Change Management Model Research Articles

College of Business Administration: change and growth

Learning outcomes Learning outcomes are as follows: Students will understand the main characteristics of Agile leader and importance of these characteristics in successful change management. Students will understand how Agile leader works to manage changes in organizations and what steps the leader must take to make successful changes in the organization. Students will know in details the Kotter change management model, will recognize and will be able to apply this model in real-life situations. Case overview/synopsis The case study is about the College of Business Administration (CBA). The CBA is a private higher education institution located in Riga, Latvia, Eastern Europe. The CBA provides professional higher education programs. The case study tells the story how Susan was at first hired as free-lancer for specific tasks at the College in 2017. After successful competition of these tasks, Susan was hired as the new director in 2018. The management at the College was almost non-existent at that moment, and Susan had to face the question how to develop the CBA and make it profitable. Susan had to build her management team, had to review and describe all processes and had to build the internal culture of the organization. Susan implemented change management plan, and in four years, the number of students and lecturers at the College had doubled, and the turnover of the CBA had reached more than one million euros. The case study shows Agile leader characteristics and change management process in details. Complexity academic level Undergraduate studies. Supplementary materials Teaching notes are available for educators only. Subject code CSS 7: Management Science

Dewey Goes Corporate: Examining the Suitability of Kotter’s Change Management Model for Use in Libraries

Kotter’s work, Leading Change, has been an outline for corporate change management initiatives since its publication in 1996. However, little research has been done on applying his 8-step model to change management in libraries. This article examines the suitability of Kotter’s steps for use in a library setting and concludes that based on existing literature, it is an appropriate model for library leaders to follow as they implement change at the institution.

Educational adaptation to clinical training during the COVID-19 pandemic: a process analysis

BackgroundThe COVID-19 pandemic is unprecedented in terms of the extent and rapidity of the disruption forced upon formal clinical education, most notably the extensive transition of clinical skills learning to interactive video-based clinical education.MethodsIn a phenomenologic study, we used thematic analysis to explore the COVID-19 disruption to clinical training and understand processes relating to adaptation in a large academic medical center. We conducted semi-structured interviews with 14 clinical teachers and 16 trainees representing all levels of clinical learning. Interviews occurred within the initial three months of the crisis, and data were analyzed following a thematic analysis coding process.ResultsWe constructed eight themes synthesizing our participants’ perceptions of the immediate unanticipated disruption, noting in the process their alignment with a change management framework. These included: urgency in adapting, with an obvious imperative for change; overcoming inconsistent involvement and support through the formation of self-organized frontline coalitions; attempts to develop strategy and vision via initially reactive but eventually consistent communication; empowering a volunteer army through co-creation and a flattened hierarchy; and efforts to sustain improvement and positive momentum with celebration of trial, error, and growth. The majority of participants found positive outcomes resulting from the tumultuous change process. Moreover, they were now more readily accepting of change, and tolerant of the ambiguous and iterative nature inherent in the education change process. Many anticipated that some innovation would, or would at least deserve to, continue post- crisis.ConclusionsThe COVID-19 pandemic afforded an opportunity to study the content and process of change during an active crisis. In this case of clinical education, our findings provide insight into the ways an academic medical system adapts to unanticipated circumstances. We found alignment with broader organizational change management models and that, compared with crisis management models (and their shorter term focus on resolving such crises), stakeholders self-organized in a reliable manner that carries the potential advantage of preserving such beneficial change.

Electronic medical record implementation in a large healthcare system from a leadership perspective

BackgroundInformation on the use of change management models to guide electronic medical records (EMR) implementation is limited. This case study describes the leadership aspects of a large-scale EMR implementation using Kotter’s change management model.MethodsThis case study presents the experience in implementing a new EMR system from the leadership perspective at King Abdulaziz Medical City, a large tertiary care hospital in Riyadh, Kingdom of Saudi Arabia. We described the process of implementation and outlined the challenges and opportunities, throughout the journey from the pre-implementation to the post-implementation phases.ResultsWe described the corresponding actions to the eight domains of Kotter’s change management model: creating a sense of urgency, building the guiding team, developing a change vision and strategy, understanding and buy-in, removing obstacles, creating short-term wins, building on the change and anchoring the changes in corporate culture.ConclusionsThe case study highlights that EMR implementation is not a pure information technology project but rather is a technical-based complex social adaptive project that requires a specific set of leadership competencies that are central to its success. It demonstrates that change management models might be useful for large-scale EMR implementation.

