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Journal articles on the topic 'Implementing change'

Author: Grafiati

Published: 4 June 2021

Last updated: 30 January 2023

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1

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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2

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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3

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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4

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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5

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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6

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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7

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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8

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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9

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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10

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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11

Sklar, David P. "Implementing Curriculum Change." Academic Medicine 93, no. 10 (October 2018): 1417–19. http://dx.doi.org/10.1097/acm.0000000000002350.

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12

Johnston, M. "Implementing Curricular Change." Computing in Science & Engineering 8, no. 5 (September 2006): 32–37. http://dx.doi.org/10.1109/mcse.2006.91.

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13

Gibson Smith, Kathrine, Kathryn Burns Cunningham, and Jennifer Cleland. "Implementing change: Intervention development." Clinical Teacher 19, no. 1 (November 4, 2021): 63. http://dx.doi.org/10.1111/tct.13435.

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14

Ravin, Amelia. "Implementing Climate Change Commitments." Proceedings of the Water Environment Federation 2008, no. 10 (January 1, 2008): 5890. http://dx.doi.org/10.2175/193864708788807358.

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15

Lance Revenaugh, D. "Implementing Major Organizational Change." TQM Magazine 6, no. 6 (December 1994): 38–48. http://dx.doi.org/10.1108/09544789410073630.

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16

Porter, Barry E. "Time and implementing change." British Journal of Educational Technology 36, no. 6 (November 2005): 1063–65. http://dx.doi.org/10.1111/j.1467-8535.2005.00576.x.

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17

Morse, Janice M., and Lauren Clark. "Implementing Change Through Education." Qualitative Health Research 20, no. 9 (August 6, 2010): 1171–72. http://dx.doi.org/10.1177/1049732310371105.

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18

Steadman, Mark E., and Ronald F. Green. "Implementing accounting education change." Managerial Auditing Journal 10, no. 3 (April 1995): 3–7. http://dx.doi.org/10.1108/02686909510079657.

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19

Khalil, Hanan. "Implementing change in healthcare." International Journal of Evidence-Based Healthcare 13, no. 2 (June 2015): 41–42. http://dx.doi.org/10.1097/xeb.0000000000000045.

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20

Rood, Sarah, and Katherine Sheedy. "Chapter Three - Implementing change." Microbiology Australia 30, no. 3 (2009): 32. http://dx.doi.org/10.1071/ma09s32.

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The decision to incorporate, professionalise and nationalise the Australian Society for Microbiology heralded a transformation. After lengthy debate, spanning the best part of a decade, the steady evolution of the Society gave way to rapid change. Implementation commenced immediately. Membership categories changed and continued to evolve throughout the 1980s as the ASM adapted to the needs of its broadening membership base. Relationships with state branches and communication with members became increasingly important. Maintaining its unique character, closeness and sense of community despite its rapid growth became a major challenge for the ASM.

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21

Penchev, Georgi. "Planning and Implementing Change in Cyber Security Network Organisations." Information & Security: An International Journal 50 (2021): 89–101. http://dx.doi.org/10.11610/isij.5008.

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22

Ibarra-Estrada, M., J. Veith, and E. Mireles-Cabodevila. "Implementing change is a science." Medicina Intensiva 46, no. 7 (July 2022): 359–62. http://dx.doi.org/10.1016/j.medin.2022.05.001.

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23

Ibarra-Estrada, M., J. Veith, and E. Mireles-Cabodevila. "Implementing change is a science." Medicina Intensiva (English Edition) 46, no. 7 (July 2022): 359–62. http://dx.doi.org/10.1016/j.medine.2022.05.011.

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24

Callaghan, Irene. "Implementing change: influencing the process." Nursing Standard 13, no. 2 (September 30, 1998): 1–6. http://dx.doi.org/10.7748/ns1998.09.13.2.1.c2528.

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25

Galán, José I., Juan Carlos Monje, and José Ángel Zúñiga-Vicente. "Implementing Change in Smaller Firms." Research-Technology Management 52, no. 1 (January 2009): 59–67. http://dx.doi.org/10.1080/08956308.2009.11657549.

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26

Chester, Mark A. "Implementing Racial Change in Schools." Review of Education 11, no. 3 (June 1985): 161–65. http://dx.doi.org/10.1080/0098559850110302.

