Implementation Of Organizational Change Research Articles

Investigating the factors influencing academic staff attitudes toward the formation of a technological university

ABSTRACT The Irish institute of technology sector is undergoing a major restructuring that will culminate in mergers, to form technological universities (TU). It is essential that the perspective of key stakeholders is fully considered throughout this process, in order to facilitate a successful transition. This research investigates the factors influencing attitudes of academic staff toward their institute becoming a TU. A theoretical model was developed, based on the extant literature, and validated using partial least squares structural equation modelling. Academic staff attitudes to the proposed change were found to relate to their sense of organisational commitment and their contribution to teaching and research. Levels of happiness and job satisfaction were also found to influence their sense of organisational affiliation and belonging. Those with greater organisational commitment and a greater research focus were more likely to report a positive attitude to the change. Academic staff with a predominately teaching focus reported a relatively more negative attitude to the change. These findings facilitate the prescription of targeted initiatives to secure stakeholder support, throughout the transition. Staff wellbeing initiatives can improve job satisfaction and cement organisational commitment, positively influencing attitude to the change. Promoting research activity, while reaffirming the importance of teaching, can also serve to promote a positive attitude to the change in status. The unique model presented in this research has the potential to inform stakeholder management in the implementation of major organisational change in higher education both nationally and internationally.

MANAGEMENT OF ORGANIZATIONAL CHANGES AS A DIRECTION OF IMPROVING THE ORGANIZATION'S ACTIVITIES

Today, in the management of organizations, the issue of resistance to changes in the environment and management of changes in the organization's activities remains relevant. The article aims to clarify and generalize theoretical provisions regarding the management of organizational changes in the context of increasing the effectiveness of the organization's activities.
 The theoretical and methodological basis of the work is a set of principles and methods of scientific research: the principle of systematization and theoretical generalization and methods of structural and functional analysis. According to the goal, the task of analyzing scientific approaches to forming a conceptual apparatus for managing organizational changes is set.
 Based on the study, the concept of "organizational change management" was clarified, which is understood as the process of implementing relevant organizational and management transformations, which involves the use of new technologies, tools, and methods of the organization and the management system, in order to ensure the optimization of the organization's activities.
 The key approaches to ensuring organizational changes have been studied. The basis for the analysis was the scientific works of domestic and foreign scientists on the mentioned issues, statistical data on the state of activity of enterprises according to the directions of organizational changes in the dynamics for the period 2019–2020, statistical data on the results of the activities of construction industry organizations in the dynamics for the period 2010–2021 year.
 As a result of the study, positive dynamics regarding the initiation and implementation of organizational changes by industrial enterprises were recorded, the most active spheres (functional areas) of activity were verified, the relevance of the use of organizational change technologies, in particular in construction organizations, was proven, given the lack of mass implementation of organizational changes in their activities.
 A conceptual model of organizational change management has been built based on a systemic approach to ensuring organizational changes, considering the functional areas of the organization's activity. Application of the developed model can have a beneficial effect on increasing the efficiency of organizations.

ПОДХОДЫ К УПРАВЛЕНИЮ ОРГАНИЗАЦИОННЫМИ ИЗМЕНЕНИЯМИ НА ОСНОВЕ РАЗНОУРОВНЕВЫХ ЦИФРОВЫХ ДВОЙНИКОВ

The article deals with the implementation of organizational changes in enterprises in the context of digital transformation processes, which are associated with the active introduction of digital twins at different organizational levels (product, production, organization as a whole). In the context of a multi-level system of digital twins, the authors describe the structure of the relationship between digital twins of different levels and it is noted that the combination of digital product models and digital modeling of production processes within a single digital model leads to the formation of a smart digital production model, which is a reflection of the key stages of the product life cycle. A three-dimensional model of the architecture of a digital enterprise is formed and described, the parameters of which are the levels of business process management, the product life cycle depending on production volumes and the types of resources used.

