Relevant bibliographies by topics / Resistance and change management

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

Academic literature on the topic 'Resistance and change management'

Author: Grafiati
Published: 4 June 2021
Last updated: 3 February 2022

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Journal articles on the topic "Resistance and change management"

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BEŞLIU, Dan-Călin. "INSTITUTIONAL MANAGEMENT OF CHANGE. RESISTANCE OF THE EMPLOYEES AGAINST ORGANIZATIONAL TRANSFORMATIONS." SCIENTIFIC RESEARCH AND EDUCATION IN THE AIR FORCE 20 (June 18, 2018): 351–58. http://dx.doi.org/10.19062/2247-3173.2018.20.46.

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J, Subramanian. "Change Management." Ushus - Journal of Business Management 2, no. 2 (June 10, 2003): 67–73. http://dx.doi.org/10.12725/ujbm.3.7.

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Change is dynamic and positive in nature. Change pre-supposes stability and growth. Identifying and implementing right changes at the right time is the challenging task of modern management. Any change emulates resistance due to inherent inertia and fear. Change agents' job is to eliminate the fear and instill confidence to successfully implant the change. Change management is the art of blending the diverse responses with the discrete organizational goals in an ever-changing business environment. Change management is never a one shot replacement but a sequenced stage by stage progress towards elimination of resistance in favor of the change objective.
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TUNÇER, Polat. "CHANGE RESISTANCE IN THE PROCESS OF CHANGE MANAGEMENT." Ondokuz Mayis Univ. Egitim Fakultesi Volume 32, Volume 32 Issue 1 (2013): 373–406. http://dx.doi.org/10.7822/egt157.

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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 (May 11, 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 authors identify seven propositions that explain how managerial strategies reduce organizational change. They recommend seven measures that may be employed by management to obtain support for projects implementing organizational change
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Farmer, Michele. "Project Management – Overcoming Resistance to Change." Proceedings of the Water Environment Federation 2010, no. 18 (January 1, 2010): 374–82. http://dx.doi.org/10.2175/193864710798130427.

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

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

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Waddell, Dianne, and Amrik S. Sohal. "Resistance: a constructive tool for change management." Management Decision 36, no. 8 (October 1998): 543–48. http://dx.doi.org/10.1108/00251749810232628.

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Mok, Dennis, and Tyronne S. Pitsis. "Countermeasure to change resistance in." Microbiology Australia 32, no. 2 (2011): 108. http://dx.doi.org/10.1071/ma11108.

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Success in management depends largely on the manager?s strategic leadership ability, self-discipline, reflexivity, and quality of management training received. Recently, strategic management skills have become a major concern in project management; it has been identified that almost 90% of projects fail to deliver value. This shortfall was further highlighted by a recent survey commissioned by IBM Global Business Services involving over 1,500 change practitioners. This study assessed strategies of business, operations, organisational change and technology in order to examine how organisations can manage change and identified strategies for improving project outcomes. It concluded that 44% of all projects surveyed failed to meet either time, budget or quality objectives, while 15% either stop or fail to meet all objectives. These results strongly correlate with two other similar surveys by McKinsey and Company, and Bain and Company.
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Matos Marques Simoes, Paula, and Mark Esposito. "Improving change management: how communication nature influences resistance to change." Journal of Management Development 33, no. 4 (April 8, 2014): 324–41. http://dx.doi.org/10.1108/jmd-05-2012-0058.

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Purpose – Little has been studied yet in terms of how communication nature influences change process. The purpose of this paper is to explore a case study that takes part in a broader research project, aimed to contribute in this direction. Design/methodology/approach – Mix methodology has been applied to the findings, to characterize resistance to change and communication nature within one organization under a radical change process. Findings – One main theoretical contribution is an instrumental grid to characterize dialogic communication nature. Originality/value – Findings of the case study originally indicate that resistance to change reduces under dialogic communication and by revealing how communication dimensions perform in time, practitioners may enhance guidelines to effective change communication management.
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Dissertations / Theses on the topic "Resistance and change management"

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Fassauer, Gabriele. "Messages on "Resistance to change" in German change management approaches." Saechsische Landesbibliothek- Staats- und Universitaetsbibliothek Dresden, 2015. http://nbn-resolving.de/urn:nbn:de:bsz:14-qucosa-170116.

