Relevant bibliographies by topics / Implementing change

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Implementing change'

Author: Grafiati
Published: 4 June 2021
Last updated: 30 January 2023

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Journal articles on the topic "Implementing change"

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Bulling, Tulio Barrios. "Implementing Organisational Change." East African Scholars Journal of Economics, Business and Management 5, no. 7 (August 6, 2022): 156–61. http://dx.doi.org/10.36349/easjebm.2022.v05i07.001.

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The present monograph aims to describe comprehensibly the difficulties organisations have to face when trying to introduce changes. One of them is internal resistance to change. The sources of resistance are complex and varied. Among them, one may find uncertainty, need to feel secure, fear of losing power, unwillingness to change habits, and economic factors. Through a selective literature review, this paper seeks to offer some recommendations that may prove useful when designing and implementing change initiatives within an organisation. Some steps to follow are identifying what can be changed, establishing affordable goals, identifying change agents, creating trust, and developing commitment and a positive attitude towards change.
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Heller, Caren, and Ahsan Arozullah. "Implementing Change." Disease Management and Health Outcomes 9, no. 10 (2001): 551–63. http://dx.doi.org/10.2165/00115677-200109100-00004.

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Cornwell, Jocelyn. "Implementing change." Nursing Standard 29, no. 26 (February 25, 2015): 24–25. http://dx.doi.org/10.7748/ns.29.26.24.s25.

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Allingham, Sue. "Implementing change." Early Years Educator 21, no. 7 (November 2, 2019): 21–22. http://dx.doi.org/10.12968/eyed.2019.21.7.21.

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Murray, Kathleen. "Implementing change." Nursing Management (Springhouse) 40, no. 10 (October 2009): 56. http://dx.doi.org/10.1097/01.numa.0000361814.89616.8c.

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Murray, Kathleen. "Implementing change." Nursing Management (Springhouse) 40, no. 10 (October 2009): 56. http://dx.doi.org/10.1097/01.numa.0000361815.27734.c9.

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Kamholz, Karen L., Margaret G. Parker, and Barbara L. Philipp. "Implementing Change." Journal of Human Lactation 28, no. 2 (April 23, 2012): 128–31. http://dx.doi.org/10.1177/0890334412438962.

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Vermeeren-de Groot, Bob. "Implementing change." British Journal of Sports Medicine 52, no. 19 (August 24, 2016): 1226. http://dx.doi.org/10.1136/bjsports-2016-096304.

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Foley Hein, Jayni, and Natalie Jacewicz. "Implementing NEPA in the Age of Climate Change." Michigan Journal of Environmental & Administrative Law, no. 10.1 (2021): 1. http://dx.doi.org/10.36640/mjeal.10.1.implementing.

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The national government has a crucial role to play in combating climate change, yet federal projects continue to constitute a major source of United States greenhouse gas emissions. Under the National Environmental Policy Act, agencies must consider the environmental impacts of major federal actions before they can move forward. But agencies frequently downplay or ignore the climate change impacts of their projects in NEPA analyses, citing a slew of technical difficulties and uncertainties. This Article analyzes a suite of the most common analytical failures on the part of agencies with respect to climate change: failure to account for a project’s downstream and upstream greenhouse gas emissions; failure to acknowledge a project’s effect on the country’s energy mix; and failure to consider a reasonable social cost of carbon. After summarizing current regulatory practice and case law on each topic, this Article finds that despite protestations that accounting for such impacts is infeasible, agencies already possess many of the tools needed to assess such impacts, and indeed, some agencies already use these tools to do so. Furthermore, courts are increasingly holding agencies accountable for a full and fair assessment of climate change effects in NEPA analysis. This Article aims to highlight best practices so that agency offices can learn from one another, fulfill NEPA’s mandate, and begin to provide leadership in the fight against climate change.
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Johnson, Peggy. "Implementing Technological Change." College & Research Libraries 49, no. 1 (January 1, 1988): 38–46. http://dx.doi.org/10.5860/crl_49_01_38.

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Dissertations / Theses on the topic "Implementing change"

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Richards, Jonathan Peter. "Implementing marine pollution policy : proposals for change." Thesis, University of Plymouth, 2001. http://hdl.handle.net/10026.1/389.