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27

Macnab, Donald S. "Implementing change in mathematics education." Journal of Curriculum Studies 35, no. 2 (March 2003): 197–216. http://dx.doi.org/10.1080/0022027022000014297.

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28

Vidmar, Kevin. "Implementing Behavioral Energy Change (BEC)." Strategic Planning for Energy and the Environment 32, no. 1 (June 2012): 42–60. http://dx.doi.org/10.1080/10485236.2012.10531827.

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29

Nelson, T. A., M. A. Brown, S. J. Fielke, A. D. Mackay, P. R. Payne, A. P. Rhodes, and W. Smith. "Implementing change: barriers and opportunities." Journal of New Zealand Grasslands 79 (January 1, 2017): 269–72. http://dx.doi.org/10.33584/jnzg.2017.79.540.

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Abstract Severe flooding and slips in the Manawatu-Whanganui region in 2004 resulted in the implementation of the voluntary Sustainable Land Use Initiative (SLUI), to support recovery and increase resilience. This paper identifies the barriers, opportunities and lessons for the implementation of Whole Farm Plans (WFPs). The research, conducted in 2016, involved interviews with 40 farm households. The findings demonstrate that the values and priorities of both SLUI and non- SLUI households were similar, highlighting the need to increase profitability, productivity and environmental protection. Both adopters and non-adopters express similar concerns about SLUI, including perceptions about its bureaucratic nature, cost and complexity. They differed to an extent when believing the SLUI aligns with their own values and goals. Non-signatories highlight their resistance to government intervention. They also feared the SLUI would thwart productivity and profits. There remains a need to more explicitly integrate social values and goals in any strategy to implement Whole Farm Plans. Keywords: Sustainable Land Use Initiative, barriers, opportunity, values, environment, resilience

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30

Sander, Judy Correll. "A Tool for Implementing Change." Educational Forum 61, no. 4 (December 31, 1997): 374–75. http://dx.doi.org/10.1080/00131729709335283.

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31

Lowry, S. "Strategies for implementing curriculum change." BMJ 305, no. 6867 (December 12, 1992): 1482–85. http://dx.doi.org/10.1136/bmj.305.6867.1482.

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32

Raso, Rosanne. "Working with budgets; implementing change." Nursing Management (Springhouse) 39, no. 8 (August 2008): 56. http://dx.doi.org/10.1097/01.numa.0000333726.80733.bf.

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33

McElroy, William. "Implementing strategic change through projects." International Journal of Project Management 14, no. 6 (December 1996): 325–29. http://dx.doi.org/10.1016/0263-7863(95)00060-7.

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34

Rod, Michel, Nicholas Ashill, and Sarena Saunders. "Considering implementing major strategic change?" International Journal of Pharmaceutical and Healthcare Marketing 3, no. 3 (September 4, 2009): 258–78. http://dx.doi.org/10.1108/17506120910989679.

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35

Carlopio, James. "Implementing Innovation and Technical Change." R & D Enterprise: Asia Pacific 1, no. 1 (January 1998): 17–19. http://dx.doi.org/10.5172/impp.1998.1.1.17.

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36

Weiland, Cindy. "Implementing Change: ICAVL Accreditation 2004." Journal for Vascular Ultrasound 28, no. 3 (September 2004): 171–73. http://dx.doi.org/10.1177/154431670402800317.

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37

Thompson, Cathy J. "Implementing the Change Agent Role." Clinical Nurse Specialist 21, no. 2 (March 2007): 118. http://dx.doi.org/10.1097/00002800-200703000-00068.

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38

Zollinger-Read, Paul. "Implementing change: the greatest risk." British Journal of Healthcare Management 18, no. 5 (May 2012): 231. http://dx.doi.org/10.12968/bjhc.2012.18.5.231.

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39

Swift, Jim, Keith Pearson, Joanne Hill, Jimmy Cheung, Duncan Richardson, Alison Jane Myers, and Chris Barker. "Implementing formulary change in diabetes." British Journal of Healthcare Management 23, no. 4 (April 2, 2017): 167–74. http://dx.doi.org/10.12968/bjhc.2017.23.4.167.

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40

Williams, Doyle Z. "Implementing change in accounting education." Journal of Accounting Education 14, no. 2 (June 1996): 199–205. http://dx.doi.org/10.1016/0748-5751(96)00008-5.