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"Resistance to change" is one of the most important topics of change management in organizations. The paper investigates the analytical framing of „resistance“ and the „resistant employee“ in established German literature on change management. The analysis reveals three main messages referring the characteristics of resistance and the resistant change recipient. These are 1) that resistance is a „natural“, nearly inevitable phenomenon in organizational change processes, 2) that every behavior of employees in change processes is potentially resistant and thus often „false faced“, and 3) that resistance often is based on „irrational" and "emotional” motives. From a critical standpoint, this appears as a rather problematic understanding of (employee) agency and resistance. The result once more point to the overdue reconceptualization of "resistance to change" within the change management discipline and raise general questions referring to the high popularity of the analyzed segment of literature.
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Erkal, Hakan, and Sinan Kebapci. "Resistance to Change : A Constructive Approach for Managing Resistant Behaviors." Thesis, University of Kalmar, Baltic Business School, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-1813.

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This study aims to understand, describe, and analyze the factors that lead employees resist organizational change efforts. More specifically, by locating various types of roots and symptoms of resistance, we have developed a framework which managers or individuals, who plan to initiate a change program, can use to manage resistance and to benefit, if exist, from the constructive value of resistant behaviors of employees. Findings are drawn from the reinterpretation of two case studies which were conducted on the area. While the first one involves introduction of activity-based costing system in a Portuguese telecommunications company, second one analyzes implementation of a new management program, called BATON, in a university funded research organization. By relying on these case studies, existing models and concepts related to resistance were tested, reinterpreted and an alternative framework to manage resistance is developed. As a result of the study, it is found that despite the amount of theoretical concepts and tools, there is still an important deficiency in terms of resistance management, and managers usually tend to employ pre-set methods to overcome resistance in change management. Findings of the thesis provide those who plan to start and implement change programs with a comprehensive framework to locate, understand and analyze resistance and to take appropriate managerial actions in organizational change efforts.

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Tabanan, Ingholt Leonnie, and Mirza Rasidovic. "CHANGE MANAGEMENT : Power & Resistance: Definition, Effect & Solutions." Thesis, Växjö University, School of Management and Economics, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:vxu:diva-2293.

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Nature of work: Master Dissertation, 15 hp

Course name and code: Management in Dynamic Organizations, FE 3074

Number of pages: 97 pages

Title: CHANGE MANAGEMENT

- A research at IKEA of Sweden (IoS)-

Power & Resistance: Definition, Effect & Solutions

Authors:

Leonnie Tabanan Ingholt E-mail: linev04@student.vxu.se

Mirza Rasidovic E-mail: mraep04@student.vxu.se

Course tutor, coordinator and Examiner:

Dr. H. Richard Nakamura, Växjö University, Sweden

Co-Examiner: Dr. Mikael Holmgren Caicedo, Växjö University, Sweden

Date: June 05, 2008

Method:

This research is actualized by using the deductive approach. Our

research method is quantitative and qualitative where a survey and

six interviews were done to collect the empirical data as well as

personal research through secondary sources. Thus, the types of

data used are primary and secondary. Our data sources are

documentations, archival records and interviews.

Empirical data:

Our empirical data was gathered in IKEA of Sweden (IoS) which

is one of the companies under the IKEA conglomerate. This office

is located in Älmhult Sweden.

Analysis and Conclusion:

Organizations of today do operate in a dynamic era where

strategies should be flexible to the changing times, so with their

implementers! If IoS should continue to be a part of the successful

actors in this arena, good leadership qualities should be secured.

Exertion of position-power should be meticulously applied with

good communication of the change visions as one of the primary

focus in order to abate if not eliminate possible blockages such as

resistance, thus, making use of power to their advantages instead

of the opposite! For other change agents, a careful consideration of

the surrounding aspects of change management within their

contexts should be done in order to arrive at effective strategies

that are not only planned but also actualized.

