Organizational Change Factors Research Articles

Modeling and Analyzing of Financial Data within Digital Transformation Era and its Impact on Balanced Scorecards Utilizations: A Theoretical Review

The present theoretical review outlines the interaction between digital transformation and financial data modeling and the use of Balanced Scorecards in improving strategic management in organizations. Considering the context of rapid technological processes and the growing influence of international competition, the principle question of this work is how current management accounting methods, most of which are inspired by digitization, shift the theoretical perspective of how organizations use (BSCs) for strategic forecasting and performance assessment. By conducting a thorough review of the literature within the realms of management accounting, information systems, and strategic management, this theoretical review identifies the main trends, the rationale, and the challenges behind the use of (BSCs) and digitization. The current finding indicates that the implementation of digital technologies into the process of financial data modeling substantially increases the potential of (BSCs) by offering real-time, useful information for strategic decision-making. At the same time, the implementation process raises a set of challenges, such as security issues, hefty financial investments into technological infrastructures, and human factors of organizational change. Despite these hurdles, the potential benefits of digitally-enhanced (BSC) framework-such as improved decision-making accuracy, strategic agility, and operational efficiency-underscore the importance of adopting a holistic approach to digital transformation in strategic management practices. This review calls for a balanced perspective that considers both the technological and cultural dimensions of implementing digital innovations within (BSC) frameworks. It concludes with recommendations for future research, emphasizing the need for empirical studies to validate theoretical insights presented and explore the practical implications of digital transformation organizations-BSCs effectiveness in diverse organizational context.

Design of Data Warehouse Technology for Data Performance Management in Universities

The purpose of this research is Change Management for Organizations to find out change management for organizations and organizational change factors by using the nine steps methodology approach developed by Kimball. The results of this study are that information technology assistance provided by Pelindo I is the right step. Moreover, the scope of the business being managed is so wide, covering ports in the Sumatran archipelago and overseeing thousands of employees. Business process automation is becoming an effective way for companies to force irresistible change. If the rules are written, even though they have been mutually agreed upon, employees can still work around them. But technology can be coercive effectively and can eventually lead to cultural change. Performance management is simply productivity, how can employee productivity be measured based on predetermined targets? MKE Pelindo I with a technology base makes everything completely objective, transparent, and has clear measurements. When each person is competing to make an optimal contribution to the company, at that time all the wheels of the organization will move dynamically. Then based on Kotter's 8-step evaluation, the change process that was carried out for the first time in 2004-2014 which was not conducive was caused by the not forming a strong enough team to direct the process. And this is what creates resistance also from employees. Then it wasn't created at the beginning of creating the right vision, but changes had been implemented, meaning that subordinate employees were invited to change without communicating a vision.

Analisis transformasi manajemen website untuk meningkatkan daya saing di era digital

This research was conducted with the aim of finding out how the management of news websites within conventional television media companies carries out the transformation process to increase competitiveness in the digital era. The focus of this research problem is on changes made by the management of the tvOnenews.com website as a website that focuses on news and sports within the tvOne company to increase competitiveness in the digital era. The theories used in this research are Kotter's change management model, Grundy's types of change, Kreitner and Kinicki's organizational change factors, Holt et al.'s change readiness, Robbins and Coulter's organizational structure, John's organizational types, and Osterwalder et al.'s value proposition canvas to see the management transformation that has occurred due to digitalization and the rapid development of technology. The research paradigm used is postpositivism with a qualitative approach. The research results were obtained using interview and observation techniques with the research subjects, namely tvOne and tvOnenews.com management, who were directly involved in the process of increasing website competitiveness, as well as other data from reliable sources. The results and analysis of the research show the transformation that occurs in the management of tvOnenews.com by increasing competitiveness in the digital era.

