The Role of Change Management Strategies in Preparing Large Organizations in the Globalization Era: Leadership, Communication, Information Technology, and Employee Participation in Business Dynamics

Construction services companies, as an integral part of the construction sector, face significant challenges in coping with rapidly changing business environments. In the face of this uncertainty, business transformation becomes a necessity to ensure the sustainability and success of the company. This research aims to explore the relationship between business transformation, dynamic capabilities, technological innovation, and competitive advantage in construction services companies. The research utilized an extensive examination of existing literature employing qualitative analysis to acquire a comprehensive insight into the subject, covering the period from 1991 to 2023. The study results indicate that in the era of globalization and business dynamics, business transformation is crucial for construction services companies. The Resource-Based View (RBV) approach emphasizes the importance of internal resources and capabilities such as technical skills, managerial skills, innovation, and rapid adaptation to changes. The implementation of technologies such as BIM, IoT, and AI is key to enhancing efficiency and expanding interactions with customers. Successful transformation requires a focus on the development of unique resources and capabilities, rapid adaptation to market and technological changes, and customer engagement by understanding their needs and providing excellent services.

PurposeThere are significant differences in terms of resources and expertise available between small and medium enterprises and large organisations. These differences may be significant for assessing and attaining alignment between IT (information technology) and business strategies. Thus this paper aims primarily to identify whether the differences between small, medium and large enterprises have an impact on the way they perceive strategic alignment.Design/methodology/approachBased on data collected from 104 participants, five attributes are ranked for each of the following alignment factors: communication, competency/value measurement, governance, partnership, architecture and scope, and skills. This paper reviews and compares their relevance according to organisational size (SMEs and large organisations) and planning integration strategies (independent, sequential and simultaneous).FindingsThe results from this survey suggest that, when ranking these factors, there are not significant differences among SME and large organisations. It was found, however, that the ranking of these factors has a positive correlation with the degree of IT/business planning integration applied in the organisation.Research limitations/implicationsThis study contributes to an understanding of the complex dynamic of aligning IT with business objectives and the implications for SMEs where few models have been tested. The results suggest that SMEs and large organisations perceived alignment in a similar way, however, there are significant differences in the way SMEs and large organisations implement their planning integrations strategies.Practical implicationsAlthough current studies in alignment have not explored in much detail the differences between large and small organisations most of the theories around alignment can be applied to small and medium organisations with more confidence. Additionally, the analysis strongly suggests that companies following a simultaneous planning integration can improve the chances to make better use of IT, and thus attain better levels of alignment.Originality/valueThis study contributes towards the study of alignment in SMEs, which is currently not very much explored. It also raises awareness about the importance of developing IT and business strategies together.

The reform of the government bureaucracy marks a change in the government structure to a decentralized pattern. Consequently, the implementation of regional autonomy has changed the entire structure and function of the bureaucracy and the implementation of public services. Bureaucratic reform and public services are two important elements in governance management in the era of globalization. Bureaucratic reform is the government's commitment to implementing good governance to be able to have high competitiveness through the application of the concept of e-Government, one of which is the implementation and development of Smart Cities. Smart City is a city that combines information and communication technology (ICT) with the aim of improving the performance of government services. Smart cities in the era of globalization and digitalization can have a big impact on changing the lives of individuals and government organizations. Information technology in the era of globalization is the main means of improving human resources as implementers of government organizational systems. The implementation and development of Smart City aims to develop smart solutions for dealing with the challenges of urbanization, globalization, and the use of sophisticated information technology based on e-government.

In today’s dynamic era, a firm must continuously innovate to adapt to the rapid changes in business environment. Information and Communication Technology firms do not always need to invest heavily in new capital expenditures to come out with new technology, products or services, but can consider adopting business model innovation, as a novel and efficient way, to gain competitive advantage. The dynamic nature of the Information and Communication Technology industry shortens the life cycles of services and products. Thus, in many cases heavy capital expenditures may not make financial return justifiable. Business model innovation, which initiates novel ways of performing activities, linking customers, suppliers and partners, and/or changing participants in the transactions, may become an alternate solution. Information and Communication Technology firms can maximize business model innovation to leapfrog ahead of competition as first mover in a of high growth opportunity zone. This study investigates the role of business model innovation in embracing changes in the dynamic business environment of the Information Communication Technology industry, leading to competitive sustainability and firm performance. Using Structural Equation Modeling, this study performs the Confirmatory Factor Analysis tests on the observed and latent variables of business model innovation and firm performance and examines the structural model defining the relationships between these two latent variables. The study concludes that business model innovation has positive and direct impact to firm performance, and attained its objectives of contributing a theory based on synthesis and empirical evidence to further understanding how business model innovation impacts firm performance.