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Abdul, Khalid Siti Nabiha. "An institutionalist study of resistance to management accounting change." Thesis, University of Manchester, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.488393.

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This is a case study of a company on which a new system of key performance indicators was imposed by its parent company. The members of the organisation did not formally and overtly oppose the new system. However, the way they implemented the new system was in line with their existing ways of doing things. Therefore, the focus of this research is to understand and explain why there is resistance to management accounting change and how this resistance is manifested. This study aims to provide a processual view of the resistance to change, that is to trace the historical and contingent characteristics that gave rise to such resistance. An interpretive case study approach is used in this research in which theory and case observations were essential in interpreting the research findings. Burns and Scapens's (1998,1999) institutionalist framework of management accounting change is utilised in order to answer the research questions and provides explanation of the case. Burns and Scapens argue that change is a complex process and it is inherently path dependent. They also argue that change that is consistent with the existing routines and institutions can be easier to implement than change which challenges existing institutions. Hence, resistance to change could be the result of the conflict between the values underlying the new system and the existing institutions in the organisations. The new KPIs system that was imposed on the company challenged its existing institutions. The new system required an economic mindset. In addition, in the new system, the employees' performance was made more transparent. The existing institutions in the company were characterised by a dominant production orientation, in part due to its absolute monopolistic position and the specific nature of its revenues and also the lack of use of financial targets. The budget is an institutionalised routine in the organisation, but used in a ceremonial manner. The managers used budgets mostly as a means to obtain resources. The accountants in the company had a traditional role and did not play an active part in assisting the other managers in their day to day decisions. The task of implementing the new system fell upon the accountants, but, the formulation of KPIs was by specific managers. However, what happened was that the organisational members subverted the change in line with what was acceptable to them. As such, the revolutionary change that was imposed on the company has followed an evolutionary path dependent process. There were new activities associated with the new KPIs system, however, the values underpinning those activities remained the same, and consequently, the ways in which the new system was used were in line with the existing institutions. There was formal change, but ways of thinking were still the same. As Burns and Scapens (1999) maintain, formal change without change in ways of thinking can result in resistance and failure of implementation.
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Miller, Barbara Ann. "Employee Resistance to Disruptive Technological Change in Higher Education." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6623.

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Employees can be resistant to work-based change, specifically when the change is due to disruptive or new technology. The purpose of this descriptive phenomenological study was to explore the lived experiences of 20 Swiss-based educational employees adapting to online technologies introduced in their workplaces. Disruptive innovation theory provided the conceptual framework for the study. Data were collected using semistructured interviews with 20 purposely selected participants from 3 Swiss-based higher education campuses. The modified Van Kaam method was used to organize and analyze the data. Four themes from participants' responses were identified: educational employees are not resistant to technology-based change, educational employees can move forward and become excited even when frustrated, educational managers should develop commitment and a project-based focus to reduce additional expenditure of time and effort, and continued experience and personal development can enable technology use and reduce resistance. Findings from the study may be used to reduce employees' resistance to technological-based change in higher education. The successful development and use of online education tools by educators provides society with choices, mobility, flexibility, and a personalized approach to learning.
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Fjellstedt, Lyndsey. "Examining Multidimensional Resistance to Organizational Change| A Strong Structuration Approach." Thesis, The George Washington University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3729974.

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This case study examines response to organizational change and the structuring interactions between knowledgeable agents and organizational context. The conceptual framework for this study combines Piderit’s (2000) concept of multidimensional resistance to change and Stones’ (2005) strong structuration theory in order to investigate external and internal structures and active agency. The research site was a small regional hospital within a large mid-Atlantic health system. The health system introduced a new online reporting system (ORS) in February 2014. This empirical study examined the file manager’s response to ORS change within the organization. Data was collected through observations, documents and interviews with the health system leadership, ORS change agents, and file managers. Stones’ (2005) methodological bracketing approach guided the data collection and analysis.