256 Implementing and Reinforcing Positive Change to Regional Hand Trauma Service with Introduction of the Golden Patient Initiative

Abstract Introduction Significant theatre delays were identified in hand trauma lists at our regional adult hand surgery unity. We aimed to improve theatre delays by implementing a golden patient initiative. Method Literature review identified the golden patient initiative, which ensures first patient on the list is identified, communicated to multidisciplinary team, and is optimized for theatre. Multi-stage intervention according to change management models (ADKAR and McKinsey 7s) was used. This included (1) a new protocol, (2) educational intervention, 3) poster and (4) a variety of information dissemination methods. To ensure multidisciplinary staff engagement and reinforce positive change, we used multiple verbal, visual and written prompts: trauma co-ordinator-led daily reminders, senior involvement, new column in handover list, verbal reminders at departmental meetings, posters in key areas and widely-accessible reference booklet. Prospective analysis of theatre utilisation pre- and post-intervention to measure impact of intervention. Results Analysis of emergency general list (EG) and local anaesthetic list (LA) start times identified an average 40 and 20-minute-long delays respectively. Following introduction of golden patient there was a reduction in delays by 9 minutes in LA and 5 minutes in EG. The latest start time improvement by 8 minutes in LA and 50 minutes in EG. There was also a reduction in operation delays by 2.8% in LA and 14.3% in EG. The estimated annual cost saved in EG is approximately £45,200. Conclusions We believe that implementing sustainable change is a complex and challenging process. Implementing the golden patient initiative resulted in a positive impact on hand trauma services.

Management of organizational changes in the enterprise in the market of intercom systems: theoretical approaches, analysis of potential and development strategy

The article reveals theoretical approaches to managing the organizational potential of the enterprise in the conditions of change and reorganization. The positions of foreign and domestic authors on the understanding of the subject of organizational development and the main factors affecting the different components of the organization and undergoing changes are compared. The goals of organizational development of the modern organization are revealed and the risks faced by the organization in the context of change are highlighted. The authors justify the effectiveness of the organization's development by choosing a change management model that allows it to prepare for the challenges of the external and internal environment. The study considers the industry of intercom systems, which is currently undergoing significant changes, including in the composition of products and types of services under the influence of technological factors. Currently, the aggressive offensive and diversification of the activities of large companies into the regional markets of this sector of the economy leads to a fairly understandable algorithm for changes in the organizational potential of such enterprises. In this regard, in our opinion, the analysis of the experience of managing changes of regional small companies is of greater interest. The object of the study was a regional enterprise of the Lipetsk region LLC Binom, engaged in the field of intercom systems. Analysis of the research subject with the help of various tools of strategic analysis of the external and internal environment of the company revealed the main problems in the management of organizational development related to the management style, the model of organizational culture, applied management methods that do not correspond to the stage of the life cycle of the company. To increase the viability of the enterprise in the market of intercom systems, which is a key factor and condition for development in the long term, a set of measures was proposed aimed at preparing the company for changes in the future and improving management efficiency in the present.

Processes and Activities for Managing Change in Information Systems Implementation in Higher Education Institution

The research aimed to develop a model for managing change consisting of detailed processes and activities that include changes in technology, organizations, and individuals in the implementation of information systems. The change management model developed in the research was used as a guideline for managing changes that occur when implementing changes in information systems in higher education. This change management model was developed using the action research method to obtain a model that fits the practical conditions. The model included the process and details of activities which were obtained in two ways, namely by identifying the success factors of implementing information systems in previous studies and interviewing information system implementers in tertiary institutions to obtain practical change management activities. The proposed change management model has been verified and validated where the results show that the process in the model is in accordance with expert theory. The results of using this model indicate that the management of changes in information systems can be carried out in a clearer and more structured.