Research background: Entrepreneurial activity is largely affected by negative changes in the global business environment, as evidenced by the huge impact of the COVID 19 pandemic on the entrepreneurial activity of Slovak enterprises. It is here that the importance of proactive risk management is reaffirmed, which should be an integral part of the enterprise’s management and thus preventively assess possible risks and their consequences and be prepared to manage them and not just respond to a crisis situation. Purpose of the article: The purpose of the article is to point out the importance of risk management in business and project management in connection with the globalization of the business environment. Assess the readiness of Slovak enterprises to ensure the continuity of business activities in connection with negative changes in the business environment such as the COVID 19 pandemic. Methods: The article will be processed using basic scientific methods. The qualitative and quantitative aspects of the researched problem, comparison and generalization of conclusions will be processed through observation, analysis, comparison and synthesis, including several managerial methods for risk assessment and management. Findings & Value added: Successful implementation of risk management in the enterprise and within the project activities from the point of view of prevention of crisis situations in the enterprise caused by interruption of operation as well as premature termination of projects is a means to maintain continuity and competitiveness of business activities and achieve project goals in the global market.

Technological developments have an impact on business development. Almost all business functions must make changes to anticipate them. This fact becomes a challenge for business practitioners and academics who study management science. A concrete example that shows the impact of technological advances on the business world is the development of VoIP (Voice Over Internet Protocol). In response to this, business transformation is an urgent thing to do. Advances in information technology have an impact on changing business organizations from a hierarchical business organization to a leaner business organization. The transformation of the HRM role has led to several new concepts in contemporary HRM practice. The repositioning of the HRM function is also an anticipation of changes in the global business environment. The repositioning of the HRM function from an academic point of view should trigger more comprehensive research in analyzing this process.

With increasing market competition and globalization, SMEs have shown interest to deploy ERP package to integrate their business processes. High investment in terms of cost, manpower and time are the major hurdles while selecting a traditional ERP package. Hence there is a need to look for a cost effective ERP solution. Deploying ERP on Cloud is one such option due to lower infrastructure cost and flexible payment. A SME evaluates an ERP solution from Economical, Technological and People perspectives with the factors that measure them. . . A factor can either be a benefit or a threat. A benefit facilitates whereas a threat holds back SMEs decision to adopt ERP in cloud. This research provides a benefit- threat framework on Economical, Technological and People perspective that a SME perceives while selecting ERP in cloud environment. The framework is validated and it suggests that Economical and Technological are two important perspectives while selection of ERP on cloud for a SME.

Effective Information Technology (IT) professionals are the backbone of any successful organisation in today's global competitive business environment. With the introduction of e-commerce and other related information technologies, the demands for IT professionals who have an expertise in enterprise systems, network design and administration, and other technologies have increased. Increased demand for IT professionals infers an unlimited pool of job opportunities, but this is not the case. IT professionals are finding that companies are being very selective in choosing the appropriate individual. Organisations expect their IT employees to possess a variety of skills including technical, business, and managerial skills. Other skills, which have become increasingly important in the global environment, are oral and written communication skills. IT professionals must be able to work cooperatively and effectively with each of the functional areas of business, such as marketing, accounting, finance, production and operations, research and development, and others. Therefore, it is imperative that IT professionals understand the interlacing role of IT in organisations. In this study, an empirical investigation was conducted to determine whether students' views of the skills necessary to be a successful IT professional matched those of CIOs and managers within global organisations. The skill set was obtained through a thorough review of technology and business literature. The survey was conducted in information technology required courses at the undergraduate level in an accredited school of business in the USA. Although this study was conducted in the USA, the results can be applied internationally to the global marketplace.

