Changes In Organizational Structure Research Articles

Digital transformation metamodel in smart farming: Crop classification prediction based on recurrent neural network

Agriculture 4.0 is an opportunity for farmers to meet the current challenges in food production. It has become necessary to adopt a set of agricultural practices based on advanced technologies. Agriculture 4.0 enables farms to create added value by combining innovative technologies, such as precision agriculture, information and communication technology, robotics, and Big Data. As an enterprise, a connected farm is highly sensitive to strategic changes in organizational structures, objectives, modified variety, new business objects, processes, etc. To control the farm’s information system strategically, we proposed a metamodel based on the ISO/IS 19440 standard, where we added some new constructs relating to advanced digital technologies for smart and connected agriculture. We applied the proposed metamodel to the crop classification prediction process. This involved using machine learning methods such as recurrent neural networks to predict the type of crop being grown in a given agricultural area. Our research bridges farming with modern technology through our metamodel for a connected farm, promoting sustainability and efficiency. Furthermore, our crop classification study demonstrates the power of advanced machine learning, guided by our metamodel, in accurately predicting crop conditions, emphasizing its potential for crop management and food security. In essence, our work advances the transformative role of digital agriculture in modern farming.

Study on the Mode and Strategy of Internal Organizational Structure Change in Primary and Secondary Schools

Study on the Mode and Strategy of Internal Organizational Structure Change in Primary and Secondary Schools

Exploring the role of workforce agility on digital transformation: a systematic literature review

PurposeSuccessful digital transformation requires a change in organisational structures, processes, capabilities and competencies. Digital transformation research is more influenced by the technology adaptation model and hence focuses on people's attitudes, behaviour and abilities. Recently, employee agility has attracted attention in the context of technology adoption and Industry 4.0. The current research explores the relationship between employee agility and digital technology adoption in the context of digital transformation by adopting the systematic literature review method.Design/methodology/approachFollowing the attitude–ability-behaviour–outcome framework, the research explored the specific agile ability, attitude and behaviour characteristics useful for digital transformation. Following the preferred reporting items for systematic reviews and meta-analyses (PRISMA) framework consisting of (1) initiation, (2) screening, (3) evaluation and (4) confirming inclusion (Ambika et al., 2023), the study identified 19 papers from SCOPUS indexed journals.FindingsThe study result found that agile attitude characteristics such as collaborative mindset, computer self-efficacy, ambiguity aversiveness, etc. are influencing the digital transformation process. Agile abilities like basic computer knowledge, previous technical experience, cognitive abilities, innovation capability, digital competence training and supporting proper knowledge management practices also influence digital transformation. Finally, agile behaviour such as relationship building, knowledge-sharing behaviour, promoting values of learning, risk-taking and experimenting, rewarding innovativeness and customer-centric innovation and displaying adaptability, resilience and commitment to change, etc. are found to drive digital transformation.Originality/valueResearch on workforce agility and digital transformation is scarce. The current study contributes to benchmarking research by exploring specific agile attitudes, abilities and behaviour characteristics relevant to digital transformation, especially in the era of Industry 4.0.

Risk Analysis and Assessment Framework for Cyber Security in Management Systems

Organizations are depending more and more on interconnected digital ecosystems, therefore strengthening cyber security measures is essential. This paper offers a thorough framework for risk assessment and management that fits into the larger category of cyber security-focused management systems. The framework that has been suggest-ed combines state-of-the-art techniques from the fields of risk management and cyber security to build a resilient system that can deal with modern cyber threats.
 The framework begins with a methodical inventory of resources—such as data centers, vital infrastructure, and network elements—that are necessary for the operation of the corporate cyber environment. A comprehensive risk assessment is then carried out, taking into account the possibility and consequences of any cyber attacks to the assets that have been identified.
 Predictive modeling and scenario analysis are integrated into the framework to enable a proactive approach to risk mitigation. Consistent with well-known management system standards like ISO 27001 and DDO, the framework emphasizes an iterative and cyclical process. Regular risk reviews, performance reviews, and strategy updates for risk management lead to continuous progress. The synchronization of cyber security measures with changing organ-izational structures and developing threats is ensured by this adaptive approach.
 In addition to strengthening an organization's cyber resilience, putting the suggested framework into practice ad-vances the more general objective of developing a strong and effective cyber security management system. This methodology offers a scalable and sustainable way to protect digital assets from the ever-changing pool of cyberat-tacks by smoothly integrating risk analysis and management into current organizational procedures.
 This study offers a methodical and comprehensive approach to risk analysis and management, which adds to the continuing conversation on cyber security. The framework that is provided here acts as a useful manual for com-panies that want to strengthen their cybersecurity while adhering to accepted management system standards.