The study identified the organizational contextual features that shaped the file managers response to organizational change. The findings present the structuring interactions between the internal and external structures as displayed through the active agency of the file managers. By examining the active agency between structures, five primary structuring interactions were identified as shaping the file managers’ response to the ORS change: (1) alignment of values, (2) prioritization, (3) influence, (4) engagement, and (5) managing tension. This study demonstrated that structuring interactions influence the active agency of the file managers related to the ORS change, and shaped file managers multidimensional response to the ORS change across cognitive, emotional, intentional and behavioral dimensions.

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Schmolze, Raimund. "Resistance to change and flexible responses : conducting action research with management consultants." Thesis, London School of Economics and Political Science (University of London), 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.311929.

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Krügel, Jan Philipp [Verfasser]. "Explaining Resistance to Change : Some Experimental Evidence and Implications / Jan Philipp Krügel." Baden-Baden : Nomos Verlagsgesellschaft mbH & Co. KG, 2017. http://d-nb.info/1160314411/34.

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Tombiri, Mary Erekiye. "Strategies Small Business Leaders Use to Reduce Employees' Resistance to Change." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7436.

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Small business operations contribute to economic growth and account for 110 million new jobs in the United States. Despite the increase in the number of businesses created in the United States, some business leaders fail to manage change effectively. The purpose of this multiple case study was to explore the strategies that some leaders of small businesses used to reduce employees' resistance to change. Lewin's 3-phase change theory served as the conceptual framework. The target population consisted of 3 successful leaders of small businesses in the central and southern region of Texas. Each participant had more than 5 years of experience and successfully used strategies to reduce employees' resistance to change in the workplace. Data were collected from semistructured interviews, review of company documents, and observations. Thematic coding, text/word queries, and a cross-case analysis revealed three central themes: communication, support, and evaluation. The implications of this study for positive social change include engaging employees in the change process, which might enhance the work environment and reduce employee stress and resistance to change. An improvement in a business leader's change management initiatives may generate beneficial outcomes for the businesses that may improve community growth through increased local employment rates.
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Alfaro, Solano María Jeanina, and Martin Preuß. "An alternative approach on resistance to change and leadership and its resulting development of Kotter’s change models." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-84460.

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To stay competitive in today’s business environments companies have to adapt to the fast-changing business conditions. Hereby change management plays an important role; companies and consultants often apply certain change models to plan and implement change projects. The two change models by John Kotter, published in 1996 and 2014 are one of the most famous and most often applied ones. Within this thesis, the authors developed a modified change management model where they developed Kotter’s ideas further and enlarged them with new perspectives that were not included before. Resistance to change is considered in the new approach from a positive perspective, which means that it is seen as an opportunity instead of being an obstacle. Besides that, the modified change model includes several leadership aspects that were neglected in Kotter’s change models. New leadership aspects are reflection, a concrete leadership style, sensemaking, as well as the different leadership characters between female and male leader. Out of these new insights, the authors developed a modified change model, which allows to plan and manage the change project better than before.
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Books on the topic "Resistance and change management"

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1947-, Hamm Richard L., and Alban Institute, eds. Welcoming resistance. [Bethesda, MD]: Alban Institute, 2001.

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Judson, Arnold S. Changing behaviour in organizations: Minimizing resistance to change. Cambridge, Mass: Basil Blackwell, 1991.

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Chernikovskaya, Marina, and Igor Chyemyezov. Change Management. ru: INFRA-M Academic Publishing LLC., 2017. http://dx.doi.org/10.12737/18430.

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The nature, the reasons, regularities, conditions and mechanisms of carrying out changes in the organizations are considered. Theoretical bases of professional and effective management of organizational changes are reflected: the objective regularities of changes in the organizations which are shown during their development; main objects and objects of changes in the organizations; value of the organizational context influencing the choice of technologies of management of changes and nature of development of changes; options and sequence of implementation of the operated changes in the organization; variety of possible technologies of management of changes; approaches to the choice of strategy of implementation of changes and strategy; the main obstacles in implementation of changes; effective remedies and technology of overcoming of resistance to changes; stages of carrying out reengineering of business processes; introduction of quality systems in the Russian companies. The textbook is intended for use when training bachelors in the Management direction 38.03.02, and also for all interested by problems of management of changes in the organizations.
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Harvey, Thomas R. Resistance to change: A guide to harnessing its positive power. Lanham, Md: Rowman & Littlefield Education, 2010.

