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Journal articles on the topic 'Organizational change – Management'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Ololube, Nwachukwu Prince, and Dennis Ogutum Ololube. "Organizational Change Management." International Journal of Applied Management Sciences and Engineering 4, no. 1 (2017): 25–42. http://dx.doi.org/10.4018/ijamse.2017010103.

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Change management is a continuous method used in transitioning individual employee, groups, and organizations to an anticipated future change. It focuses on the change management processes that addresses individual employee, groups and organizational factors that acts as catalyst for possible changes in organization. The purpose of change management is ultimately to make use of initiatives and ensure that every employee in an organization is willing and ready to switchover to an anticipated new role in the proposed business environment. This current study evaluated the relationship between lea

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2

Makhmudova, Aziza Azamatovna. "ORGANIZATIONAL CHANGE MANAGEMENT." TECHNICAL SCIENCE RESEARCH IN UZBEKISTAN 2, no. 6 (2024): 146–49. https://doi.org/10.5281/zenodo.12570859.

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This article talks about the management of organizational change and is a guide for students of the direction of the establishment of cultural and art institutions and management. An organization is a systematized, conscious Association of people who mobilize to achieve certain goals in terms of socio-economic production, as well as provide for the achievement of managerial tasks. One of the peculiarities of the management process itself lies in the fact that various organizational changes are carried out when socio-political processes change, positive and negative effects on the requirements

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Lukhmanova, N. A. "ORGANIZATIONAL CHANGE MANAGEMENT." ECONOMIC VECTOR 4, no. 19 (2019): 29–31. http://dx.doi.org/10.36807/2411-7269-4-19-29-31.

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4

Badruddozza Mia, Mohammad, and Magnus Ramage. "ICT-mediated organizational change in microfinance organizations: a case study." Problems and Perspectives in Management 16, no. 3 (2018): 40–47. http://dx.doi.org/10.21511/ppm.16(3).2018.04.

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A strong research tradition on the economic and social impacts of microfinance intervention has been going on. But a dearth of studies on microfinance organizational and management perspectives is there, although the social and economic impacts of this development program largely depend on its organizational setup and intervention management. ICT (decipher!!!) has been used in microfinance organizations for quite a long period of time. This study looks into the ICT-mediated material and social changes that happen in this unique type of organization and its management. The study was conducted u

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5

Öner, M. Atilla, Caroline Benson, and Senem Göl Beşer. "Linking Organizational Change Management and Organizational Foresight." Strategic Change 23, no. 3-4 (2014): 185–203. http://dx.doi.org/10.1002/jsc.1970.

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6

Jing, Runtian, and Andrew H. Van de Ven. "Toward a Chance Management View of Organizational Change." Management and Organization Review 14, no. 1 (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 rid

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7

Grandori, Anna, and Andrea Prencipe. "Organizational invariants and organizational change." European Management Review 5, no. 4 (2008): 232–44. http://dx.doi.org/10.1057/emr.2008.29.

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Chernyavs'ka, Iryna, and Rostyslav Kovtun. "MANAGEMENT OF ORGANIZATIONAL CHANGES AS A DIRECTION OF IMPROVING THE ORGANIZATION'S ACTIVITIES." ECONOMIC BULLETIN OF THE DNIPROVSK STATE TECHNICAL UNIVERSITY, no. 2(5) (January 2, 2023): 42–51. http://dx.doi.org/10.31319/2709-2879.2022iss2(5).270793pp42-51.

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Today, in the management of organizations, the issue of resistance to changes in the environment and management of changes in the organization's activities remains relevant. The article aims to clarify and generalize theoretical provisions regarding the management of organizational changes in the context of increasing the effectiveness of the organization's activities. The theoretical and methodological basis of the work is a set of principles and methods of scientific research: the principle of systematization and theoretical generalization and methods of structural and functional analy

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9

Hubbart, Jason A. "Organizational change: Implications of directive change management." Human Resources Management and Services 6, no. 2 (2024): 3457. http://dx.doi.org/10.18282/hrms.v6i2.3457.