Does Polychronicity Impact Innovative Work Behavior? The Role of Procrastination

The innovative work behaviors are essential because of developments in technology, society, economy, and changes in organizational structures. The study innovates by investigate the relationship between polychronicity and innovative work behaviour. It further examines the mediating role of procrastination in the relationship between polychronicity and innovative work behaviors. A survey conducted with 575 respondents confirm that polychronicity has a positive relationship with employee IWB by mediating role of procrastination. We discuss managerial implications, limitations, and future research directions.

Role of managerial support in the relationship of psychological resilience with career satisfaction

Today, retaining employees is difficult due to changes in information and communication technologies, increasing competition speed, and other environmental factors. Therefore, organisations’ management daily increases their interest in positive psychology to retain employees and reveal their strengths. One concept that accompanies positive psychology and positive organisational behaviour is resilience (Luthans, 2002). It is known that individuals who are more psychologically resilient can produce positive outcomes by overcoming adverse emotional events (Shirazi, Laei, & Mosavi, 2016). Career satisfaction (CS), another concept of work, appears as a concept that is likely to be affected by changes in organizational structure, mobility, and employee expectations (Kraimer, Greco, Seibert, & Sargent, 2019). However, CS is one of the most important results of the individual’s career success (Hofmans, Dries, & Pepermans, 2008). In this context, this study aims to reveal the role of management support in the relationship between CS and psychological resilience (PR). The data collected from 200 white-collar employees was evaluated using the SPSS Programme and the Hayes Process. As a result of the analysis, it was determined that MS is a moderator in the relationship between PR and CS.

Protecting Those Who Protect Us: A Review of Psychosocial Factors and Musculoskeletal Disorders in Police Officers

Introduction: Musculoskeletal Disorders (MSDs) are a common occupational health problem among police officers. This systematic review aimed to estimate the association between psychosocial factors and MSDs in this population. Design: A systematic search was conducted using the Scopus database to identify studies that assessed the psychosocial risk factors for MSDs in police officers. Results: Fourteen studies were included in the review. The findings suggest that exposure to job satisfaction, working type, job demands, shift work, working hours, job control, equipment, organisational structure, job support, work cooperation, workplace inequalities, parenthood, social support, and psychological factors were linked to the presence of pain in the back, neck, shoulder, arm, and legs among police officers. Conclusions: This review highlights the importance of addressing psychosocial risk factors to improve the quality of life of police officers. Specific interventions to reduce these risk factors might include changes in organizational structure, job design, and work schedules, as well as targeted programs to promote stress management, coping skills, and work-life balance. Addressing these factors can help to prevent or reduce the presence of MSDs in this population, promoting healthier and more productive workplaces. Future studies are recommended to investigate this association further by considering the utilization of longitudinal study designs.

The Impact of Change Management on Enhancing Performance Efficiency at Prince Mohammed bin Abdulaziz Hospital at Riyadh

The study aims to investigate the impact of change management on enhancing performance efficiency at Prince Mohammed bin Abdulaziz Hospital in Riyadh. To achieve this goal, the researchers opted for the descriptive approach. the study sample consisted of (150) from the study items (Administrative, Doctor, Nurse and Technician) at Prince Mohammed bin Abdulaziz Hospital in Riyadh. The study utilized a questionnaire as a research tool for data collection, and in light of that, the study arrived at several results, with the most significant being the study on the impact of change management on enhancing performance efficiency at Prince Mohammed bin Abdulaziz Hospital in Riyadh. The findings indicate a significant positive correlation between effective change management strategies (Cultural, Technological, Structural, and Human Dimension) and enhancing performance efficiency within the organization. These outcomes collectively contribute to a heightened level of performance and productivity. As organizations navigate an increasingly dynamic business environment, the importance of embracing change management practices becomes evident in sustaining and enhancing operational effectiveness. The study recommends the following in light of the results The necessity of thorough and well-planned change management through the development of long-term strategic plans, along with the presence of short-term goals. The importance of ensuring that organizational structural changes align with the internal work requirements within the hospital, following careful study of both internal and external environmental change requirements. Working on automating systems within the government sector and developing technology for use within the hospital to enhance quality of healthcare services provided by the hospital.