The determinant factors of school organizational change in Madura, East Java, Indonesia

<span>Organizational change is a phenomenon that must be faced and carried out by every individual in the organization to achieve organizational goals. Embodiments of organizational change often occur not because it suits the needs of the organization but because of personal interests and power. This study aimed to determine the main factors that can create change, namely the relationship of leadership and political pressure of school principals that influence organizational change in the Public Secondary School in Madura, East Java, Indonesia. This research used a quantitative approach to survey methods. Based on the achievement of its objectives, this study included causal explanation research, the analysis of this study using Structural Equation Modeling (SEM) and a sample of about 650 people collected from 1000 respondents taken from 130 schools through probability sampling techniques using AMOS software. The results showed that the leadership and political pressure of regional heads were the main factors of organizational change at SMPN (Public Secondary School) in Madura, East Java. Organizational Change depends very much on the role of the political pressure of the regional head through education policy, as well as the role of the principal's leadership in running the wheels of the organization so that the school's goals can be achieved. This study also showed that the principal's leadership as an intermediary variable from political pressure shows no influence because the political pressure of the regional head is directly related to organizational change.</span>

Family and Consumer Sciences Extension Agent Receptiveness to Innovative Caregiving Programming

Communities can adapt to residents' needs through innovative citizen-led initiatives. Extension can facilitate these innovation initiatives, but are Extension agents always receptive to such change? We conducted a study to examine the association between organizational change and personal factors and Extension family and consumer sciences agents' innovativeness regarding caregiving programming. Respondents rated their receptiveness to change and answered questions regarding psychosocial health factors. We found that years in current position, leadership self-efficacy, interoffice support, and social support were significant predictors of innovativeness. Results suggest that personal factors rather than organizational change factors may be the more crucial mechanisms for driving agents' innovativeness.

Lean manufacturing implantation impacts: a study on a large logistics operator

Abstract Objective: This work aimed to analyze how the Lean methodology has caused changes in organizational processes in a logistics company.Methodology: A descriptive and qualitative research was carried out in one of the branches of a large logistics operator located in the city of Vinhedo (SP). Questionnaires were applied and interviews were conducted with logistics experts, organization leaders, Lean Manufacturing managers and operators, coming to a total of 100 respondents, including organizational change factors such as Kaizen application for process improvement, 5S's for organization and cleaning and Kanban for production control.Results: It was evident that factors such as productivity, quality, organization, among others were factors for the implantation of the methodology in the company.Corporative results: The results revealed that after the implementation of Lean management, there were changes such as a better understanding of the proposed methodology, reorganization of processes and gain in productivity and quality, thus raising the level of competitiveness of the organization. Keywords: Organizational change, Lean Manufacturing, Logistics.

Managing organizational culture as a factor in organizational change

The relevance of the research is manifested in the fact that organizational culture is an important and penetrating everywhere concept with regards to influence on organizational change programmes. Literature analysis shows that there is ambiguity in the assessment of organizational culture. A certain outcome of a cultural variable may have not the same effect on all organizational processes associated with management activity. (O'Donnell and Boyle, 2008). According to Melnick (2008), in order to gain a deeper understanding of the processes of management and management culture changes hapenning in the modern world, it is appropriate to evaluate contemporary management practices that reflect the effects of historically composed life modes and stereotypes that manifest themselves in management activities. The research aim: to discuss the factors and stages forming organizational culture development. Analysis of recent research and publications. Organizational culture is analyzed in various contexts. Organizational culture models and their components have been defined by Schein (2010; 2000), Ostroff et al., (2003) et al., the significance of organizational culture is analyzed (Zain et al., 2012; Owoyemi and Ekwoaba (2014); McLoughlin and Miura (2018); Di Pietro and Di Virgilio (2013) et al. The issues of forming/changing organizational culture remain of topical significance. Researches on this topic were carried out and the summarized results were submitted in their scientific papers by Bititci et al (2004); Gibbons and Kaplan (2015), Mungiu-Pupăzan (2016); Hogan et al (2014) et al. In the study Hogan et al(2014) a key result is how layers of organizational culture, particularly norms, artifacts, and innovative behaviors, partially mediate the effects of values that support innovation on measures of firm performance. The objectives of the research: to define the organizational culture components and importance for the results of organizational performance; to identify the main factors of business culture that influence the results of the performance; to discuss the stages of implementation of the organizational culture development management plan. Research methodology. To achieve the goal, scientific literature analysis and synthesis methods are used

Experiencing Organizational Change Through the Change Management Simulation: Power and Influence

This resource review describes the web-based Change Management Simulation: Power and Influence by Harvard Business Publishing and discusses its application in both undergraduate and graduate courses. The simulation focuses on personal and organizational change factors that influence the adoption of a sustainability initiative within a manufacturing firm. Students experience leading strategic change in different contexts given the instructor’s ability to assign different authority levels and change urgencies. We provide an overview of the simulation and suggestions for introducing, playing, and debriefing the simulation. We also briefly discuss the strengths and limitations of this supplemental pedagogy.