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Harvey, Thomas R. Resistance to change: A guide to harnessing its positive power. Lanham: Rowman & Littlefield Education, 2010.

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Harvey, Thomas R. Resistance to change: A guide to harnessing its positive power. Lanham: Rowman & Littlefield Education, 2010.

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Maurer, Rick. Beyond the wall of resistance: Unconventional strategies that build support for change. Austin, Tex: Bard, 1996.

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Guha, Ramachandra. The unquiet woods: Ecological change and peasant resistance in the Himalaya. 2nd ed. Ranikhet: Permanent Black, 2010.

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Beyond the wall of resistance: Why 70% of all changes still fail--and what you can do about it. Austin, Tex: Bard Press, 2010.

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Guha, Ramachandra. The unquiet woods: Ecological change and peasant resistance in the Himalaya. Delhi [etc.]: Oxford University Press, 1991.

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Book chapters on the topic "Resistance and change management"

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McCabe, Darren. "Management Resistance." In Changing Change Management, 94–112. New York, NY : Routledge, 2020. | Series: Routledge studies in organizational change & development ; 22: Routledge, 2020. http://dx.doi.org/10.4324/9780429029981-6.

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McCabe, Darren. "Resistance." In Changing Change Management, 113–32. New York, NY : Routledge, 2020. | Series: Routledge studies in organizational change & development ; 22: Routledge, 2020. http://dx.doi.org/10.4324/9780429029981-7.

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Leflar, James J. "Resistance to Change." In Change Management for Risk Professionals, 47–57. First edition. | Boca Raton: CRC Press, 2021.: CRC Press, 2021. http://dx.doi.org/10.4324/9780429318573-6.

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Karlsson, Jan Ch. "Management Resistance to Change." In Organizational Misbehaviour in the Workplace, 61–62. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9780230354630_18.

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Mishra, Paritosh, Balvinder Shukla, and R. Sujatha. "Resistance to Change." In Human Resource Management for Organisational Change, 56–61. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003191346-5.

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Ansoff, H. Igor, Daniel Kipley, A. O. Lewis, Roxanne Helm-Stevens, and Rick Ansoff. "Behavioral Resistance to Change." In Implanting Strategic Management, 471–88. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-99599-1_21.

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Lauer, Thomas. "Communication as a Success Factor: Avoiding and Overcoming Resistance." In Change Management, 119–43. Berlin, Heidelberg: Springer Berlin Heidelberg, 2020. http://dx.doi.org/10.1007/978-3-662-62187-5_8.

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Kuster, Jürg, Eugen Huber, Robert Lippmann, Alphons Schmid, Emil Schneider, Urs Witschi, and Roger Wüst. "Change Management and Dealing with Resistance." In Management for Professionals, 267–81. Berlin, Heidelberg: Springer Berlin Heidelberg, 2015. http://dx.doi.org/10.1007/978-3-662-45373-5_21.

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Ansoff, H. Igor, Daniel Kipley, A. O. Lewis, Roxanne Helm-Stevens, and Rick Ansoff. "Managed Resistance (‘Accordion’) Method for Introducing a Discontinuous Change." In Implanting Strategic Management, 515–28. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-99599-1_24.

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Stumpf, Stephen A., Maria Arnone, and Corinne B. Young. "Managing Change: Strategic Response, Organizational Realities, and Overcoming Resistance." In Herausforderungen an das Management, 77–95. Berlin, Heidelberg: Springer Berlin Heidelberg, 1995. http://dx.doi.org/10.1007/978-3-642-57842-7_4.

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Conference papers on the topic "Resistance and change management"

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Chang, Joshua C. "An exploratory study on change resistance measurement." In 2011 IEEE International Technology Management Conference (ITMC). IEEE, 2011. http://dx.doi.org/10.1109/itmc.2011.5996069.

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Narciso, Henrique, and I. Allison. "Overcoming Structural Resistance in SPI with Change Management." In 2014 9th International Conference on the Quality of Information and Communications Technology (QUATIC). IEEE, 2014. http://dx.doi.org/10.1109/quatic.2014.9.