Reflections on Required Competencies For Health Systems Monitoring, Evaluation, and Learning In India

The movement towards systems thinking and complexity-informed monitoring and evaluation has been ongoing for some time. Covid-19 has accelerated this shift and increased the salience of contextually aware, adaptive forms of evaluation. Drawing from our experience over three years of providing monitoring, evaluation, research and learning (MERL) to a large international philanthropic organization’s health systems portfolio of work in India, we identify three types of evaluator capacities and associated set of competencies that derive from complexity-driven practice in a developing country.
 The first type of capacity relates to deriving evidence in contexts where there are very few traditional forms of data. The MERL portfolio related to health systems outcomes of access, financial protection, and equity even as the health programs themselves were evolving in a period of rapid transformation and dynamism of policy priorities and implementation mechanisms. This required an integration of traditional performance indicators drawn from government datasets with qualitative ‘signals’ focused on drivers of change within the system. Assessment of signals in turn required synthesizing different sources of information, including informal channels of obtaining evidence such as partner meetings or government-sponsored events. The evaluating team thus consciously empowered different kinds of researchers with differential expertise with the goal of building a much more pixelated picture. The goal was not to identify a single source of truth but rather a patchwork of validated information where the relevance of different pieces of data were dependent on evolving outcomes of interest. 
 The second set of competencies related to the skills required to play a convening role for donors and implementing partners, supporting better understanding of the changing operating context and help inform decision-making by program officers and partners. This involved building and sustaining relationships across different stakeholders at different stages of the project – from proposal development to review. Competencies relating to effective dialogue and developing an understanding of the core interests of international, national and sub-national partners as well as international donors and experts could only be developed iteratively and over time, but this was crucial in a distributed health decision-making ecosystem like India.
 The third and final set of competencies relate to operational adaptiveness, while evaluating an ecosystem with few constants. This can be the hardest competency to acquire because it is the farthest from the traditional notions embedded in the training of evaluation scientists and MERL practitioners. We found that the degree of buy-in and commitment to previously agreed upon frames of reference for evaluation can be shifted by changes in personnel or internal organizational structures. These shifts can lead to chain reactions of mismatched expectations that needed to be understood and managed in real time by MERL partners. The pandemic further created a natural experiment that on the one hand required a reexamination of program priorities and on the other depended on reliability of donor support.
 Each of these three types of capacities – synthesizing nuanced evidence for adaptive action, relationship building and communication, and managing operational discontinuities are in fact inter-dependent. Building evaluator competencies isn’t simply about capacity-building but rather a recognition of the diversity of skills and worldviews that need to be encompassed within our monitoring and evaluation functions for today’s complex, discontinuous health systems.

Digitalisation and Change in the Management of IT

As digitalisation sweeps through industries, companies are having to deal with the resultant changes in business models, core processes and organisational structures. This includes the reassessment of the role of the IT department, traditionally the guardians of technology standards and providers of corporate systems and infrastructure, and their ongoing maintenance. This article investigates this dynamic in two research studies. Study 1 focuses on the German automotive industry and adopts a qualitative inductive approach based on interviews with IT practitioners to ascertain the key aspects of digitalisation impacting the industry and to chart the emergence of a new model for the management of IT. Study 2 then reviews the deployment of digital technologies in other industry sectors via questionnaire responses from senior IT professionals in eight organisations. The results suggest that the transfer of IT roles and responsibilities to business functions, evident in the German automotive industry, is being replicated in other organisations in which digital technologies are now embedded in an organisation’s products or services. This article concludes with a model for cross-referencing the role of the IT function with the impact of digital technologies, representing a contribution to the growing literature on digital technology deployment in organisations.

The impact of automation and optimization on customer experience: a consumer perspective

The adoption of digital technologies has significantly transformed businesses and society as a whole. The automation of tasks is leading to changes in organizational structures and strategies. Due to technological growth, users are able to identify the benefits and risks that technology can entail in the purchasing process. Specifically, robotic process automation (RPA) can improve efficiency and agility in a company, which in turn can positively impact consumer satisfaction and engagement. However, automation can also negatively affect the consumer experience and service quality if not applied correctly. Therefore, this research focuses on analyzing the impact of automation technologies on purchasing processes and consumer satisfaction. For this purpose, a survey was developed by means of the Likert 5-point scale, which allowed for obtaining 215 valid responses from consumers in the Community of Madrid. The data were processed through the SPSS tool, which enabled the analysis of the data and the proposed model. Consequently, the results show that potential RPA-based automation and optimization of processes can be of great utility for businesses to better address investment for improving consumer satisfaction. In addition, it should be highlighted that this research contributes in an original way to the area of information and communication technologies by allowing for the development of proactive technological implementation plans that consider end-user satisfaction.