Building Professional Capacity among Paraeducators through Onboarding

Many studies have investigated the inadequacy of training and support for special education paraeducators, but few have examined prehire activities or recommended a comprehensive plan to train and hire paraeducators. This quantitative action research study of 267 special education paraeducators and special education teachers was conducted in a large urban school district to address the concern over paraeducators’ lack of knowledge and training and the need to consider these factors when hiring staff in public school districts. Based on themes from the literature and the expertise of an insider, the purpose of the study was to increase the understanding of the relationship between and the perception of the importance of organizational factors, employee knowledge, and training. Results showed that paraeducators are not adequately trained, prefer specific training topics, and recognize that factors and knowledge affect job performance. The researchers then created a formal institutionalized onboarding program for new hire paraeducators based on a change management model. Immediate implementation recommendations, along with an onboarding plan and checklist, are included for school districts and their human resource departments.

How to Sustain Businesses in the Post-COVID-19 Era: A Focus on Innovation, Sustainability and Leadership

This study aims to discuss the universal and important theme of how innovation supports the growth of global firms, relying on two issues: technology adoption and sustainability in the global marketplace. In other words, the main goal of this research is to show how global innovation management can respond to difficult market conditions and maintain sustainability of businesses through problem solving. The electric vehicle sector was chosen as the object of the study as it faced unprecedented challenges brought about by COVID-19. The electric vehicle sector has emerged as a new model in the automotive sector with accumulations of innovative technologies and is destined to continue to evolve, from the perspective of achieving the Sustainable Development Goals (SDGs) backed up by policy interventions. The methodological tools of the conducted research were the methods of office research, analysis of primary and secondary data, bibliometric analysis of literature. The article presents the results of an empirical study based on primary data collection and analysis, the generalization of scientific work on the impact of innovations on ensuring sustainable business development. Based on a comparative analysis of the main models of conducting innovative research, such as the diffusion model, business model innovation, and Lewin's change management model, the most successful innovative solutions and the best practices of their implementation at specific companies are determined. The contribution of this study is to build on previous findings and academic discussions in the innovation field, analyse case studies of successful realization of sustainable business through innovative actions in response to unprecedented difficulties caused by the recent COVID-19 pandemic. The greatest contribution is to discuss the paths that innovation has successfully taken, with examples of specific companies, and to present a practical discussion agenda that will provide suggestions through stimulating further discussion in future research.

Lewin’s change management model and lecturers’s job satisfaction

This research considered the relationship of factors affecting the lecturers’s job satisfaction when university administration turns to autonomy. Listreview of previous researches have suggested that the implementation of university autonomy leads to the factors’s change, affeting the lecturers’s job satisfaction such as regulation on teaching, research, salary, promotion, facilities,… which can lead to the change readiness of lecturers. If the policy change makes the lecturers satisfaction, then they will be to accept this change readiness, establishing a new steady state and vice versa. That is, if the change from the policy of The State, regulations of the profession doesn’t satisfy the lecturers, they won’t change readiness, the organization won’t be able to establish a new freezing state. The same is true for Kurt Lewin's three-stage change management model (1947):unfreezing, movement and refreezing. On that basis, the author proposes a model that allows to re-test the hypotheses that have been reviewed, as a basis for assessing the impact of regulatory changes in university institutions when implementing autonomy to the actual job satisfaction of the lecturers, thereby leading to the change readiness of the lecturers.

How to Sustain Businesses in the Post-COVID-19 Era: A Focus on Innovation, Sustainability and Leadership

This study aims to discuss the universal and important theme of how innovation supports the growth of global firms, relying on two issues: technology adoption and sustainability in the global marketplace. In other words, the main goal of this research is to show how global innovation management can respond to difficult market conditions and maintain sustainability of businesses through problem solving. The electric vehicle sector was chosen as the object of the study as it faced unprecedented challenges brought about by COVID-19. The electric vehicle sector has emerged as a new model in the automotive sector with accumulations of innovative technologies and is destined to continue to evolve, from the perspective of achieving the Sustainable Development Goals (SDGs) backed up by policy interventions. The methodological tools of the conducted research were the methods of office research, analysis of primary and secondary data, bibliometric analysis of literature. The article presents the results of an empirical study based on primary data collection and analysis, the generalization of scientific work on the impact of innovations on ensuring sustainable business development. Based on a comparative analysis of the main models of conducting innovative research, such as the diffusion model, business model innovation, and Lewin’s change management model, the most successful innovative solutions and the best practices of their implementation at specific companies are determined. The contribution of this study is to build on previous findings and academic discussions in the innovation field, analyse case studies of successful realization of sustainable business through innovative actions in response to unprecedented difficulties caused by the recent COVID-19 pandemic. The greatest contribution is to discuss the paths that innovation has successfully taken, with examples of specific companies, and to present a practical discussion agenda that will provide suggestions through stimulating further discussion in future research.