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41

Field, Peggy Anne. "Implementing change in nursing education." Nurse Education Today 9, no. 5 (October 1989): 290–99. http://dx.doi.org/10.1016/0260-6917(89)90112-3.

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42

van der Vegt, Rein, and Hans Knip. "Implementing Mandated Change: The School as Change Contractor." Curriculum Inquiry 20, no. 2 (1990): 183. http://dx.doi.org/10.2307/1180125.

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43

Van Der Vegt, Rein, and Hans Knip. "Implementing Mandated Change: The School as Change Contractor." Curriculum Inquiry 20, no. 2 (June 1990): 183–203. http://dx.doi.org/10.1080/03626784.1990.11076072.

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44

Waldersee, Robert, and Andrew Griffiths. "Implementing change: matching implementation methods and change type." Leadership & Organization Development Journal 25, no. 5 (July 2004): 424–34. http://dx.doi.org/10.1108/01437730410544746.

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45

Massey, Lynn, and Sharon Williams. "Implementing change: the perspective of NHS change agents." Leadership & Organization Development Journal 27, no. 8 (December 1, 2006): 667–81. http://dx.doi.org/10.1108/01437730610709282.

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PurposeThe purpose of this paper is to review the change process that is required to support CANDO, a business improvement technique primarily associated with the manufacturing sector. It reviews the transferability of CANDO to a health setting and examines the effectiveness of this tool through the eyes of the change agents and implementers. The study draws on an ongoing empirical research study in the NHS.Design/methodology/approachThe methodology is a case study, combining semi‐structured interviews, observations and reflexive accounts.FindingsThe results show that this improvement tool is an appropriate mechanism as a foundation for developing change agents and for creating change in health care. The capability and competence of the change agent is critical to the success of a change programme. Specific skills include developing people outside of their normal functional boundaries, redefining values and norms, motivating and energising others, translating terminology, setting the initiative within the wider agenda for change, and designing and communicating solutions and new systems as a result of CANDO activities.Research limitations/implicationsAs the research focuses on one NHS Trust within the UK this limits the generalisibility of the results. However, the results provide an important insight into developing change agents, their role while identifying enablers and inhibitors to the change process.Originality/valueThis paper records the early stages of what is a large‐scale and long‐term improvement programme from the perspective of the change agent. This is an important perspective that is often overlooked when examining change programmes.

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46

DaCosta, Joanna. "Insights for implementing change in healthcare." British Journal of Healthcare Management 26, no. 1 (January 2, 2020): 20–26. http://dx.doi.org/10.12968/bjhc.2018.0022.

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Healthcare systems are complex; this is reflected in their diverse structures, cultures and services. Organisational culture is an important aspect to consider when planning any intervention changes. Working in and with teams that include members from different professional and organisational backgrounds, and successfully managing these potential tensions, can be challenging. This article reviews the elements required to instigate organisational change when planning an intervention and the possible barriers preventing doctors from full engagement in these projects. It discusses the model of ‘planned change’, which was first described by Lewin in 1947, and its evolution through recent decades as a framework for organisational change. It also emphasises the importance of workplace culture in the successful implementation of change within healthcare services and argues that a stronger emphasis on management skills is needed in doctor training. Doctors are an underused resource in healthcare management and should be encouraged to take a more proactive role.

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47

Wisby, Debbie, and Jean Capell. "Implementing change in sexual health care." Nursing Management 12, no. 8 (December 2005): 14–16. http://dx.doi.org/10.7748/nm.12.8.14.s13.

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48

Knaus, Michael A. "Planning and Implementing Change in Healthcare." Journal of the Dermatology Nurses' Association 1, no. 2 (March 2009): 129–30. http://dx.doi.org/10.1097/jdn.0b013e31819e9c2b.

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49

Bachman, Sara S., Dennis F. Beatrice, and Stuart H. Altman. "Implementing Change: Lessons for Medicaid Reformers." Journal of Health Politics, Policy and Law 12, no. 2 (1987): 237–52. http://dx.doi.org/10.1215/03616878-12-2-237.

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50

Stewart, Jenny, and Michael O'Donnell. "Implementing change in a public agency." International Journal of Public Sector Management 20, no. 3 (April 10, 2007): 239–51. http://dx.doi.org/10.1108/09513550710740634.

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