Change Management for Improving the Quality of Public Services

The article describes peculiarities of introduction of changes in organizational structures to improve the quality of public services and resistance to these changes as an inevitable process. It is proved that the professional activity of a manager in the public sector depends on change management, and resistance to them is the main element of the change management system. The essence and interconnection of the concepts of “change management” and “resistance to change” are substantiated. The author considers the main theories of change that are used in practice in the public sector: energy, mathematical, economic, biological, systemic, psychological, psychoanalytic, political, sociological, cultural and developmental. It is proved that most theories of change emphasize that resistance to these changes is inevitable. The main reasons, forms and types of resistance in the implementation of changes and innovations by the head of a public organization are formulated. People’s ability to adapt and deal with external variability are two key variables in determining how they will respond to change. It is taken into account that external variability is usually high for most organizations providing public services. But at the same time, public authorities, especially during the war in Ukraine, are mainly staffed by people who prefer a stable environment and well-structured ways of activity. This means that managers can expect significant resistance when trying to implement changes in public services, despite the goals of these changes. The author formulated possible fluctuations in the attitude to changes in personnel from the announcement of them to their implementation. It is confirmed that the main reasons for resistance to changes in the provision of public services aimed at improving these services include: adherence to bureaucratic habits related to delegation of authority; skepticism; challenges associated with many hierarchical levels of authority, accountability and reporting; the tendency to push decision-making upwards, which is contrary to approaches aimed at increasing self-control and independence; relationships that are governed by the interests of many stakeholders; the presence of conflicting interests and values, and others. It is noted that the main forms of resistance to change include: apathy, tardiness, sabotage, going to the hospital, absenteism, procrastination, working by the rules, slow work, leaks in the media, backstage criticism and others. The categories of employees in the sphere of public provision, which are most vulnerable to any changes, are defined. The author of the article developed recommendations for overcoming resistance to changes and their effective implementation to improve the quality of public services.

Sustainable development goals: Sustainability reporting challenges in the United Arab Emirates context

AbstractDrawing on legitimacy theory, this study examines the extent of corporate engagement with the sustainable development goals (SDGs) through assessing the corporate disclosure quality of SDG‐related information in a mandated setting environment, focusing on the United Arab Emirates (UAE). Based on corporate sustainability reports for 132 UAE publicly listed companies in years 2020 and 20,221, we use a scoring methodology incorporating the GRI standards related to the economic, environmental and social impacts of corporate operations. Results of the study reveal that UAE companies use mandatory sustainability reports as a legitimacy tool through a symbolic action superficially integrating SDGs targets into their corporate operations and activities. However, in year 2021 the results show that some companies act substantively by adopting substantive organizational structural changes to integrate SDGs in their business operations and reporting behavior. Unlike previous studies, the paper contributes to the literature and practice by examining the corporate disclosure quality of SDGs in a mandated setting environment. This mandatory context offers an opportunity for a comprehensive analysis of company endeavors regarding their symbolic execution aimed at projecting a surface display of commitment to SDGs, versus their substantive implementation, which leads to significant enhancements in corporate sustainability reports. The findings of this study offer valuable practical implications for regulators and policymakers regarding the implementation of mandatory sustainability reporting. While such reporting may not necessarily result in significant changes in terms of integrating SDGs targets into business strategies and operations, it could potentially lead to the adoption of “SDG‐washing” practices by companies.

Inovasi Menuju Transformasi Digital dalam Pelayanan Publik Kajian Sistem Manajemen Pelayanan Desa (SIMPEDA) di Desa Balung Lor

Digital transformation is largely seen as a cultural shift that changes the way governments work, communicate, and deliver services, but can also have far-reaching implications, including changing organizational structures and cultures. One of the efforts made by the Jember Regency Government to innovate in digital transformation is by launching the SIMPEDA (Village Service Management System) application for villages in Jember Regency, one of which is Balung Lor Village. This research aims to describe the service transformation process before and after the existence of SIMPEDA in Balung Lor Village. This research uses a qualitative descriptive research method by collecting data through interviews, observation and documentation. The results of the research show that the implementation of the SIMPEDA innovation has gone very well in Bakung Lor Village and they have benefited from this innovation even though there are also negative impacts. Apart from that, according to the study findings, researchers found weaknesses. The theory put forward by Rogers does not cover innovation culture. Rogers' theory does not explain how innovation culture also requires changes in behavior in providing services from manual to digital-based.