The Role and Necessity of Change Management in Organizations։ Investing CRM as an Effective System to Manage Customer Relations

This paper summarizes the arguments and counterarguments within the scientific discussion on the issue of change management characteristics in organizations. The main purpose of the research is to find out and discuss the role of change management in organizations, the main change management models, the benefits of investing CRM in a banking system that will change the way of work. A systematization of literary sources on the issue of change management presents some models steps of change management in organization. It indicates the importance of change management in today’s fast-moving world. Investigation of the topic proves that change management may help organizations become more effective customer-oriented. Analysis in the paper is carried out in the following logical sequence: literature review shows some examples of international experience of the discussed topic; also, the experience of CRM investing is discussed in one of the Armenian banks. Methodological tools of the research methods were analysis and synthesis, surveys. The paper presents the results of an empirical study, which shows that there are some transactions for which people prefer going to the bank. Certain services tend to go online, for example, to request account information or transfer money between accounts. The trend is that customers are moving more and more to online platforms. It was due to the introduction of the latest IT technologies in the banking system; also, during Covid-19, people preferred to do transactions online. The results show that it is necessary to use CRM tools to manage customer relationships throughout a customer life cycle, including marketing, sales, digital marketing, and customer service interactions. We suggest using CRM tools in banks to identify customers’ needs as much as possible to build a stable and long-lasting bank-customer relationship. The results of the research can be helpful for banks to improve their experience, invest in CRM systems and do better change management.

The Impact of Organizational Change on Change Management in ICT sector in the Republic of Croatia

In recent years, the information and communication technology (ICT) sector has recorded rapid growth and development and is the driving force of the Croatian economy. At the same time, this sector is characterized by fast and dynamic changes which in the demanding business environment requires an immediate and adequate response, so the question of how organizational changes affect change management in ICT sector in the Republic of Croatia arises. To answer this question, empirical research was conducted. The research sample is structured according to data collected from 103 experts in Croatian ICT sector. It offers sufficient elements to establish a quality methodological framework to monitor the impact of organizational change on change management in this sector. This empirical research offered evidence on the possibility of using the ADKAR model of change management in analysis of need for change, implementation, and monitoring of the course of change in ICT organizations. The research results point to the conclusion that organizational change presented through ADKAR model has an impact on change management and is of key importance for ICT organizations. This paper contributes to a better understanding of organizational change and its significance for change management in Croatian ICT organizations.

BEHAVIORAL MODEL OF BUSINESS CHANGE MANAGEMENT IN RELATION TO BUILDING COMPETITIVENESS IN MARKET ECONOMY CONDITIONS

In the current market environment, the actual dynamics of the application of internal corporate factors is differentiated. The company thus tries to influence customers’ shopping behavior as effectively as possible. Therefore, it is important for the company to be able to adapt to these changes as effectively as possible. The purpose of the article is to analyze the factors influencing consumer behavior in the market conditions of the Slovak Republic. We described the current situation by a survey, which we conducted in 2020–2021. Among the selected categorical variables, we verified the dependence in two hypotheses by the statistical method of Pearson’s Chi-Square test. Using the method, we pointed out the factors that influence consumer behavior and can be important for change management. We compared the results of the survey with the results of similar surveys conducted abroad. Accepting the results of the survey, we proposed a general model of change management in the discussion part of the article. The model is thus a practical implication for companies with a differentiated subject of business. It also takes into account the behavioral characteristics that the company should adapt to in the current situation in order to achieve its strategic goals.