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This article explores the implications of directive change management, characterized by top-down leadership and minimal employee involvement, on organizational dynamics, employee morale, and job security. This approach’s psychological and operational impacts are underscored, emphasizing the imperative of addressing employee perceptions and fostering trust. Strategies for rebuilding trust and enhancing morale post-directive change management are presented, including transparent communication, participative decision-making, and recognition of employee contributions. The significance of enhancing

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10

Egelhoff, William G. "Organizational equilibrium and organizational change." Journal of International Management 5, no. 1 (1999): 15–33. http://dx.doi.org/10.1016/s1075-4253(99)00006-x.

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11

Wananda, Adhi, and Puspitasari Puspitasari. "Organizational Environment, Organizational Change, And Polri Services." Management Technology and Security International Journal 1, no. 2 (2020): 153–64. http://dx.doi.org/10.47490/mtsij.v1.i2.153164.

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A changing and developing environment , indeed, affects the organizational development of Indonesian National Police , called Polri in Bahasa . These environmental changes will affect the management of Indonesian National Police organization. The e xternal environmental factors that most influence organizational activities of Indonesian National Police consist of micro external environmental factors , including the personnel of Indonesian National Police and the public, as well as the macro external e nvironmental factors covering political and legal conditions in Indonesia. Organizational cha

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12

Jiménez Prieto, Silvia Leticia. "Organizational proposals for change management." Gestión y Estrategia 15 (January 1, 1999): 84–93. http://dx.doi.org/10.24275/uam/azc/dcsh/gye/1999n15/jimenez.

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13

Katkov, Alexander L. "Organizational Change Management in Russia." Journal of Organizational Change Management 6, no. 2 (1993): 51–52. http://dx.doi.org/10.1108/09534819310036495.

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14

Farias, Gerard, and Homer Johnson. "Organizational Development and Change Management." Journal of Applied Behavioral Science 36, no. 3 (2000): 376–79. http://dx.doi.org/10.1177/0021886300363007.

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15

Hornstein, Henry. "Organizational Development and Change Management." Journal of Applied Behavioral Science 37, no. 2 (2001): 223–26. http://dx.doi.org/10.1177/0021886301372005.

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16

Evans, Christina. "Diversity management and organizational change." Equality, Diversity and Inclusion: An International Journal 33, no. 6 (2014): 482–93. http://dx.doi.org/10.1108/edi-09-2013-0072.

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Purpose – Set against a background of numerous institutionally funded programmes with a focus on gender mainstreaming, the purpose of this paper is to draw on institutional theory as an alternative lens to explain why such programmes often fail to achieve the desired outcomes. Design/methodology/approach – The paper is based on a case of a European Social Fund EQUAL Programme aimed at enhancing employment opportunities for women in Information Technology, Electronics and Communication and related sectors. The paper focuses on the partnership working aspect, which is a fundamental mobilizing st

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Jasińska, Joanna. "Organizational Change Management and Employee Participation." Journal of Clinical Case Studies Reviews & Reports 2, no. 2 (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 implement

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18

Burnes, Bernard. "Organizational choice and organizational change." Management Decision 35, no. 10 (1997): 753–59. http://dx.doi.org/10.1108/00251749710192075.

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19

Bambang Niko Pasla, Martha Sari Ayu, Fathiyah Fathiyah, Bailah Bailah, Fahmi Rasid, and Ubaidillah Ubaidillah. "Leadership style types: The Importance of Organizational Culture and Change Management." Jurnal Prajaiswara 3, no. 2 (2022): 105–15. http://dx.doi.org/10.55351/prajaiswara.v3i2.45.

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Introduction/Main Objectives: This study aims to determine the value of the direct influence between transformational leadership and change management, transformational leadership and organizational culture, organizational culture and change management, and deal with the indirect effect of organizational culture on transformational leadership and change management. Background Problems: In the era of globalization that is increasingly fast and dynamic, an organization must be able to adapt to changes in the environment, where changes in the organization must be managed properly and efficiently.

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20

Koleci, Baki, and Redon Koleci. "KOSOVO ECONOMY AND MANAGEMENT OF CHANGES." Knowledge International Journal 32, no. 1 (2019): 69–74. http://dx.doi.org/10.35120/kij320169k.