New Culture Integration in the Merger of Bank Syariah Indonesia (BSI)


 
 
 
 
 
 
 
 
 
 
 
 
 Post-merger cultural integration is very important and fundamental for companies that carry out mergers. Because the implementation of a merger or merger of two or more different entities poses challenges to changes in organizational structure, organizational culture and corporate systems. As in the research of K. Bijlsma-Frankema who examines the success factors of cultural integration and the process of cultural change in mergers and acquisitions. With research on the effects of friction between structure and culture, as well as friction between different cultures, on organizational functioning. The purpose of this study is to determine how the process of developing new culture integration policies in Bank Syariah Indonesia mergers, implementation strategies and the implications of implementing new culture integration in Bank Syariah Indonesia mergers. This research uses qualitative methods, where the object of research is seven relevant BSI employees. The main theory used in this study is the theory of Organizational Culture developed by Cortina which is a guideline for integrating culture successfully in the organization that carries out the merger. The theory of Seven Steps to Merger Excellence Hill, R. Weiner and Weiner and the supporting theory initiated by Picot related to three strategies in cultural integration. In the implementation of new cultural integration, BSI has 3 stages of implementation, namely; (1) Diagnostic, (2) Activation, and (3) Destination. The results showed that the new culture integration (NCI) process in the BSI merger did not run instantly, but through the process of pre-merger, planning, implementation, and evaluation. NCI Implementation Strategy in BSI merger with optimization of the role of leaders to provide inspiration and motivation to all employees. The implications of NCI in the BSI merger lie in changes in structure, products and human resources.
 
 
 
 
 
 
 
 
 
 
 
 

Nestlé (Dis)entangled! Braving the Maggi Noodle Crisis in India Part B

After a tumultuous five months, Nestle India was exonerated in the Maggi crisis just in time for Diwali. Although the mood was one of vindication, the leadership team with Suresh Narayanan at the helm, knew they faced a major challenge to regain lost glory. Stock price had plummeted along with consumer confidence which went down from over 90 to less than 5 per cent. Part B traces the efforts of Nestle India to not only reinforce the message of product quality but also to engage consumer trust. Through changes in product strategy, organizational structure, and multi-pronged communication, Maggi was able to rekindle the emotional connect with the consumer and surge back. On 30 November 2019 despite loss of market share, consumer faith and trust in 2015, Nestlé India was trading at INR 14,453/55 (NSE/BSE;~US$225) per share after hitting a record low of INR 4981 (~US$76) on 29 February 2016. Part B of the case outlines the measures Nestle India took to bounce back and asks if Nestle India's reputation out of the woods. Could the past come back to haunt Maggi or was the worst behind them? 1. Evaluate communication strategies available to organizations in a crisis situation. 2. Analyse the power and influence of consumer sentiment in reputation management.

Recent Developments in Management Accounting

The aim of this study is to investigate recent developments in management accounting, which was accomplished through the use of the library technique. The research revealed that various factors, such as increased competition, technological advancements, and changes in organizational structure, have played a role in influencing developments in management accounting. Looking forward, the field of management accounting is expected to be shaped by trends like big data analytics, integrated reporting, automation, sustainability considerations, scenario planning, real-time reporting, and a focus on ethics and governance. Our findings indicate that management accounting has made significant progress and has become a distinct area of expertise. Its evolution has been marked by continuous innovation and adaptability to meet the ever-changing demands of the business landscape. To thrive in this dynamic environment, we recommend that management accountants be versatile team players, capable of addressing a wide range of options and challenges that organizations encounter.