PP112 Review On Change Management Models In Multi-Lateral, Multi-Stakeholder Contexts To Engage Stakeholders

IntroductionTo facilitate implementation of new health technology assessment (HTA) methods, it is crucial to engage stakeholders. A technically good system may be brought to its knees if the intended users are not willing or able to use it. Therefore, based on these considerations, we aimed to identify relevant aspects of change models and investigated four potentially useful change models in the context of HTA. The four models were: adaptive space; midstream modulation; developmental evaluation; and knowledge brokering.MethodsA narrative literature review was conducted to gather information into a readable and usable format. PubMed and Google Scholar were searched for relevant literature on change management and stakeholder engagement within HTA. Additionally, grey literature was selected after consulting an implementation specialist to gather more information on the background of the change management models.ResultsSeveral enabling factors for successful stakeholder engagement were found, including attention to branding of the coproduction, facilitation/personal safety, and data or indicators to inform activities. Four change methods were described from the enabling factors identified. There was no “perfect model” for our aim, but all models involved relevant aspects to engage stakeholders. Notably, all models paid attention to the project management factor, whereas none of the models paid explicit attention to the branding of the coproduction factor.ConclusionsChange management is a complex and elaborate field in which many factors play a role. Stakeholder engagement is a factor that might be influenced by project leaders within international projects such as the European Union's Next Generation Health Technology Assessment (HTx). To improve stakeholder engagement in modernizing HTA, it is important to keep paying attention to project management, relationships, and how to facilitate fora and meetings to improve mutual understanding. Two factors to pay more attention to are branding of the coproduction and consideration of formal structures.

Dancing in the storm: finessing emergency remote teaching in the COVID-19 pandemic

Case overview The Gordon Institute of Business Science (GIBS), a South African based business school and one of the top ranked business schools in Africa, was yet again facing a crisis during the COVID-19 pandemic. Having emerged out of an extraordinary year of strict lockdown regulations and having managed a rapid shift to emergency remote teaching. GIBS had managed to maintain its academic programmes, ensuring the completion of the curriculum within the academic year whilst maintaining the exceptionally high standards and quality learning experience it was known for. As 2020 drew to a close, the academic programmes team and the students looked forward to starting the new year in a more “normal” mode of operation. GIBS closed for Christmas holiday with the intent on returning, in early 2021, in some form of face-to-face teaching. However, on the 27th of December 2020, the President of South Africa announced a return to level-3 lockdown as the second wave of infections swept through the country. Strict measures were once again enforced, significantly impacting GIBS’ possible return to campus in January 2021. Reflecting on the lessons learnt over the past year, the Executive Director: Academic Programmes, Professor Louise Whittaker, yet again faced the challenge of deciding how best to proceed given the circumstances. The case illustrates the need for effective change management through the application of Kotter’s 8 steps to transformation, whilst demonstrating the complexity of change management during a crisis. A particular focus on the importance of communication during a change management process in a crisis is illustrated through this case. Expected learning outcomes The learning outcomes are as follows: students need to understand that in a crisis, change management will be emergent and requires flexibility and adaptability; students will determine what concrete actions may be required during a change management process in a crisis; students will need to discern that theoretical models do not necessarily fit real world contexts, particularly in a crisis situation; and students will identify aspects that might be missing or inadequately formulated in standard models of change management. Complexity academic level The case is positioned at a post-graduate level and would be ideal as a teaching case for business school students on a Master of Business Administration programme, a specialised business masters programme or selected executive education programmes for general managers or senior executives. The case can be taught in a course in the following fields, namely, change management, leadership or strategy. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

Formulation of Change Management Model for Achieving Business Excellence in Large Organizations

This study aims to investigate how the different leadership levels can apply change management successfully in larger organisations, in order to facilitate business excellence. First, change models and leadership theories are analysed under EFQM principles, as it is selected as the framework for excellence. Then, a theoretical change management process is synthesised in alignment with leadership organisational levels. The main challenge of this research is to adequately connect theory about leading organisational change with practice. The research process is enriched by 6 semi-structured interviews in two different case studies, while the previous findings are validated through 3 structured interviews in a third case study. The analysis shows that although leaders believe that they identify the need for change, sometimes they do not, or they make sense of it too late. As such, a five-step change process model is created as the conclusion of the theoretical and case studies analyses. The value of this research is the connection between theory and practice as it tries to identify the responsible gaps for wrong or not fully successful organisational change projects. The suggested model simplifies the theory into practical steps while the success factors ensure that the enablers can support change efficiently. Further research based on the adoption of Senge’s systems theory for network leadership level is recommended to organisations.