Identification of Organizational Change Factors in Higher Education Institution (Cases at New Public Universities in Indonesia)

Purpose: The purpose of this study is to determine what factors are most contributing greatly to the change of college organizations that originally private university into the public university, the latent variable used is organizational change. 
 Methodology: The survey was conducted to 128 lecturers at several new public universities located on Java island by using questionnaires as the main data collection tool. The statistical tool used is Confirmatory Factor Analysis (CFA) to confirm the constructs of latent variables.
 Findings: Structure, culture, and resources owned by an organization will be an important factor in shaping institutional change of higher education institution when transformed from private to public. The resource becomes one of the constructs that have the greatest role in the organizational change of higher education institutions.
 Research limitations/implications: This study is limited to the proving of organizational change in the higher education institution only. In addition, it should also be investigated the direction of causality relationship by including other variables such as job satisfaction, organizational performance, and others.
 Practical implications: In this study, organizational changes reflected by changes in structure, culture, and resources must always be considered by conducting regular evaluations by management to identify which factors have a positive or negative impact of changes that occur either on changes in structure, culture or resources.
 Originality/value: This research is testing of constructor model of organizational change variable that uses three main factors namely structure, culture, and resources

Conceptualizing Ethnicity, Justice, and Resistance During Organizational Change

This paper builds on work demonstrating that resistance to change is better conceptualized as resistance to loss and that change or loss has too many different manifestations to be addressed as a single phenomenon (Dent & Goldberg, 1999a; 1999b). Consequently, we explore the loss of justice, perceived through the lens of ethnicity, as a factor in organizational change. Key variables are analyzed within three workplace constructs: change, ethnic culture, and justice, to explore the many dimensions of organizational resistance. It is argued that organizational citizenship behavior (OCB) serves as a useful proxy for resistance - reduced levels of OCB equate to increased resistance. The dimensions of American minorities are conceptualized and explored to challenge theories of workplace resistance. Lastly, to explore the complexity of organizational injustice, interpretations of non-instrumental procedural justice is viewed separately from distributive and interactional (anticipatory) justice. By addressing organizational injustice as one factor in reduced acceptance of change, the study opens the door for a new line of research into the many psychosocial factors that account for performance differences during the organizational change process.

Perceived Organizational Change and its Connection to the Work-Related Empowerment

Aim:The aim of this study is to provide a longitudinal view on factors of organizational change and their association with experienced work empowerment.Background:The hospital under investigation is a specialist one that provides care and treatment for different rheumatic conditions. Methods: All nursing staff (N= 193) was invited to take part in the survey. Data were collected in 2005 and 2006 with a structured questionnaire divided into five parts: background variables, organizational change factors, aspects of work empowerment and factors promoting and impeding empowerment. Computations were done using SPSS 11.5 for Windows.Findings:The respondents rated all the change factors in the same way during the re-structuring process and one year later. The mean ratings given to the statements were quite low (<2.5). Nurses were the professional group which was the least satisfied with the sharing of information and the least confident about the organizational changes. The lack of stress seemed to increase the ...

ERP Diffusion and Mimetic Behaviors

The emergence of enterprise resource planning systems (ERP) has often been presented as one of the main factors of organizational change within companies in the course of the last few years. The neoclassical and socio-rational analyses show that ERP adoption is often a rational choice in that it results from a cost-benefit analysis and indeed an optimization calculation. However, as articulated by Rogers’ analysis (1983), firms are also influenced by information on the attributes of innovation collected from other members of their social environment. The mimetic chains theory provides a better understanding of the reasons why some companies in situation of uncertainty rely more on the positions taken by others than on their own private calculations thus triggering a process of diffusion by imitation.In this article, we try to verify this hypothesis on a sample of French companies. For most of the firms, the perceived benefits determine decision-making, securing competitive advantages and the possibility of adopting a transversal organization. However, for a number of companies in situations of uncertainty as a result of the relative lack of pertinence of the information collected, ERP adoption frequently occurs as a result of mimetic behaviour. Over half the companies surveyed acknowledge being influenced by the decisions taken by the leading companies in their sectors.