Impact of Implementing the Unification of The IT Section into One Division Using a Change Management Strategy at PT XYZ

ABSTRACT In the era of Industry 4.0, many companies demand to determine a Change Management Strategy in order to maximize capacities and efficiency. Currently, PT XYZ sees existing problems in the IT division, which are not meeting demands as expected and slowing down the whole organization’s development. In accordance with these problems, Project Monitoring methods are proposed to be applied in PT XYZ’s organizational structure as a result of the Change Management Strategy. A Change Management Strategy will be implemented in the IT division using the proposed methods; Kotter’s Model and 7-S Framework followed by the development of a project monitoring application called Dashboard Monitoring. In accordance, with Kotter’s Model’s approach, the creation of two new positions is highly recommended inside the IT division to support its effectiveness. These positions are Project Management Officers and Business Analysts. These two positions are expected to focus more on the process of developing new applications and/or systems. Thus, the 7-S Framework implementation will be supporting the change of Shared & Value from the change in the organizational structure of PT XYZ with the objective of simplifying the process of analyzing and decision-making at the managerial level, especially in terms of deciding to create an application. Furthermore, a Dashboard Monitoring application has been implemented in PT XYZ, resulting in improvements in lead time and productivity throughout multiple IT projects. Objective – Developments in the era of Industry 4.0 make all companies adapt towards digitalization, to determine Change Management Strategies to maximize capacity and efficiency. PT XYZ sees problems in the IT division, where the IT Division cannot meet the demands as expected. Thus, resulting in delays in the development of the organization. Obstacles in processing so many requests in making applications between divisions in the company, developing a product application system is the biggest obstacle faced by PT XYZ. Methodology – The author uses the following Research Methodology; (1) understand the identification of existing problems based on the author's observations and communication with PT XYZ; (2) study the organizational structure: (3) Literature Review; (4) Interviews and observations at PT XYZ. The first stage is interviews with all Vice Presidents from all divisions at PT. XYZ. The second stage is an interview by asking the Chief Executive Officer of the company regarding information related to changes in the IT Division. ; (5) Kotter Framework and 7-S approaches, all of which start with analyzing with Dynamic Capability Theory; (6) Provide recommendations, propose to create a new IT division, then analyze the new organizational structure using the 7-S Framework and produce proposed new values. Findings – The author got information from PT XYZ Top Management, where from the results of this interview a Change Management Strategy is proposed to be implemented in the organizational structure of PT XYZ. The Change Management Strategy will be implemented in the IT division using the proposed method, namely the Kotter Model and the 7-S Framework, which were previously analyzed using the Dynamic Capability approach. Then followed by the development of a project monitoring application called Dashboard Monitoring. Novelty – The author implementing the 7-S Framework to support Shared & Value changes from changes in PT XYZ's organizational structure. Next implement the Kotter Model Strategy which explains 8 Strategies to produce recommendations for changes to PT XYZ's organizational structure, by adding the positions of PMO (Project Management Officer) and BA (Business Analyst). In addition, the Dashboard Monitoring application was also implemented at PT XYZ, resulting in increased lead time and productivity in various IT projects.

A CASE STUDY ON ORGANIZATIONAL STRUCTURE CHANGE TO SUPPORT BIM IMPLEMENTATION IN DESIGN FIRM

This study empirically investigates organizational structure change (OSC) to support the implementation of building information modeling (BIM) in design firms. Unlike previous BIM implementation studies that focused primarily on changes in organizational configuration, this study provides a comprehensive view of changes in multiple organizational structure (OS) dimensions, including configuration, standardization and formalization, specialization, centralization, and integration. Based on Pettigrew’s contextual approach and empirical data from a case study, this study discusses and explains the processes and factors that underpin OSC. The finding shows that OSC to support BIM is a process that is directly tied to changes in the external BIM market context as well as the vision and strategy of the company’s internal BIM implementation. The outcomes of OSC result from dynamics among change context, change content, change process, and change leadership. Changes in different OS dimensions are also linked and can support one another. This study is helpful in developing an OSC framework for BIM implementation.

The Role of Leadership in Managing Organisational Culture Change in the Context of Information Technology Implementation

The rapid development of information technology has affected many organisations in various sectors. The implementation of information technology often involves changes in work processes, organisational structure and overall organisational culture. The background of this study aims to investigate the role of leadership in managing organisational culture change in the context of information technology implementation. The current research type is qualitative. Data collection techniques include listening and recording important information to conduct data analysis through data reduction, data display, and conclusion drawing. The study arrived at a statement that in the context of information technology implementation in organisations, organisational culture change becomes a critical factor affecting the success and sustainability of the use of such technology. Leadership plays an important role in managing such organisational culture change. Through effective communication, appropriate education and training, active participation and involvement of organisational members, strong team building, recognition and rewards, gradual change management, and continuous evaluation and adjustment, leadership can create an enabling environment for the adaptation and utilisation of information technology.