Peran Kepemimpinan Pendidikan Islam dalam Manajemen Perubahan Pada Lingkungan Organisasi Islam Indonesia

The era of disruption has an impact on the stability of educational organizations. This study aims to discuss the change management model of Islamic education institutions. The form of adaptation to global developments is to make changes at the system and governance level. This type of research is qualitative with library methods. The data is taken from research results and reference book sources that are relevant to the conception of organizational change, organizational life cycle, innovation change and organizational effectiveness. The results show the strategy of Islamic education institutions in managing change. Change occurs through three stages, the system pioneer stage, the stability stage and the competition stage. The study also found a conceptual model that was specifically described in the form of an Islamic education organizational change model, the concept of the organizational environment, the synthesis of organizational uncertainty, the concept of organizational change and change management, and the typology of Islamic organizational change.

Improving accessibility to outpatient clinics for adults with suspected seizures from the emergency department: A quality improvement project

IntroductionSeizure-related presentations or suspected seizures, (i.e. epileptic seizures, PNES, cardiogenic and acute symptomatic seizures) comprise 1.9% of the entire caseload for the Mid Yorkshire Hospitals NHS Trust,United Kingdom in 2020. Patients with suspected seizures who are diagnosed in the emergency department (ED) require appropriate immediate management and a robust follow-up pathway. National audits conducted in the United Kingdom (UK) (NASH 1, 2 and 3) have highlighted the wide intersite variability in care provided towards patients with suspected seizures and the need for better organised and accessible care. This quality improvement (QI) project aimed to improve patient safety by ensuring a streamlined referral process from the ED and subsequently reducing the risk of loss to follow-up. MethodsThis QI project used the Institute of Healthcare Improvement (IHI) model for improvement to drive change and Lewin's change management model to guide stakeholder interaction. The project started in 2018 and employed three distinct Plan-Do-Study-Act (PDSA) cycles to drive improvement. The outcome measure was waiting time to be seen at the first seizure clinic from ED discharge. ResultsThe median waiting time pre-QI was 65.0 days (range 37 days to 163 days), and the median waiting time post-intervention was 31.0 days (range 8 days to 175 days). Using log-transformed data, the reduction in mean daily waiting time following the introduction of the intervention was statistically significant at the 5% significance level (t30.9 = 9.42; p<0.001). Process measures were met with 100% compliance. Post-intervention period, there was a 4.1% (10/243) rejection rate of referrals from the ED by the neurology services. However, the project failed to meet NICE's recommendation of a waiting time of 14 days to be seen in the first seizure clinic. Discussion and ConclusionThis QI project has made significant improvements in the management of patients presenting with suspected seizures to the ED's at MYHT. Additionally, the project has provided opportunities for development of new protocols, cost savings and patient advice leaflets. Teamwork and organisational skills played a crucial part in the outcome of this QI project. The use of a theory-driven change management strategy was key to managing a large organisation with multiple stakeholders.

Contextualizing Organizational Change Management in Africa: Incorporating the Core Values of Ubuntu

ABSTRACT Most of the business models and theories available to assist organizations in adapting their strategies to today’s dynamic business environment are based on the Anglo-Saxon worldview. Yet most scholars acknowledge that these theories have limited application in cultures outside of the Anglo-Saxon world. There is a dearth of research that infuses Western conceived theories of management with indigenous ontologies. To close this gap, this paper discusses managing change from an African perspective with specific reference to sub-Saharan Africa. It utilizes the philosophy Ubuntu that pervades the subcontinent as the bedrock on which change management can be anchored, asserting that embracing the Ubuntu values offers the best outcomes for managing organizations in Africa. Using Kurt Lewin’s change management model, the paper shows how incorporating the indigenous ontologies based on ubuntu in its execution can lead to sustainable change management in the sub-continent.