In the era of globalization and standardization, Information Technology (IT) brought many changes in people’s lives, it also influenced people's behaviour, communication, and lifestyle. The ability of IT in the business and community is to sustain in an increasingly competitive and global environment which largely influenced their capacity to access information as a resource and usage of advanced technologies. This paper analyzing the impact of IT on the Muslim community in the era of Globalization and Islamization. Several types of research have been done on IT and Islam, IT and behavioural and so on, while this paper specifically focusing on the Muslim community in the era of Globalization and Islamization. Information technology has undoubtedly become the central drive for the evolution of a modern Muslim society globally. The Muslim world or society, like the rest of the ‘world’, participates in the evolution, as well as the usage of using IT to obtain Islamic materials. Such materials include among others the translation of the Qur’an, Tajweed, Hadith, and Tafseer, which are available in word, audio, and video forms through digital content or via interactive chat rooms and forums. This paper focuses on Islamic literature globally accessible and assumes a vital role in spreading Islam all over the world. The paper recommends initiatives policy by government and NGO to promote IT technologies among Muslims around the world for a viable impact on society

In knowledge intensive organizations—such as Information Technology (IT) companies or consultancy firms—knowledge sharing processes and collaboration represent key success factors for competing in a dynamic business environment. In small firms knowledge sharing and collaboration are facilitated by the physical proximity of the R&D or business development specialists. In large organizations, characterized by distributed settings, to speed up innovation and time-to-market, managers need to find ways to enable knowledge sharing and collaboration among individuals and teams located in different geographical areas. Managers have a choice of different strategies and IT tools to support employee collaboration. Through the institutional theory lens, the objective of this research is to better understand the challenges of selecting and using collaborative IT tools in a geographically distributed setting. To this end, we have collected data via a case study of a large IT organization that introduced a centralized mandated IT tool aimed at enabling collaboration among employees working in a distributed setting and belonging to different departments and functions. Our preliminary findings show that institutionalized practices, organizational silos as well as lack of time and incentives compromised the effective use of the mandated IT tool.

The existing literature emphasizes the importance of negotiation skills in the field of IT. However, negotiation and negotiation styles in the IT industry have received limited attention. This original empirical research compares the negotiation schemata of Finnish and Japanese IT business people. The study identifies negotiation schemata used in one or both culture groups. Negotiators with greater experience and power in the negotiation process command more schemata. However, neither population enjoys the full range of negotiation schemata. Business negotiators in or out of IT and these cultures may benefit from knowing the schemata and the results of matching and mismatching. Keywords: Negotiation; Finland; Japan; Information Technology; Schemata INTRODUCTION In the information technology (IT) industry, where collaboration among various professionals and customers is important, different kinds of negotiation skills are needed. Although the IT industry appears very international and deeply collaborative (Whitehead, 2007), we can assume that practices of negotiation participants vary in different cultures, as negotiation styles are culturally associated (Adair, Taylor, & Tinsley, 2009; Nishiyama, 1999; Tinsley, 2001). That is, if two cultures differ considerably, negotiation styles might also differ. Although the existing literature highlights the importance of negotiation skills in the field of IT; negotiation styles per se have received only scarce attention in the field of IT. This lack has developed despite the literature showing that negotiation skills directly impact for instance IT and software outsourcing decisions (Davis, Ein-dor, King, & Torkzadeh, 2006; Kuivanen & Nahar, 2009), price negotiation of IT services (Vykoukal, Wolf, & Beck, 2009), IT project management (Abraham, Beath, Bullen, Gallagher, & Goles, 2006), and service contracts (Kim, Agrawal, Jayaraman, & Rao, 2003; Raghu, Woo, Mohan, & Rao, 2008) as well as among individuals involved in organization-wide IT implementations (Matsuura, Fuller, Kaufman, Kim, & Baba, 2013). Based on the research gap discussed above, the research aim of this study is to increase our understanding of negotiation styles among negotiators in an era when technology outruns business management and business people must constantly refine skills for interacting. More specifically, the authors are interested in the negotiation schemata of business negotiators in the IT industry. Schemata refer here to the mental patterns that impact how people process information (Colman, 2009). Boehm, Bose, Horowitz, and Lee (1997) called for new models applicable to software development yet none have appeared beyond their Win-Win Spiral, a process level approach that does not address situational thinking, communication, nor selection and application of mental models. The knowledge targeted in this study helps us to better understand how IT negotiators apply various schemata in business negotiation and how different factors impact on availability and choice of schemata. The specific research questions are: i) Which schemata are in use among the current generation of Japanese and Finnish negotiators in the IT industry? ii) Do Finnish and Japanese IT negotiators change their schema based on situation? iii) Do age, level in company, position of the negotiator in the team or frequency of negotiation impact availability of schemata or choice of schemata? With this knowledge, IT negotiators may be able to develop better negotiation strategies and overcome some difficulties when interacting in a global business environment. From the theory point of view, this study expands the negotiation schemata literature with specific reference to technology business. In addition, this study contributes to the IT business literature by investigating to negotiation styles in international context. For this study, we selected negotiators working in the IT industry from Finland and Japan as these two countries are distant in almost every way, geographically, linguistically, and in the measures of widely used cultural comparison tools (Hofstede, Hofstede, & Minkov, 2005; Ojala, 2015; Peterson, Wood, & Smith, 2008; Trompenaars & Hampden-Turner, 2012). …