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This study aims to determine the factors that affect the implementation of marine pollution policy, especially with regard to regulation of the hazardous substances which contaminate the marine environment- The purpose is to identify weaknesses in the current regulatory regime and to propose improvements. The study also aims to develop a new strategic framework for the implementation of the recent international policy commitments, which call for the complete cessation of discharges of hazardous substances into the marine environment by the year 2020. Furthermore, the study seeks to provide evidence to support or challenge current theories relating to regulation and policy implementation. Examination was made of the attitudes of environmental managers from the UK chemical industry and inspectors from the environmental agencies towards the regulatory system. These are the key personnel who operate at the regulatory interface where the policy outcome is determined. The methodology combined both qualitative and quantitative techniques. Structured interviews helped define the issues for subsequent investigation using a questionnaire survey which was sent to over 700 key personnel. Focus groups were then used to explain the survey findings and develop solutions to key regulatory problems. Statistical analysis of the survey response data revealed similarities and significant differences between the views of industry and the regulator on the effectiveness of the current Integrated Pollution Control regime. The strength of the system was perceived as its practical and pragmatic approach, coupled with a convenient and familiar bureaucracy. The weaknesses identified related to the derivation and enforcement of standards. The Environmental Quality Standards system, which underpins the regime, was acknowledged to be flawed by both operators and regulators who agreed it should be improved by the expansion in the number of priority listed chemicals, the introduction of sediment Environmental Quality Standards and Direct Toxicity Assessment of effluents. Focus groups supported the expansion of the system, but recognised that it would create a regime that was both complex and impractical. The findings were used to construct a revised model of the existing regime. Multivariate analysis of the industry response data identified 3 cluster types and significant differences were revealed between their knowledge of policy developments, their implications and the need for changes to the current system of hazardous chemical control. Operators and regulators acknowledged the existence of the mutual interdependency which has created and maintained a tight policy network (community) at the regulatory interface. Further evidence to support the existence of this community and of regulatory capture, was provided by the study data. Focus group discussions also identified the requirement for a more fundamental reappraisal of the regulatory system in order to deliver the OSPAR strategy. A new regulatory model, which incorporates process and product substitution, is proposed as a strategic framework to ensure that future policy commitments are implemented. This approach may lead to the opening up of the current tight policy network with resultant benefits for policy implementation and reduced regulatory capture. The new model could be applied by other countries within the OSPAR region and in other regions of the world, in order to improve environmental protection.
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Wongthipkongka, Nitida. "Implementing change through a supplier evaluation process." Thesis, Massachusetts Institute of Technology, 2010. http://hdl.handle.net/1721.1/59188.

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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Civil and Environmental Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2010.
Cataloged from PDF version of thesis.
Includes bibliographical references (p. 75-78).
With increased global competition, companies find that they must adjust and adapt to a supply chain model that incorporates more strategic suppliers. Pratt & Whitney, a division of United Technology Corporation, is no different as it seeks to streamline selection of suppliers to satisfy their business and manufacturing needs. In addition to improved product costs, low cost sourcing also expands its global footprint as emerging markets, such as China and India, continue to grow at phenomenal rates compared to Western markets. This research focused on development of a supplier evaluation process for Pratt & Whitney to meet its business goals. This introduces a change to the way that the company has historically operated. The first focus is to understand how to implement change within the company setting by introducing a formal supplier evaluation process. The second is to understand develop and refine the process to be utilized within Pratt & Whitney. This thesis focuses first on how to implement change within a company. The existing culture of the company must be evaluated to determine the approach to be taken. Within Pratt & Whitney's culture, research indicates that support from management and key influential personnel within the company are critical in producing a true change in the way the company conducts itself. Three different case studies are discussed that highlight the impact of this support on the successful implementation of change within the corporation. Secondly, this thesis researches the design and development of the supplier evaluation process. The most important aspect is to interview and listen to the needs of the customer. The success and failure of the system rests on being useful, intuitive, and simple. Through constant feedback, the tools were continually improved. In addition, information technology can be an enabler for business processes. With a well-designed system, IT can provide a secure, robust, scalable system for use in large corporations, like Pratt & Whitney.
by Nitida Wongthipkongka.
S.M.
M.B.A.
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Van, Bodegraven Diane Beth. "Implementing Change: How, Why, and When Teachers Change Their Classroom Practices." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1807.