The effect of re-engineering administrative processes in achieving competitive advantage: An analytical study of the opinions of a sample of workers in the General Company for Iraqi Ports

This study endeavors to ascertain the degree to which re-engineering of administrative operations contributes to the attainment of competitive advantage in the company under investigation. Additionally, this research proposes novel mechanisms to surmount the impediments that hinder the development of performance in the sample company and enhance its overall performance. It is noteworthy that re-engineering of administrative operations is a contemporary approach employed in this regard. The present study involved the implementation of organizational changes within a company located in Basra Governorate. The research community comprised the employees of the company, while the selected ports for the study included Al-Maqil, Abu Flus, Al-Faw, Khor Al-Zubair, and Umm Qasr. The study population comprised of a cohort of 200 individuals who were employed in the aforementioned ports. The study was founded on a robust framework aimed at uncovering the operational strategies of the surveyed departments with the objective of enhancing their efficiency and attaining a competitive edge. Several hypotheses concerning the interplay between the research variables of administrative operations re-engineering and competitive advantage were subjected to empirical testing, and the resulting data was analyzed using statistical techniques. The present study utilized the SPSS software to conduct statistical analysis on data obtained through a questionnaire designed for the purpose of investigating the relationship between re-engineering of administrative operations and competitive advantage dimensions in the selected ports. The findings revealed a significant impact of re-engineering dimensions on the competitive advantage dimensions within the research sample.

Adapting enterprise risk management principles to local government in a developing country

This article seeks to analyze the role enterprise risk management (ERM) theory plays in consequence management (CM) in the South African local government context. We advance the argument that CM, which is regarded as the synchronization of initiatives undertaken to respond and lessen the impacts of a security-related occurrence, has not been fully exploited in the local government set-up. The South African local government has been haunted by service rendering challenges due to a lack of leadership ethics among other maladministration practices (Kroukamp & Cloete, 2018). As such, they have faced some challenges in the adoption of effective, efficient, and economic actions that ensure potential risks and attacks are identified before inflicting damage to the welfare of the citizens. The study adopts a qualitative literature analysis to generate its findings. Findings reveal that the core principles of ERM, like assessment of risks and culture, threat strategic planning and objective setting, risk in implementation, risk information, interaction, reporting, and monitoring ERM performance, have the potential to enhance CM in the context of local government. ERM framework can help municipalities to understand their organizational culture and climate, and the successful implementation and management of organizational change since it provides organizations with effective governance measures such as oversight, structure, and culture that are needed to establish the goals of the organization, the means to pursue them and the ability to understand any associated risks.

ОСОБЕННОСТИ ЦЕННОСТНО-МОТИВАЦИОННОГО И КОГНИТИВНОГО КОМПОНЕНТОВ КОМПЕТЕНЦИИ «ГОТОВНОСТЬ К ИЗМЕНЕНИЯМ» У РУКОВОДИТЕЛЕЙ

Statement of the problem. In the context of global threats and uncertainty, readiness for change becomes not only an important personal characteristic and competence of a manager, but also a key factor in the successful implementation of organizational changes and in the competitiveness of an enterprise [Naumtseva, 2016, Lukhmanova, 2019]. The accomplished nature of all components of this competence: value-motivational, cognitive, emotional-volitional, behavioral and reflexive – is a necessary resource for the introduction of reforms and innovations, or for the successful adaptation of an enterprise in a constantly changing socio-economic context. In this regard, the set of important competence characteristics of a modern manager includes the ability and readiness to use innovative approaches and technologies, both in organizing their own individual style of activity and in optimizing all areas of the enterprise’s activity [Kirillov, 2015]. Such abilities as part of managerial competence are formed due to the cognitive and motivational-semantic aspect within the framework of the newly formed structure, readiness for change. Therefore, it is important to consider the essence of these components and rationalize their impact on the effectiveness of changes, both intrapersonal and organizational. The purpose of the article is to specify the behavioral indicators of the formation of the value-motivational and cognitive aspects of readiness for change and to discuss the features of the value-motivational and cognitive components of the readiness-for-change competence among managers. The theoretical and methodological basis of the study is the general psychological theory of set (D.N. Uznadze), subject-activity approach (S.L. Rubinshtein, B.G. Ananiev, V.A. Krutetsky, K.K. Platonov, etc.), competence-based approach (Yu.G. Tatur, I.A. Zimnyaya, A.V. Khutorskoy, etc.), integrative approach (M.I. Faerman), competence-based approach in managing innovative changes (T.A. Terekhova), innovative approach (L.A. Zhuravlev), psychological readiness for innovation (S.R. Yagolkovsky, O.V. Sovetova, M.I. Kiloshenko, E.V. Ivanova, V.E. Klochko, O.M. Krasnoryadtseva), and works devoted to psychological problems and mechanisms of formation of readiness for activity (M.I. Dyachenko, L.A. Kandybovich, R.D. Sanzhaeva, O.V. Makhova). The study involved 150 employees of a group of companies in the IT/Telecom sphere in Krasnoyarsk. The California Personality Inventory (CPI) and the Schwartz personal values questionnaire were used for assessment. Statistical data processing included a comparison of samples and an analysis of the interdependence of characteristics. Research results. The main results of the study are the obtained characteristics of the formation of the value-motivational and cognitive components of the readiness-for-change competence in the following categories: top management, middle management, and specialists. It is noted that in order to develop the readiness-for-change competence, managers need to work with such values ​as stimulation and independence, which activate the internal motivation of creativity and the desire for novelty both at the personal level and at the level of the corporate environment. The cognitive component is quite well developed in specialists, middle-level managers, and top managers. This indicates, on the one hand, that talent acquisition is performed in accordance with the established requirements for the position, and on the other hand, that the professional competences are developed in the process of performing work tasks. However, for middle-level managers and top managers, the flexibility scale (Fx) requires development, while this is not necessary for specialists as part of their regulated activities. Conclusion. One of the psychological and pedagogical prerequisites for the development of the readiness-for-change competence in managers is the development and implementation of a corporate training program that would stimulate development of the individual components of the readiness-for-change competence and the competence as a whole.