Existing software engineering and organization development literature acknowledges that there are fundamental operational differences between small and large organizations. Despite this recognition, there has been no attempt to verify whether small and large software organizations implement software process improvement (SPI) programs differently in order to advance their businesses.This study examines whether an organization's size affects its SPI implementation strategy and the degree of SPI success. Based on an extensive literature review of critical factors of quality management, organizational learning, and SPI, a survey questionnaire was developed and data on the implementation of six organizational factors and the resulting organizational performance was collected through a mail survey of 120 software organizations. The findings show that small organizations reported that they implement SPI elements as effectively as large organizations, and in turn, achieve high organizational performance. The main lesson to be learned from this study is that to implement SPI at least as effectively as their large counterparts, small software organizations should capitalize on their relative strengths in employee participation and exploration of new knowledge.

Existing software engineering and organization development literature acknowledges that there are fundamental operational differences between small and large organizations. Despite this recognition, there has been no attempt to verify whether small and large software organizations implement software process improvement (SPI) programs differently in order to advance their businesses.This study examines whether an organization's size affects its SPI implementation strategy and the degree of SPI success. Based on an extensive literature review of critical factors of quality management, organizational learning, and SPI, a survey questionnaire was developed and data on the implementation of six organizational factors and the resulting organizational performance was collected through a mail survey of 120 software organizations. The findings show that small organizations reported that they implement SPI elements as effectively as large organizations, and in turn, achieve high organizational performance. The main lesson to be learned from this study is that to implement SPI at least as effectively as their large counterparts, small software organizations should capitalize on their relative strengths in employee participation and exploration of new knowledge.

Existing software engineering and organization development literature acknowledges that there are fundamental operational differences between small and large organizations. Despite this recognition, there has been no attempt to verify whether small and large software organizations implement software process improvement (SPI) programs differently in order to advance their businesses.This study examines whether an organization's size affects its SPI implementation strategy and the degree of SPI success. Based on an extensive literature review of critical factors of quality management, organizational learning, and SPI, a survey questionnaire was developed and data on the implementation of six organizational factors and the resulting organizational performance was collected through a mail survey of 120 software organizations. The findings show that small organizations reported that they implement SPI elements as effectively as large organizations, and in turn, achieve high organizational performance. The main lesson to be learned from this study is that to implement SPI at least as effectively as their large counterparts, small software organizations should capitalize on their relative strengths in employee participation and exploration of new knowledge.

Employee participation is now considered a key element in the successful implementation of new management strategies in manufacturing industry. Relevant literature on the various forms of employee participation is reviewed with emphasis on its role in Total Quality Control (TQC). The complexity of the relationship between employee participation and satisfaction and some of the change processes associated with the introduction of TQC are also discussed. This information provides the background for a subsequent article, also published in this special issue of IJQRM, which presents a longitudinal study of the effects on employee participation and job satisfaction when TQC was implemented in a large Australian manufacturing organisation.