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Teacher implementation of school reforms varies widely and often results in inconsistent student outcomes. Teachers adopt or resist change for complex reasons that are not fully understood. This qualitative study explored how veteran teachers described their experiences with school reform and changes in classroom practices that occurred over the course of their careers; it also examined factors that teachers identified as having positive and negative influences on their adoptions of change. The conceptual framework was based on Senge's systems theory as applied to learning organizations and Goleman's emotional intelligence theory. The research questions focused on: (a) How veteran teachers described their experiences with various school reforms and changes in classroom practices that have occurred over the course of their careers, and (b) What internal and external factors veteran teachers identified as having a positive or negative influence on their adoptions of change. Eight veteran K-12 public school teachers from a northeastern state were interviewed using a semi-structured, open-ended questionnaire. Data were analyzed using first and second level coding in order to identify emerging patterns and themes and discrepant data. Key findings indicated that the teachers who reported successful implementation of school reforms also reported that the internal factors of self-assessment, self-confidence, initiative, adaptability, and empathy, and the external factors of shared vision, team learning, and systems thinking were important to implementing change. When administrators supported teachers through quality professional development, adequate collaboration time, and respect for their professional judgment, participants embraced school reforms and changed their classroom practices.
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Axtell, Douglas W. "Minimizing conflict implementing change in an established church /." Theological Research Exchange Network (TREN), 2008. http://www.tren.com/search.cfm?p046-0072.

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Axtell, Douglas William. "Minimizing conflict implementing change in an established church /." St. Paul, MN : Bethel Seminary, 2008. http://dx.doi.org/10.2986/tren.046-0072.

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Ogilvie, C. E. B. "Implementing change : The case of records of achievement." Thesis, University of Manchester, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.383513.

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Mak, Howen. "Implementing Strategic Change Using the Systems Engineering Model." Digital Commons at Loyola Marymount University and Loyola Law School, 2007. https://digitalcommons.lmu.edu/etd/404.

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DeLay, IV Hardy L. "Leadership Strategies for Developing and Implementing Organizational Change." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4135.

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Leaders in some narcotics treatment programs struggle with change development and implementation. The objective of this single-case study was to explore strategies used by leaders in a narcotics treatment program to develop and implement organizational change initiatives successfully. Participants included 4 leaders who had developed and implemented successful change initiatives repeatedly for more than 10 years in a narcotics treatment program in the southeastern United States. Bertalanffy's general systems theory was the basis for the conceptual framework. Data collection included semistructured interviews of leaders of a narcotics treatment program and collection of archival data, such as reports relating to strategic planning, core value analysis, and risk assessments. Data analysis, using qualitative analysis software revealed 3 themes: communication, education through research, and resistance. The identified themes aligned with the conceptual framework, as the themes work together as a unit. Recommendations for action include further research for the application of social media in the treatment of patients. Leaders of narcotics treatment programs may use the findings to improve the success of social change development and implementation. Successful social change within these programs could result in the betterment of community relations and an increase in productive members of society who contribute to the economic health of the community.
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Matali, Melissa. "How companies sustain effective leadership while implementing organizational change?" Thesis, Linnaeus University, Linnaeus School of Business and Economics, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-6197.

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Today’s business environment is becoming increasingly dynamic, complex and socially aware. One sustainable competitive advantage in contemporary, rapidly changing organizations is competent management (Waldman, Ramirez, House, & Puranam, 2001). The behaviors of organizational leaders directly influence actions in the work environment that enable change (Drucker, 1999).

Leaders in complex organizations are now responsible for creating and nurturing conditions which will enable fast, innovative adaptations to change. Indeed, leaders and managers are responsible for change strategy, implementation, and monitoring, thus they function as change agents (Kanter, Stein, & Jick, 1992). However, they must take into consideration that there is a part of unknown, which they will never control.

As a result, the challenge of managing change is one of the most essential and enduring roles of leaders (Ahn, Adamson, & Dornbusch, 2004) while current rapid organizational changes has made effective leadership more imperative. Resistance to change is a dead-end street. In today's business world, organizations that support and implement continuous and transformational change remain competitive (Cohen, 1999).

Many researchers have attempted to explain why change is so difficult to achieve, and develop models to manage the change process. Despite the numerous theories, models, and multi-step approaches, leaders continue to lack a clear understanding of change, its antecedents, effective processes or the ability to successfully implement organizational change and how to engage members in change initiatives (Armenakis & Harris, 2002).