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Every day we are faced with changes, we love them or we do not want them. We are aware of the reasons for the changes, but we often can not understand it, and after it is over, we try to justify it. In some changes we can influence, some of us are causing them, while in those that we can not influence, we leave. One of us in the changes looks like excitement and opportunity from that situation to emerge victorious while others are frightened of everything that would change your habits. Similarly to organizations. By managing them people and how the managers find themselves in the changes will

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21

Lane, Gina. "Organizational change." Business Information Review 25, no. 4 (2008): 262–67. http://dx.doi.org/10.1177/0266382108098061.

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22

Goodman, Elisabeth, and Lucy Loh. "Organizational change." Business Information Review 28, no. 4 (2011): 242–50. http://dx.doi.org/10.1177/0266382111427087.

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Change is again in the spotlight. Much of the current debate about organizational change is focusing on large scale changes, e.g. public sector reshaping or the role of the third sector, for example, and many private sector organizations are working hard on internal efficiencies. All of these bring huge challenges. But what about the people and the teams within these organizations, who must continue to deliver today as well as achieve changes to their own roles and services for delivery tomorrow? This article describes some of the current drivers of change, and the challenges for teams. It hig

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23

Premović, Jelena. "Socio-economic aspects of organizational change management." Zbornik radova Filozofskog fakulteta u Pristini 52, no. 1 (2022): 411–26. http://dx.doi.org/10.5937/zrffp52-34631.

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Radical changes faced by human society in the second half of the twentieth century had their repercussions on enterprises, imposing a new business philosophy of organizational behaviour and action as an imperative for success. The strategic approach in change management and human resource (HR) management has taken the place of the dominant management paradigm. It emphasizes the importance of the active attitude of the enterprises towards changes, which implies the processes of anticipating, initiating, creating, and introducing new changes in the daily business life of the enterprises. The org

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24

ПОТАПОВ А.А., ПОТАПОВ А. А., and ХАМБУЛАТОВА З. Р. ХАМБУЛАТОВА З.Р. "FORMATION OF AN ORGANIZATIONAL CHANGE MANAGEMENT SYSTEM." Экономика и предпринимательство, no. 2(163) (May 9, 2024): 1434–37. http://dx.doi.org/10.34925/eip.2024.163.2.286.

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Статья посвящена исследованию вопросов, связанных с внедрением организационных изменений в деятельность современных организаций, и формированию системы управления организационными изменениями в менеджменте организаций на основе построения модели управления организационными изменениями. Рассмотрена сущность понятия «организационные изменения» и определена необходимость формирования системы управления организационными изменениями. Охарактеризованы основные составляющие элементы системы управления организационными изменениями и определены их взаимосвязи. Сформирована модель системы управления орг

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25

Tsoukas, Haridimos, and Robert Chia. "On Organizational Becoming: Rethinking Organizational Change." Organization Science 13, no. 5 (2002): 567–82. http://dx.doi.org/10.1287/orsc.13.5.567.7810.

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26

Steele, Patricia. "Surviving Organizational Change." Nursing Management (Springhouse) 21, no. 12 (1990): 50. http://dx.doi.org/10.1097/00006247-199012000-00017.

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27

Yusnita, Reni. "LEADERSHIP MANAGEMENT STRATEGIES AND ORGANIZATIONAL CHANGE." JOURNAL OF HUMANITIES, SOCIAL SCIENCES AND BUSINESS (JHSSB) 1, no. 3 (2022): 87–94. http://dx.doi.org/10.55047/jhssb.v1i3.195.

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This study aims to determine the leadership and change management procedures in an organization. The type of research conducted is a literature study, which aims to collect books and data and other written information related to the discussion of the problem under study. Sources of data from books, magazines and articles. Data collection was carried out using a literature search method using primary legal materials and secondary legal materials. Legal materials will be investigated and analyzed using the approach used in this investigation to answer legal questions in this investigation. The f

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28

J. Adriaenssen, Daniel, and Jon-Arild Johannessen. "Prospect theory as an explanation for resistance to organizational change: some management implications." Problems and Perspectives in Management 14, no. 2 (2016): 84–92. http://dx.doi.org/10.21511/ppm.14(2).2016.09.

