of the theory that guides the implementation of change at company level for organizations in countries in transition. The author's surveys, conducted in 137 Estonian companies in 2001 and 121 in 2005, show that the main focus of Estonian managers has been on initiating change and much less attention paid to assessing the process of change and making modifications and consolidating improvements. A process model of change for countries in transition has been proposed.

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6

BALDEA, Monica, and Ancuta BALTEANU. "Analysis of the implementation of changes on an assembly line in the auto industry." University of Pitesti. Scientific Bulletin - Automotive Series 29, no. 1 (2019): 1–6. http://dx.doi.org/10.26825/bup.ar.2019.003.

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7

Alonso, Alejandro, and Juan Antonio de la Puente. "Implementation of mode changes with the Ravenscar profile." ACM SIGAda Ada Letters XXI, no. 1 (2001): 27–32. http://dx.doi.org/10.1145/374369.374377.

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8

Sutton, Halley. "Understand how prior-prior year implementation changes recruitment." Enrollment Management Report 19, no. 10 (2015): 1–7. http://dx.doi.org/10.1002/emt.30132.

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9

Dobrovič, Ján, and Veronika Timková. "EXAMINATION OF FACTORS AFFECTING THE IMPLEMENTATION OF ORGANIZATIONAL CHANGES." Journal of Competitiveness 9, no. 4 (2017): 5–17. http://dx.doi.org/10.7441/joc.2017.04.01.

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10

Pashchenko, D. S. "Research in CEE-region: Changes Implementation in Software Production." PROGRAMMNAYA INGENERIA 8, no. 2 (2017): 88–95. http://dx.doi.org/10.17587/prin.8.88-95.

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11

Lungu, O. V., M. M. Binenstock, M. A. Pline, J. R. Yeaton, and J. R. Carey. "Neural Changes in Control Implementation of a Continuous Task." Journal of Neuroscience 27, no. 11 (2007): 3010–16. http://dx.doi.org/10.1523/jneurosci.5051-06.2007.

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12

Lungu, Ovidiu V., Meagan M. Binenstock, Megan A. Pline, Jennifer R. Yeaton, and James R. Carey. "Neural changes in control implementation of a continuous task." Brain and Cognition 67 (June 2008): 29–30. http://dx.doi.org/10.1016/j.bandc.2008.02.057.

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13

Wick, Kelsey, and Marsha Studer. "Time-management Changes After Implementation of Data Mining Software." American Journal of Infection Control 42, no. 6 (2014): S63—S64. http://dx.doi.org/10.1016/j.ajic.2014.03.155.

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14

Zivanovic, Vlada, Nada Zivanovic, and Marija Zivanovic. "Technology development implementation of changes in small businesses strategic." Journal of Process Management. New Technologies 1, no. 3 (2013): 1–6. http://dx.doi.org/10.5937/jpmnt1303001z.

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15

Yapardy, Nirwati. "A MENTAL REVOLUTION IMPLEMENTATION:." Jurnal Administrasi Negara 25, no. 1 (2019): 1–18. http://dx.doi.org/10.33509/jan.v25i1.521.

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Abstract The effect of mental revolution training can be observed on individual, and at organizational level. The aims of this study are 1) to investigate the sustainability of participants improvement after mental revolution training; 2) to analyze factors that influence the continuity or discontinuity of the improvements, and lastly, 3) to identify changes that occur after mental revolution training. The research used desciptive qualitative approach. Data were obtained from interviews and documentation on 12 respondents. The results of the study found that from 12 mental revolution projects, only nine projects were still ongoing and three did not reach the initial target. There were three impending factors that affect the continuity and discontinuity, i.e. characteristics of individuals, organizations or work environment (coworkers, superiors, work equipment, and workload), and the last factor was training. Improvements after training were observable from two aspects. First, changes at individual levels. Second, changes on work results or quality of work. However, findings from previous studies found that the sustainability of individual projects only occurred at short-term levels or discontinued when participants completed the training. Factors that influence the sustainability of alumni projects are the quality of change projects, the existence of mid-term and long-term achievement milestones, support from leaders (mentors), mutations and effective teamwork.

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16

Spillane, James P., Brian J. Reiser, and Todd Reimer. "Policy Implementation and Cognition: Reframing and Refocusing Implementation Research." Review of Educational Research 72, no. 3 (2002): 387–431. http://dx.doi.org/10.3102/00346543072003387.