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Zong, Qianzhu, Ting Su, and Xiaodou Leung. "An empirical study on influence factors of internal personnel resistance risk in ERP implementation change." In International Association of Management Science and Engineering Technology. Southampton, UK: WIT Press, 2012. http://dx.doi.org/10.2495/aie120901.

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Shvetsova, Olga. "MANAGEMENT OF PERSONNEL� RESISTANCE DURING THE ORGANIZATIONAL CHANGES." In 2nd International Multidisciplinary Scientific Conference on Social Sciences and Arts SGEM2015. Stef92 Technology, 2015. http://dx.doi.org/10.5593/sgemsocial2015/b23/s7.067.

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George Saadé, Raafat, and James Wan. "Proposing an Integrated Change Management Model for the United Nations." In InSITE 2017: Informing Science + IT Education Conferences: Vietnam. Informing Science Institute, 2017. http://dx.doi.org/10.28945/3776.

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Aim/Purpose: Using United Nations as the backdrop, this article present a theory-based conceptual model. The results of this empirical study also identify the most influence factors to the success of change management to the United Nations. Background: In 2000, the issue of management reform started taking center stage in the United Nations, and change efforts were presented to various governing bodies regularly as an indicator of organizational performance. However, existing change theories put many efforts on addressing the institutional management and behavior problems. Only a few answered the phenomenon existing in the U.N. context. Methodology: Using the data collected from seven United Nations organizations, we assess the psychometric properties of validated survey items, followed by EFA and then CFA. Contribution: Change management in the United Nations context is rarely being studied. Fifteen items in five constructs describing impact factors for current change process in the United Nations are derived. Findings This article identified five factors, including Communication, Transparency, Culture, Participation, and Resistance, that are the most influence factors with implication to change and change management in the United Nations. Recommendations for Practitioners: To United Nations management professionals, they should not only emphasize on the implementations of the change process, but also, as our findings clearly show, on institutional pressures such as culture. However, the results of this study also show that putting efforts on clear organization’s objectives and procedure, smooth improvement process in place, transparency with the encouragement of staff participation, will significantly reduce such impact from the resistance of staff. Recommendation for Researchers: The U.N. context is changing today at a faster rate. The U.N. is rarely being studied. Organizational theories applied to management frameworks provide great opportunity for research. These studies can also investigate management theories as they apply to the various types of U.N. organizations such specialized ones and other NGOs. Impact on Society: As one of the biggest players in the international political and economic stage with a significant influence on the stability of global society, this study introduces an understanding of this political nature body that does not only benefit the knowledge of the organization but also indirectly impacts on the sustainability of the global community in the long run. Future Research: This research makes significant implications for future studies in the change management theory from an integrated view in the context of the United Nations. That could attract more attention further on an integration of strategic management, the cohesive methodology of project management practices as well as assimilated performance management research from within the U.N. system.
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Zero, Nicole, and Joshua D. Summers. "Alignment of a Collaborative Resistance Model With a Change Management Process in Industry: A Case Study on Production Automation." In ASME 2020 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2020. http://dx.doi.org/10.1115/detc2020-22183.

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Abstract Current research and literature lack the discussion of how production automation is introduced to existing lines from the perspective of change management. This paper presents a case study conducted to understand the change management process for a large-scale automation implementation in a manufacturing environment producing highly complex products. Through a series of fifteen semi-structured interviews of eight engineers from three functional backgrounds, a process model was created to understand how the company of study introduced a new automation system into their existing production line, while also noting obstacles identified in the process. This process model illustrates the duration, sequencing, teaming, and complexity of the project. This model is compared to other change process models found in literature to understand critical elements found within change management. The process that was revealed in the case study appeared to contain some elements of a design process as compared to traditional change management processes found in literature. Finally, a collaborative resistance model is applied to the process model to identify and estimate the resistance for each task in the process. Based on the objective analysis of the collaborative situations, the areas of highest resistance are identified. By comparing the resistance model to the interview data, the results show that the resistance model does identify the challenges found in interviews. This means that the resistance model has the potential to identify obstacles within the process and open the opportunity to mitigate those challenges before they are encountered within the process.
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Ganatra, Yash, and Amy Marconnet. "Passive Thermal Management Using Phase Change Materials: Experimental Evaluation of Thermal Resistances." In ASME 2015 International Technical Conference and Exhibition on Packaging and Integration of Electronic and Photonic Microsystems collocated with the ASME 2015 13th International Conference on Nanochannels, Microchannels, and Minichannels. American Society of Mechanical Engineers, 2015. http://dx.doi.org/10.1115/ipack2015-48499.