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The problem in organizational change projects is that people often resist organizational change. Many change projects in organizations do not reach their goals. The question is why? This paper investigates how prospect theory can be used to explain people’s resistance to organizational change. Prospect theory is based on research from Kahneman and Tversky. If we know why people resist organizational change, we as leaders can do something to promote the change project. The objective of this article is to advise managers and leaders on ways of reducing resistance to organizational change. The au

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Sharanya Manubrahma, S. Shireesha, and T. Varalakshmi. "Effect of Change Management Strategies on Organizational Transformation." International Research Journal on Advanced Engineering and Management (IRJAEM) 2, no. 05 (2024): 1580–83. http://dx.doi.org/10.47392/irjaem.2024.0215.

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This paper explores the area of change management strategies within an IT organization, which is a global leader in digital transformation and professional services, aiming to uncover insights that can inform and inspire organizations facing similar challenges in navigating organizational transformations. This paper explores organization's methodologies, experiences, and outcomes, analysing the effectiveness of its change management strategies and investigating the role of organizational culture in facilitating the change initiatives. Furthermore, it helps in understanding the significance of

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30

Roberts, Nancy. "The organizational hologram: The effective management of organizational change." European Journal of Operational Research 54, no. 3 (1991): 376–78. http://dx.doi.org/10.1016/0377-2217(91)90124-e.

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31

Sharma, Rahul. "Organizational Culture and Change Management: Strategies for Fostering Adaptability and Resilience." Journal of Advanced Management Studies 1, no. 2 (2024): 25–30. http://dx.doi.org/10.36676/jams.v1.i2.11.

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Organizational culture plays a pivotal role in shaping an organization's ability to adapt to change and thrive in dynamic environments. the interplay between organizational culture and change management, offering insights into strategies that foster adaptability and resilience within organizations. Drawing upon theoretical frameworks and empirical research, this study examines the characteristics of adaptive organizational cultures, such as openness to new ideas, flexibility, and a focus on continuous learning. these cultural attributes contribute to organizational resilience and enable organi

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32

Hannan, Michael T., László Pólos, and Glenn R. Carroll. "Cascading Organizational Change." Organization Science 14, no. 5 (2003): 463–82. http://dx.doi.org/10.1287/orsc.14.5.463.16763.

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33

Begolli, Gent. "MANAGEMENT OF CHANGE AND ORGANIZATIONAL COMMUNICATION." KNOWLEDGE INTERNATIONAL JOURNAL 31, no. 5 (2019): 1313–17. http://dx.doi.org/10.35120/kij31051313b.

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Managing changes is an important issue in today's business environment, which is constantly changing. The change has become a constant for enterprises that need to change in order to remain competitive in the market. The ability to manage this change is seen as a core skill of successful enterprises, although many change initiatives in reality fail to implement their objectives. This fact stimulates the curiosity to recognize those factors that affect the successful implementation of attempts to change the enterprise. Therefore, the purpose of this study is to identify the factors that influen

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34

Alsharari, Nizar M. "Management accounting and organizational change: alternative perspectives." International Journal of Organizational Analysis 27, no. 4 (2019): 1124–47. http://dx.doi.org/10.1108/ijoa-03-2018-1394.

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PurposeThis paper aims to discuss the alternative perspectives for studying management accounting and organizational change. It provides a comprehensive basis for the research of accounting and organizational change conducted in terms of theories used, influential factors, systems applied, dynamics and aspects of change.Design/methodology/approachThe paper applies a “theoretical framework” for studying accounting and organizational change based on obtaining an institutional perspective. By achieving this theoretic construction in the integration of a number of different works, this can summari

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35

Kozák, Tamás. "Risk Responsiveness Based Organizational Change Management." European Journal of Economics and Business Studies 4, no. 2 (2018): 99. http://dx.doi.org/10.26417/ejes.v4i2.p99-103.