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Education policy faces a familiar public policy challenge: Local implementation is difficult. In this article we develop a cognitive framework to characterize sense-making in the implementation process that is especially relevant for recent education policy initiatives, such as standards-based reforms that press for tremendous changes in classroom instruction. From a cognitive perspective, a key dimension of the implementation process is whether, and in what ways, implementing agents come to understand their practice, potentially changing their beliefs and attitudes in the process. We draw on theoretical and empirical literature to develop a cognitive perspective on implementation. We review the contribution of cognitive science frames to implementation research and identify areas where cognitive science can make additional contributions.

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17

Massie, A. B., E. K. H. Chow, C. E. Wickliffe, et al. "Early Changes in Liver Distribution Following Implementation of Share 35." American Journal of Transplantation 15, no. 3 (2015): 659–67. http://dx.doi.org/10.1111/ajt.13099.

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18

Kuruppuarachchi, Palitha R., Purnendu Mandal, and Ross Smith. "IT project implementation strategies for effective changes: a critical review." Logistics Information Management 15, no. 2 (2002): 126–37. http://dx.doi.org/10.1108/09576050210414006.

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19

Washburn, Kenneth, Ann Harper, Timothy Baker, and Erick Edwards. "Changes in liver acceptance patterns after implementation of Share 35." Liver Transplantation 22, no. 2 (2016): 171–77. http://dx.doi.org/10.1002/lt.24348.

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20

Rajoriya, Neil, Joanna A. Leithead, Ahmed M. Elsharkawy, Bridget K. Gunson, Thamara M. Perera, and David Mutimer. "Changes in liver acceptance patterns after implementation of share 35." Liver Transplantation 22, no. 3 (2016): 375–76. http://dx.doi.org/10.1002/lt.24358.

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21

Webb, Paul W., and Xiang Gui. "Implementation of timestep changes in transmission-line matrix diffusion modelling." International Journal of Numerical Modelling: Electronic Networks, Devices and Fields 5, no. 4 (1992): 251–57. http://dx.doi.org/10.1002/jnm.1660050406.

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22

Sucov, Andrew, and Tener Goodwin Veenema. "Implementation of a disease-specific care plan changes clinician behaviors." American Journal of Emergency Medicine 18, no. 4 (2000): 367–71. http://dx.doi.org/10.1053/ajem.2000.7321.

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23

Massie, A., E. Chow, S. Gentry, and D. Segev. "Changes in Liver Distribution Following The Implementation of Share-35." Transplantation 98 (July 2014): 158–59. http://dx.doi.org/10.1097/00007890-201407151-00479.

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24

Cala, B. "Changes of Culture in Implementation of Developmental Care (NIDCAP Approach)." Developmental Observer 12, no. 1 (2019): 17–18. http://dx.doi.org/10.14434/do.v12i1.27846.

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25

Higgins, Thomas L., Mark Tidswell, Joss J. Thomas, and Peter Lindenauer. "CHANGES IN MEDICATION USE AFTER COMPUTERIZED PHYSICIAN ORDER ENTRY IMPLEMENTATION." Chest 130, no. 4 (2006): 218S. http://dx.doi.org/10.1378/chest.130.4_meetingabstracts.218s-b.

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26

Zhang, Sean, Praimakorn Liengsawangwong, Patricia Lindsay, et al. "Clinical implementation of electron energy changes of Varian linear accelerators." Journal of Applied Clinical Medical Physics 10, no. 4 (2009): 177–87. http://dx.doi.org/10.1120/jacmp.v10i4.2978.

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27

Starmer, Amy J., Nancy D. Spector, Rajendu Srivastava, et al. "Changes in Medical Errors after Implementation of a Handoff Program." New England Journal of Medicine 371, no. 19 (2014): 1803–12. http://dx.doi.org/10.1056/nejmsa1405556.

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28

Reiner, Bruce, Eliot Siegel, and Mary Scanlon. "Changes in Technologist Productivity with Implementation of an Enterprisewide PACS." Journal of Digital Imaging 15, no. 1 (2002): 22–26. http://dx.doi.org/10.1007/s10278-002-0999-y.

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29

Şeker, Ayşe Aybike, Tuba Gözel, and Mehmet Hakan Hocaoğlu. "BIBC Matrix Modification for Network Topology Changes: Reconfiguration Problem Implementation." Energies 14, no. 10 (2021): 2738. http://dx.doi.org/10.3390/en14102738.

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The topology of a distribution network can be represented by a bus injection to branch current (BIBC) matrix. It has been introduced and used for load flow analysis of distribution networks. In this paper, a method for BIBC matrix modification is developed to use in applications which require a topology change representation. Proposed method that reflects the changes in configuration in the system BIBC matrix is implemented in distribution network reconfiguration problem. With providing potential solutions for network operational and planning requirements such as necessitate changes in configurations to transfer the loads to a different substation, ease the loading of equipment, conduct planned maintenance and reduce network losses during the normal operation with renewables, storage and other uprising technologies, reconfiguration may also be useful for emergencies, accidents, attacks and weather-related disasters. The BIBC modification process provides the knowledge of possible switches to open and the direction of power flow without any need to further radiality or continuity check. The proposed method needs only initial network topology information that makes it suitable to apply on any distribution network and to use with any search method or heuristic/meta-heuristic optimization algorithm. Efficiency of the method is investigated on systems with voltage dependent and time varying loads.