The purpose of this study is to explore leaders’ effectiveness in implementing organizational change and the processes, skills, abilities required for such effectiveness. My reference to leaders implies all leaders and managers within an organization. The literature review that follows explores change implementation processes, current complex environment and the leadership behaviors associated with successful change.

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Cheung, Wai-ying, and 張慧英. "Implementing educational change: a case studyof project-based learning." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2001. http://hub.hku.hk/bib/B31962440.

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Books on the topic "Implementing change"

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1947-, Langseth Petter, and Mossop Jack 1942-, eds. Implementing organizational change. San Francisco: Jossey-Bass, 1985.

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Baker, Richard H., M.D., Hearnshaw H, and Robertson N, eds. Implementing change with clinical audit. Chichester: Wiley, 1999.

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Lancashire Industrial Language Training Unit. Training for change: Implementing learner autonomy. Accrington: Lancashire Industrial Language Training Unit, 1985.

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Implementing organizational change: Theory into practice. 2nd ed. Upper Saddle River, NJ: Pearson Prentice Hall, 2010.

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M, Hord Shirley, ed. Implementing change: Patterns, principles, and potholes. 3rd ed. Boston: Pearson, 2011.

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Organisation for Economic Co-operation and Development., ed. Implementing change: Entrepreneurship and local initiative. Paris: Organisation for Economic Co-operation and Development, 1990.

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Klosterboer, Larry. Implementing ITIL change and release management. Upper Saddle River, NJ: IBM Press/ Pearson, 2008.

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Implementing a critical approach to organization development. Malabar, Fl: Krieger, 2010.

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Sharon, Tucker, ed. Implementing routine and radical innovations. Lexington, Mass: Lexington Books, 1987.

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Eccles, Tony. Succeeding with change: Implementing action-driven strategies. London: McGraw-Hill Book Co., 1994.

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Book chapters on the topic "Implementing change"

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Hayes, John. "Implementing change." In The Theory and Practice of Change Management, 435–50. London: Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-28902-5_25.

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Bull, Melanie, and Tim Brown. "Implementing Change." In Facilities Change Management, 108–22. Oxford, UK: Wiley-Blackwell, 2012. http://dx.doi.org/10.1002/9781119967316.ch8.

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Cordell, Andrea, and Ian Thompson. "Implementing change." In The Category Management Handbook, 124–27. 1 Edition. | New York : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781351239585-33.

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Hayes, John. "Implementing change." In The Theory and Practice of Change Management, 443–56. London: Macmillan Education UK, 2018. http://dx.doi.org/10.1057/978-1-352-00132-7_28.

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Green, Emily P. "Implementing Change." In Healthy Presentations, 101–4. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-72756-7_9.

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Gabel, Stewart. "Implementing Change." In Leaders and Healthcare Organizational Change, 137–53. Boston, MA: Springer US, 2001. http://dx.doi.org/10.1007/978-1-4615-1251-6_9.

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Macdonald, Ian, Clive Dixon, and Tony Tiplady. "Implementing change." In Improving Schools Using Systems Leadership, 138–78. Abingdon, Oxon ; New York, NY : Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9781315149868-15.

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Charles, Protzman, Whiton Fred, and Protzman Dan. "Lean and Change Management." In Implementing Lean, 57–68. Boca Raton : Routledge, Taylor & Francis, 2018.: Productivity Press, 2018. http://dx.doi.org/10.4324/9781315118857-8.

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Kenyon, George N., and Kabir C. Sen. "Implementing Organizational Change." In The Perception of Quality, 81–99. London: Springer London, 2014. http://dx.doi.org/10.1007/978-1-4471-6627-6_8.

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Berger, Anders. "Implementing Change Strategies." In Achieving Competitive Edge Getting Ahead Through Technology and People, 193–99. London: Springer London, 1991. http://dx.doi.org/10.1007/978-1-4471-1904-3_32.

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Conference papers on the topic "Implementing change"

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Adlam, John. "NORNE - The Organization Challenge/ Implementing Change." In Offshore Technology Conference. Offshore Technology Conference, 1995. http://dx.doi.org/10.4043/7923-ms.

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Mukherjee, D., and G. S. Baden. "Panel session: implementing technology to limit climate change." In 2000 Power Engineering Society Summer Meeting. IEEE, 2000. http://dx.doi.org/10.1109/pess.2000.868794.