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36

Shumaeva, Еlena, and Oksana Zakharova. "MODERN ASPECTS OF ORGANIZATIONAL CHANGE MANAGEMENT." Drukerovskij vestnik, no. 3 (October 2015): 26–34. http://dx.doi.org/10.17213/2312-6469-2015-3-26-34.

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37

Levick, David, and Lesley Kuhn. "Fractality, Organizational Management, and Creative Change." World Futures 63, no. 3-4 (2007): 265–74. http://dx.doi.org/10.1080/02604020601174885.

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38

Callaly, Tom, and Dinesh Arya. "Organizational Change Management in Mental Health." Australasian Psychiatry 13, no. 2 (2005): 120–23. http://dx.doi.org/10.1080/j.1440-1665.2005.02173.x.

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Objective: To discuss change management as applicable to mental health. Conclusions: As mental health care grows increasingly complex, and the network of accountability widens, change is both inevitable and necessary. Strategies to introduce change effectively are essential. Resistance by medical staff to change often has a sound basis and must be acknowledged and explored. Change in clinical systems and practice is facilitated by careful planning and preparation, and by engaging clinicians in all phases of the change process; change will fail if this is not achieved. A number of management mo

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Abrahamsson, Gun, Hans Englund, and Jonas Gerdin. "Organizational identity and management accounting change." Accounting, Auditing & Accountability Journal 24, no. 3 (2011): 345–76. http://dx.doi.org/10.1108/09513571111124045.

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40

Wallace, Simon. "Organizational Change Management Why, What, How?" NHRD Network Journal 1, no. 5_Special_Issue (2007): 10–17. http://dx.doi.org/10.1177/0974173920070503s.

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Harigopal, K. "Management of Organizational Change: Leveraging Transformation." NHRD Network Journal 1, no. 5_Special_Issue (2007): 128–29. http://dx.doi.org/10.1177/0974173920070527s.

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42

Carr, Adrian, and Yiannis Gabriel. "The psychodynamics of organizational change management." Journal of Organizational Change Management 14, no. 5 (2001): 415–21. http://dx.doi.org/10.1108/eum0000000005872.

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43

Partington, David. "The project management of organizational change." International Journal of Project Management 14, no. 1 (1996): 13–21. http://dx.doi.org/10.1016/0263-7863(95)00037-2.

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44

Morrill, Calvin. "Conflict Management, Honor, and Organizational Change." American Journal of Sociology 97, no. 3 (1991): 585–621. http://dx.doi.org/10.1086/229814.

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MacDonald, Bruce A., and C. Guruprasad. "Organizational change for better information management." Canadian Public Administration/Administration publique du Canada 29, no. 1 (1986): 78–94. http://dx.doi.org/10.1111/j.1754-7121.1986.tb00395.x.

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Worren, Nicolay A. M., Keith Ruddle, and Karl Moore. "From Organizational Development to Change Management." Journal of Applied Behavioral Science 35, no. 3 (1999): 273–86. http://dx.doi.org/10.1177/0021886399353002.

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Herreborg J�rgensen, Tine. "Environmental management systems and organizational change." Eco-Management and Auditing 7, no. 2 (2000): 60–66. http://dx.doi.org/10.1002/1099-0925(200006)7:2<60::aid-ema126>3.0.co;2-s.

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McEvoy, Glenn M. "Organizational change and outdoor management education." Human Resource Management 36, no. 2 (1997): 235–50. http://dx.doi.org/10.1002/(sici)1099-050x(199722)36:2<235::aid-hrm5>3.0.co;2-y.

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

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50

Kozák, Tamás. "Economic Risk-Responsive Organizational Change Management." Interdisciplinary Journal of Labor and Economics 15, no. 1 (2025): 17–14. https://doi.org/10.62693/z4vvxc05.

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Economic risk management is an essential dimension of strategic and organizational development, providing the tools to identify, quantify and mitigate uncertainties that threaten business objectives. This paper explores how external market volatility and internal operational dynamics shape the choice and effectiveness of change-management philosophies. Through a systematic review of risk-analysis frameworks, we demonstrate how aligning risk profiles with an enterprise’s resources, capabilities and economic goals leads to tailored action plans that minimize negative impacts and capitalize on em

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