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30

Blumberg, Malcolm, Aileen Cater-Steel, Mohammad Mehdi Rajaeian, and Jeffrey Soar. "Effective organisational change to achieve successful ITIL implementation." Journal of Enterprise Information Management 32, no. 3 (2019): 496–516. http://dx.doi.org/10.1108/jeim-06-2018-0117.

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Purpose Although an increasing number of organisations implement the Information Technology Infrastructure Library® (ITIL®) with the aim to improve provision of information technology services to their customers, a significant number of ITIL implementations do not achieve the expected outcomes. The organisational change strategies of organisations during ITIL implementation initiatives may have an effect on success, but empirical research on this topic is scarce. The paper aims to discuss these issues. Design/methodology/approach A multiple case study methodology comprising successful ITIL implementations in eight large Australian organisations is used. A socio-technical systems approach represented by Leavitt’s Diamond is adopted as a lens to shed light on the attributes of effective organisational change strategies for successful ITIL implementation. Findings This paper identifies organisational change strategies employed by organisations that have effected a successful ITIL implementation. The authors identified that the ITIL implementation required changes to the four components of the socio-technical work system (STS) identified in Leavitt’s Diamond. Changes to one STS component affected other STS components when implementing ITIL; and that effort applied to the STS components did not need to be equal, but appropriate to the requirements of the ITIL implementation and the organisation. Research limitations/implications The sample size of eight ITIL implementation cases studied may limit the generalisation of findings. Practical implications This research provides IT service management researchers and ITIL practitioners, for the first time, information about organisational change strategies as applied to successful ITIL implementations. Originality/value This research has developed novel insights into organisational change strategies and ITIL implementation that had not previously been explored.

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31

Wang, Shiqi, Binglin Shen, Sheng Ren, et al. "Implementation and application of FRET–FLIM technology." Journal of Innovative Optical Health Sciences 12, no. 05 (2019): 1930010. http://dx.doi.org/10.1142/s1793545819300106.

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With the development of the new detection methods and the function of fluorescent molecule, researchers hope to further explore the internal mechanisms of organisms, monitor changes in the intracellular microenvironment, and dynamic processes of molecular interactions in cells. Fluorescence resonance energy transfer (FRET) describes the energy transfer process between donor fluorescent molecules and acceptor fluorescent molecules. It is an important means to detect protein–protein interactions and protein conformation changes in cells. Fluorescence lifetime imaging microscopy (FLIM) enables noninvasive measurement of the fluorescence lifetime of fluorescent particles in vivo. The FRET–FLIM technology, which is use FLIM to quantify and analyze FRET, enables real-time monitoring of dynamic changes of proteins in biological cells and analysis of protein interaction mechanisms. The distance between donor and acceptor and their respective fluorescent lifetime, which are of great importance for studying the mechanism of intracellular activity can be obtained by data analysis and algorithm fitting.

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32

Shyrokova, E. N. "Resistance leveling to changes on railway enterprises under implementation of reforms." Science and Transport Progress. Bulletin of Dnipropetrovsk National University of Railway Transport, no. 3(45) (June 25, 2013): 7–12. http://dx.doi.org/10.15802/stp2013/14654.

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33

Los, А. "IMPLEMENTATION OF MODIFICATION CHANGES DURING CREATIONLIGHT MILITARY TRANSPORT AIRPLANE AN-132D." Transactions of Kremenchuk Mykhailo Ostrohradskyi National University 1 (February 27, 2020): 140–44. http://dx.doi.org/10.30929/1995-0519.2020.1.140-144.

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34

Storr, C., and P. Storr. "GDPR Implementation Series ∙ Sweden: Quantitative (but Qualitative?) Changes in Privacy Legislation." European Data Protection Law Review 4, no. 1 (2018): 97–103. http://dx.doi.org/10.21552/edpl/2018/1/14.

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35

Gao, Shu-yan, and Hong-zhi Li. "Study on the changes of Chinese characters from different implementation ways." Han-Character and Classical written language Education 33 (January 30, 2014): 309–28. http://dx.doi.org/10.15670/hace.2014.33.1.309.