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Heidi A. Diefes-Dux and Kamyar Haghighi. "Closing the EC 2000 Loop and Implementing Change." In 2001 Sacramento, CA July 29-August 1,2001. St. Joseph, MI: American Society of Agricultural and Biological Engineers, 2001. http://dx.doi.org/10.13031/2013.3592.

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Halland, Thomas, Leif Kristian Jensen, Martin Eike, and Dag Solnordal. "Implementing Intelligent Energy - Change Management Experiences and Recommendations." In SPE Middle East Intelligent Energy Conference and Exhibition. Society of Petroleum Engineers, 2013. http://dx.doi.org/10.2118/167451-ms.

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Greaves, Thomas H. "Implementing Corporate Initiatives." In 2012 9th International Pipeline Conference. American Society of Mechanical Engineers, 2012. http://dx.doi.org/10.1115/ipc2012-90122.

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IT enabled corporate projects have failure rates that approach 68% (Standish CHAOS 2009 Report). This paper will chronicle the steps needed to increase your chances of successfully implementing a corporate initiative. Examples will be provided based on the recent roll out of a revamped Management of Change (MOC) program that included simple processes and policies, appropriate training at the right time, and an IT tool that was well established prior to roll out.
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Colazo, Jorge. "The Change in Communication Patterns in Teams Implementing Lean." In Hawaii International Conference on System Sciences. Hawaii International Conference on System Sciences, 2018. http://dx.doi.org/10.24251/hicss.2018.030.

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Kinloch, Joanne, Michael Grant, and Anne Hattie. "P-159 Implementing organisational change: a hospice site move." In A New World – Changing the landscape in end of life care, Hospice UK National Conference, 3–5 November 2021, Liverpool. British Medical Journal Publishing Group, 2021. http://dx.doi.org/10.1136/spcare-2021-hospice.175.

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Dunbar, James. "P-69 Implementing a knowledgebase." In Dying for change: evolution and revolution in palliative care, Hospice UK 2019 National Conference, 20–22 November 2019, Liverpool. British Medical Journal Publishing Group, 2019. http://dx.doi.org/10.1136/bmjspcare-2019-huknc.92.

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Vincent, David. "Devising and implementing incentives for low carbon technology innovation and commercialisation - a perspective drawn from Carbon Trust experience." In 2006 IEEE EIC Climate Change Conference. IEEE, 2006. http://dx.doi.org/10.1109/eicccc.2006.277231.

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Michaelson, Rosa. "The Challenge of Change: reducing conflict in implementing e-learning." In 2nd International LeGE-WG Workshop on e-Learning and Grid Technologies: A Fundamental Challenge for Europe. BCS Learning & Development, 2003. http://dx.doi.org/10.14236/ewic/2lege2003.8.

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Reports on the topic "Implementing change"

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Williams, EmmaJean. Implementing Community Policing: a Documentation and Assessment of Organizational Change. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.1155.

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Morell, J. A., R. Gryder, and M. Fleischer. Implementing and managing change: A guide for assessing information technology. [Office automation]. Office of Scientific and Technical Information (OSTI), August 1987. http://dx.doi.org/10.2172/6111370.

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DEFENSE BUSINESS BOARD WASHINGTON DC. Task Group on a Culture of Savings: Implementing Behavior Change in DoD. Fort Belvoir, VA: Defense Technical Information Center, January 2011. http://dx.doi.org/10.21236/ada584424.

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Noviski, Maya. Supporting Women and Under-Represented Minorities in the Sciences: Implementing Equitable Approaches to Organizational Change. National Institute of Standards and Technology, April 2021. http://dx.doi.org/10.6028/nist.gcr.21-030.

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C., Pavageau, and Tiani A.M. Implementing REDD+ and adaptation to climate change in the Congo Basin: Review of projects, initiatives and opportunities for synergies. Center for International Forestry Research (CIFOR), 2014. http://dx.doi.org/10.17528/cifor/005341.

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Lucas, Brian. Approaches to Implementing National Action Plans on Women, Peace and Security. Institute of Development Studies, February 2022. http://dx.doi.org/10.19088/k4d.2022.049.