Work empowerment in multidisciplinary teams during organizational change

Conducted as part of a project dealing with work empowerment in multidisciplinary teams in a Finnish hospital specializing in providing care and treatment for different rheumatic conditions, this study set out to explore the associations between organizational change factors and perceived work empowerment in a setting where patients with chronic diseases are being cared for by multiprofessional teams. All health‐care professionals working at the hospital under investigation were invited to take part in the survey. Data were collected in 2005 with a structured questionnaire consisting of five parts: background variables, organizational change factors, aspects of work empowerment as well as factors promoting and impeding empowerment. Organizational change factors correlated with work empowerment as well as factors promoting and impeding empowerment. There was little agreement by multiprofessional teams that factors relating to organizational change were present in their work setting. Organizational change factors are important in order to be able to meet the demands by facilitating optimal action during organizational changes. The planning and implementing of organizational changes should be performed in cooperation with personnel throughout the organization at all stages. It would be important to address potential difficulties and try to pre‐empt any problems from the planning stage.

Diffusion of Mental Health and Substance Abuse Treatments: Development Dissemination, and Implementation.

Theory and research regarding the diffusion of innovations and technology transfer have advanced our understanding of how new ideas and technologies are developed, disseminated, adopted, and implemented by individuals and organizations. Although diffusion has been studied in other fields, it is not often applied to mental health and substance abuse treatment. However, findings from diffusion-of-innovations research can assist in bridging research-practice gaps that lead to clients receiving treatments whose effectiveness has not been assessed or to clients not receiving the most effective treatments. This article reviews theory and research regarding the diffusion of innovations and highlights areas for application to mental health treatment, including the transportability of treatments into real-world settings, strategies to disseminate treatments, attributes of treatments that affect their adoption, and organizational change factors that affect implementation.

Success factors of organizational change in software process improvement

The management of organizational change is an essential element of successful software process improvement efforts. This paper describes ten factors that affect organizational change in software process improvement initiatives based on the Capability Maturity Model or the ISO 9000 quality standards. It also assesses the relative importance of these factors and compares the findings with the results of previous research into organizational change in software process improvement. The paper is based on an analysis of published experience reports and case studies of 56 software organizations that have implemented an ISO 9000 quality system or that have conducted a CMM-based process improvement initiative. Copyright © 1998 John Wiley & Sons Ltd

Treating the Parataxic Organization

This article explores the psychodynamics of language and communication in organizational change efforts. The author presents a case example of an intervention from his consulting work that describes the linkages among dialectic skills, childhood development, unconscious interpersonal and group phenomena, and he consultant's use of language. The author suggests that the participants' adroitness in communicating emotions in a group setting is a crucial factor in organizational change. He attempts to show, in theory and practice, why that is true, what the interventionist/consultant needs to know in this regard, and how positive steps may be taken to facilitate change.

MANAGEMENT IN CONTEXT: AN ESSAY ON THE RELEVANCE OF CULTURE TO THE UNDERSTANDING OF ORGANIZATIONAL CHANGE

ABSTRACTThe recent interest in cultural analysis of organizations is based on the belief that organizations have symbolic aspects that affect organizational behaviour. Underlying this research, however, are different assumptions about the nature of symbols and the role they play in organizations. The majority of writers have assumed that symbols perform an expressive function and are used in a type of action they call 'symbolic action’which they contrast with ‘substantive action’. This dichotomy between symbolic and substantive action has resulted in the development of models that assume culture is a causal factor in organizational change, and should be controlled by the management of symbols. In this article, this approach ‐ the management as symbolic action approach ‐ is examined and found to be inadequate. An alternative approach is developed ‐ the culture‐as‐context approach ‐ that assumes all actions have a symbolic aspect, all actions are value‐laden, symbols are meaningful only in terms of their relations with other symbols, and symbols are dispositions to action, not causes of it. The study of culture is seen, then, as the explication of action in terms of the system of symbolic forms ‐ goals, plans, ideas, roles and traditions ‐ that people use to give meaning and order to their experience. This approach is applied to the interactions of the members of the‘Transition Team’in a Bell Telephone operating company preparing for the deregulation of the American Telephone and Telegraph Company, its parent corporation, in 1981. It is demonstrated empirically and explained conceptually that culture leads to a certain class of possible actions which makes certain attempts at change, or reactions to change, probable in a given situation.