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Limited heat dissipation and increasing power consumption in processors has led to a utilization wall. Specifically due to high transistor density, not all processors can be used continuously without exceeding safe operating temperatures. This is more significant in mobile electronic devices which, despite relatively large chip area, are limited by poor heat dissipation — primarily natural convection from the exposed surfaces. In the past, solid-to-liquid phase change materials (PCMs) have been employed for passive thermal control — absorbing energy during the phase change process while maintaining a relatively fixed temperature. However, the lower thermal conductivity of the liquid phase after melting often limits the heat dissipation from the PCM, and in the liquid state, the material can flow away from the desired location. Here we focus on characterization of thermal performance of PCMs with the goal of evaluating dry (gel-to-solid/amorphous-to-crystalline) phase change materials which are intended to mitigate the pumpout issue. Critical thermophysical properties include the thermal conductivity, heat capacity, and latent heat of the phase/state change. The thermal resistance throughout the phase change process is measured by in-house rig which miniaturizes the reference bar method for use with infrared temperature sensing.
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Aitio, Antti, and David Howey. "Combining Non-Parametric and Parametric Models for Stable and Computationally Efficient Battery Health Estimation." In ASME 2020 Dynamic Systems and Control Conference. American Society of Mechanical Engineers, 2020. http://dx.doi.org/10.1115/dscc2020-3180.

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Abstract Equivalent circuit models for batteries are commonly used in electric vehicle battery management systems to estimate state of charge and other important latent variables. They are computationally inexpensive, but suffer from a loss of accuracy over the full range of conditions that may be experienced in real-life. One reason for this is that the model parameters, such as internal resistance, change over the lifetime of the battery due to degradation. However, estimating long term changes is challenging, because parameters also change with state of charge and other variables. To address this, we modelled the internal resistance parameter as a function of state of charge and degradation using a Gaussian process (GP). This was performed computationally efficiently using an algorithm [1] that interprets a GP to be the solution of a linear time-invariant stochastic differential equation. As a result, inference of the posterior distribution of the GP scales as 𝒪(n) and can be implemented recursively using a Kalman filter.
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Schweitzer, Dirk, Heinz Pape, and Liu Chen. "Transient Measurement of the Junction-To-Case Thermal Resistance Using Structure Functions: Chances and Limits." In 2008 Twenty-fourth Annual IEEE Semionductor Thermal Measurement and Management Symposium. IEEE, 2008. http://dx.doi.org/10.1109/stherm.2008.4509389.

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Yu, Sangseok, Dohoy Jung, and Dennis N. Assanis. "Numerical Modeling of the Proton Exchange Membrane Fuel Cell for Thermal Management." In ASME 2006 4th International Conference on Fuel Cell Science, Engineering and Technology. ASMEDC, 2006. http://dx.doi.org/10.1115/fuelcell2006-97062.