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This report aims to identify a selection of programmes and projects undertaken by countries under their respective National Action Plans. It focuses on discrete, large-scale initiatives that specifically target aspects of the WPS agenda and aim to influence change outside the implementing agencies, rather than changing agencies’ own policies and practices. Common themes that appear frequently across these programmes and projects include: supporting global pools of technical capacity on WPS and on peacebuilding generally; training military, police, and other personnel from partner countries, including building women’s professional capacities as well as training personnel in WPS-related good practices; supporting WPS networks and forums to share experience and expertise; extensive use of multilateral mechanisms for channelling funding and for sharing technical capacity; extensive support to and collaboration with civil society organisations; initiatives focusing on combating violent extremism and counter-terrorism; initiatives focusing on preventing sexual exploitation and abuse in peacekeeping and humanitarian contexts; a wide range of commitments to stopping gender-based violence; and support for sexual and reproductive health initiatives. All of the countries discussed in this report also undertake considerable efforts to change policies and practices within their own agencies. In addition, all of the countries discussed in this report undertake a range of initiatives focused on individual countries; smaller donors, in particular, often focus many of their own programmes on single countries while using multilateral mechanisms to engage at the regional and global scales. However, in accordance with the terms of reference for this report, these types of activities are not discussed below. In the time available for this report, it was possible to review six countries’ activities. These countries were selected for inclusion because they had sufficient documentation readily accessible in the form of action plans, implementation plans, and progress reports; they are donor countries with significant international activities that may be considered peers to the UK; and/or they have been cited in the literature as being leaders in promoting the WPS agenda.
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McKnight, Katherine, and Elizabeth Glennie. Are You Ready for This? Preparing for School Change by Assessing Readiness. RTI Press, March 2019. http://dx.doi.org/10.3768/rtipress.2019.pb.0020.1903.

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Schools routinely face federal and state mandated changes, like the Common Core State Standards or standardized testing requirements. Sometimes districts and schools want to take on new policies and practices of their own, like anti-bullying programs or using technology to deliver instruction. Regardless of the origin of the change, implementation requires them to take on additional work; yet experts estimate that only 30 to 50 percent of major change efforts in organizations will succeed. Failing change efforts result in not only financial losses but also lowered organizational morale, wasted resources, and lost opportunities. For schools where resources are already stretched thin, the consequences of failed change initiatives can be particularly devastating. In this paper, we discuss results of a study, over a school year, of school principals who were working on implementing a new change initiative in their schools. We apply lessons from the change management literature and focus on the importance of assessing readiness for change as a key step in ensuring the success of new initiatives. We share examples of a change readiness rubric to help schools and districts successfully lead change.
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Sacco, Christopher M., and Jason D. Lovell. Evaluating Leadership's Approach to Implementing Organizational Change Across the Naval Aviation Enterprise With a Focus on the Development of Fleet Readiness Centers. Fort Belvoir, VA: Defense Technical Information Center, December 2006. http://dx.doi.org/10.21236/ada460430.

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Orozco, Efraim Hernández, Mario Cárdenas, Ivonne Lobos Alva, Angélica Guerra, Juan Betancur, Somya Joshi, Kuntum Melati, et al. SDG localization baseline: How local-level actors are driving change and advancing the achievement of the 2030 Agenda. Stockholm Environment Institute, October 2021. http://dx.doi.org/10.51414/sei2021.026.

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Abstract:
Localization of the Sustainable Development Goals (SDGs) refers to the process of defining, implementing, and monitoring strategies at the local level to achieve global, national, and subnational sustainable development goals and targets. The key question addressed by this baseline document is how SDG localization can be practically, efficiently, and effectively implemented in what remains of the Decade of Action.
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10

Eise, Jessica, Natalie Lambert, Tiwaladeoluwa Adekunle, and Laura Eise. More Inclusive, More Practical: Climate Change Communication Research to Serve the Future. Purdue University, 2020. http://dx.doi.org/10.5703/1288284317278.

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Abstract:
Climate change impacts are being felt around the world, threatening human well-being and global food security. Social scientists in communication and other fields, in tandem with physical scientists, are critical for implementing mitigation and adaptation strategies effectively and equitably. In the face of rapidly evolving circumstances, it is time to take stock of our current climate change communication research and look toward where we need to go. Based on our systematic review of mid- to current climate change research trends in communication as well as climate change response recommendations by the American Meteorological Society, we suggest future directions for research. We urgently recommend communication research that (1) addresses immediate mitigation and adaptation concerns in local communities and (2) is more geographically diverse, particularly focusing on the African continent, the Caribbean, Latin America, the Middle East and certain parts of Asia.
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