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36

Karlsson, Lena, Carolina Malta Hansen, Mads Wissenberg, et al. "Implementation, temporal changes, and follow up of a nationwide AED-network." Resuscitation 106 (September 2016): e10. http://dx.doi.org/10.1016/j.resuscitation.2016.07.024.

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37

Novák, Pavol, Jozef Meško, and Milan Žmindák. "Finite Element Implementation of Multi-Pass Fillet Weld with Phase Changes." Manufacturing Technology 13, no. 1 (2013): 79–85. http://dx.doi.org/10.21062/ujep/x.2013/a/1213-2489/mt/13/1/79.

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38

Pacatang, David Harold Q. "Local Economic and Environmental Changes Associated with Plastic Ban Policy Implementation." Sustainability 13, no. 2 (2020): 81–87. http://dx.doi.org/10.1089/sus.2019.0037.

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39

Sanei-Moghaddam, Amin, Tianzhou Ma, Sharon L. Goughnour, et al. "Changes in Hysterectomy Trends After the Implementation of a Clinical Pathway." Obstetrics & Gynecology 127, no. 1 (2016): 139–47. http://dx.doi.org/10.1097/aog.0000000000001185.

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40

Nulsen, Benjamin, Ryan C. Ungaro, Natalie Davis, Elliot Turvall, Lisa Deutsch, and Blair Lewis. "Changes in Adenoma Detection Rate With Implementation of Full-spectrum Endoscopy." Journal of Clinical Gastroenterology 52, no. 10 (2018): 885–90. http://dx.doi.org/10.1097/mcg.0000000000000874.

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41

Stewart, D. E., A. Y. Kucheryavaya, D. K. Klassen, N. A. Turgeon, R. N. Formica, and M. I. Aeder. "Changes in Deceased Donor Kidney Transplantation One Year After KAS Implementation." American Journal of Transplantation 16, no. 6 (2016): 1834–47. http://dx.doi.org/10.1111/ajt.13770.

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42

OLIVE, KENNETH E., and JOHN A. BALLARD. "Changes in Employee Smoking Behavior After Implementation of Restrictive Smoking Policies." Southern Medical Journal 89, no. 7 (1996): 699–706. http://dx.doi.org/10.1097/00007611-199607000-00010.

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43

Mallol, Sandra, and Raquel Goñi. "Unintended changes of artisanal fisheries métiers upon implementation of an MPA." Marine Policy 101 (March 2019): 237–45. http://dx.doi.org/10.1016/j.marpol.2017.10.043.

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44

Hougie, Andrew, Jessica Brescia, Alexandre Marion, Katharina Ebell, Thierry Hudsyn, and Pascal Bouvy. "Implementation of the Transparency Directive changes shareholder notification requirements across Europe." Journal of Investment Compliance 8, no. 2 (2007): 63–67. http://dx.doi.org/10.1108/15285810710759515.

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45

Ansaldi, Filippo, Daniela de Florentis, Paola Canepa, et al. "Epidemiological changes after PCV7 implementation in Italy: Perspective for new vaccines." Human Vaccines 7, sup1 (2011): 211–16. http://dx.doi.org/10.4161/hv.7.0.14602.

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46

Oshimura, Jennifer M., Jeffrey Sperring, Benjamin D. Bauer, Aaron E. Carroll, and Daniel A. Rauch. "Changes in inpatient staffing following implementation of new residency work hours." Journal of Hospital Medicine 9, no. 10 (2014): 640–45. http://dx.doi.org/10.1002/jhm.2242.

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47

Mulder, Jan P. M., and Teunis Louters. "Changes in basin geomorphology after implementation of the Oosterschelde estuary project." Hydrobiologia 282-283, no. 1 (1994): 29–39. http://dx.doi.org/10.1007/bf00024619.

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48

Kendall, Lon V., Elaine K. Kim, James R. Owiny, and Jessica D. Ayers. "Veterinary Verification and Consultation: implementation of OLAW guidance on significant changes." Lab Animal 46, no. 3 (2017): 63–65. http://dx.doi.org/10.1038/laban.1201.

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49

Dickens, Geoffrey L., Tracy Tabvuma, and Steven A. Frost. "Safewards: Changes in conflict, containment, and violence prevention climate during implementation." International Journal of Mental Health Nursing 29, no. 6 (2020): 1230–40. http://dx.doi.org/10.1111/inm.12762.

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50

Sanei-Moghaddam, Amin, Tianzhou Ma, Sharon L. Goughnour, et al. "Changes in Hysterectomy Trends After the Implementation of a Clinical Pathway." Obstetrical & Gynecological Survey 71, no. 3 (2016): 148–49. http://dx.doi.org/10.1097/ogx.0000000000000299.

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