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A thermal model of the Proton Exchange Membrane Fuel Cell (PEMFC) was developed to investigate the performance of a large active area fuel cell with the water cooling thermal management system. The model includes three sub-models: water transport model, electrochemical reaction model and heat transfer model. The water transport model calculates water distribution and the electric resistance of the membrane electrolyte. The electrochemical reaction model for the agglomerate structure cathode catalyst layer predicts the cathode overpotentials including mass transport limitation effect at high current density region. Two-dimensional heat transfer model incorporated with coolant and gas channels predicts the temperature distribution within the fuel cell. By integrating those sub-models, local electric resistance and overpotentials depending on the water and temperature distribution can be predicted. The model was calibrated with published experimental data and sensitivity studies were performed. The effects of the inlet gas temperature and humidity on the fuel cell performance were explored. In addition, the effect of the temperature distribution, and accordingly the electric resistance distribution within the fuel cell depending on the coolant temperature and flowrate was investigated. The results shows that the change in the local electric resistance due to temperature distribution eventually causes fuel cell power decrease and it is also concluded that the coolant temperature and flowrate should be controlled properly depending on the operating conditions in order to minimize the temperature distribution while maximizing power output of the fuel cell.
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Reports on the topic "Resistance and change management"

1

Rais-Zadeh, Mina. Micro-Devices Using Resistance Change Materials (MODERN Materials). Fort Belvoir, VA: Defense Technical Information Center, March 2014. http://dx.doi.org/10.21236/ada622083.

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Kunreuther, Howard, Geoffrey Heal, Myles Allen, Ottmar Edenhofer, Christopher Field, and Gary Yohe. Risk Management and Climate Change. Cambridge, MA: National Bureau of Economic Research, December 2012. http://dx.doi.org/10.3386/w18607.

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Bock, Conrad, and Allison Barnard Feeney. Engineering Change Management Concepts for Systems Modeling. National Institute of Standards and Technology, April 2013. http://dx.doi.org/10.6028/nist.ir.7922.

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Wright, Kenneth L. Transformation and Change Management for Strategic Leaders. Fort Belvoir, VA: Defense Technical Information Center, April 2002. http://dx.doi.org/10.21236/ada404197.

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Richanbach, Paul H., and Frederick R. Riddell. Strategic Management: Managing Change by Managing Participation. Fort Belvoir, VA: Defense Technical Information Center, May 1993. http://dx.doi.org/10.21236/ada265796.

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Joyce, L., R. Haynes, R. White, and R. J. Barbour. Bringing climate change into natural resource management: proceedings. Portland, OR: U.S. Department of Agriculture, Forest Service, Pacific Northwest Research Station, 2007. http://dx.doi.org/10.2737/pnw-gtr-706.

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Johnson, Craig L. Transformation of Installation Management: An Analysis of Organizational Change. Fort Belvoir, VA: Defense Technical Information Center, March 2006. http://dx.doi.org/10.21236/ada448585.

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Johnson, Michael J. Resistance to Paradigm Change: Potential Crisis for the U.S. Army and the All-Volunteer Force. Fort Belvoir, VA: Defense Technical Information Center, May 2008. http://dx.doi.org/10.21236/ada485251.

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Contreras Salamanca, Luz Briyid, and Yon Garzón Ávila. Generational Lagging of Dignitaries, Main Cause of Technological Gaps in Community Leaders. Analysis of Generation X and Boomers from the Technology Acceptance Model. Universidad Nacional Abierta y a Distancia, May 2021. http://dx.doi.org/10.22490/ecacen.4709.

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Community and neighborhood organizations are in the process of renewing the organizational culture, considering technological environments in the way of training, and advancing communally, being competitive in adaptation and learning, creating new solutions, promoting change, and altering the status quo, based on the advancement of technology over the last few years, currently applied in most organizations. The decisive factor is the ability of true leaders to appropriate the Technological Acceptance Model –TAM– principles, participating in programs and projects, adopting new technologies from the different actors involved, contributing to the welfare of each community. There is, however, a relative resistance to the use of technology as support in community management, due to the generational differences in leaders and dignitaries, according to collected reports in this study, in relation to the age range of dignitaries –Generation X and Baby Boomers predominate–. They present a challenge to digital inclusion with difficulties related to age, cognitive, sensory, difficulty in developing skills, and abilities required in Digital Technologies, necessary to face new scenarios post-pandemic and, in general, the need to use technological facilities.
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DEPARTMENT OF DEFENSE WASHINGTON DC. Transforming Department of Defense Financial Management: A Strategy for Change. Fort Belvoir, VA: Defense Technical Information Center, April 2001. http://dx.doi.org/10.21236/ada400905.

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