From imitation to innovation: examining the technology-related change process in a transitioning Chinese economy

This article examines a technology-related change process in a transitioning Chinese economy by identifying the pressures for deinstitutionalization and the moderating factors that affect a practical example of its implementation. The analysis is underpinned by the Cunningham (2002) model of organizational change, and the study focuses on the case of ANTA Sports Products Ltd., a Chinese sporting goods manufacturer undergoing an organizational change from imitation to innovation. Data were gathered from official and semiofficial documents and four semistructured interviews. The main findings are as follows: (1) a glut of low-end products, Chinese consumers’ positive technology readiness and growing sense of Chinese patriotism, and internal political pressures were particular stressors for ANTA; (2) tax preferences provided ANTA with a strong motive to promote its change process, while weak intellectual property rights and institutional protections had the opposite effect; and (3) ANTA’s access to affordable resources, the CEO’s determination, the elimination of the alternative, and the dependence upon consumers for resources ensured its successful implementation of organizational change.

Employees’ experiences of change management in the implementation of a performance management system

Orientation: Success in the implementation of a performance management system in an organisation is underpinned by the way a strategic change initiative is effectively managed across all organisational levels.Research purpose: This study explored how employees experienced change management in the implementation of a performance management system.Motivation for the study: Research on the impact of change management on employees in the implementation of performance management systems in organisations is limited, particularly in the South African context, which served as motivation for this study.Research approach, design and method: A qualitative study was employed using semi-structured interviews to collect data from nine participants, selected through purposive sampling. Data were analysed by thematic analysis.Main findings: The study confirmed that the implementation of organisational change affects both employees (cognitively, emotionally and somatically) and leaders (leadership style as defence against change anxiety). Therefore, the preparation, participation and empowerment of and communication with employees, over the entire change process value chain, are crucial for effective implementation of a performance management system.Practical/managerial implications: The study highlights factors that leadership teams and change managers need to consider when introducing change initiatives.Contribution/value-add: This study adds to the knowledge base about the impact of the management of change during the implementation of a performance management system. It thereby highlights the importance of working with participants’ lived, authentic change experiences towards ensuring that change management serves as an anchor and container during system implementation.

Readiness for Organizational Changes of Employees of Simulation Centers in Russia

The article presents the results of a study of the readiness to implement organizational changes for employees of simulation centers in Russia.To study the readiness for the implementation of organizational changes of employees of simulation centers in Russia, the D. Holt questionnaire (“Readiness for organizational change”) adapted by E. Naumtseva was used. The study involved employees of simulation centers from 15 Russian cities (Nizhny Novgorod, Moscow, Krasnoyarsk, Vitebsk, Tver, Kaliningrad, Rostov-on-Don, Khabarovsk, Ryazan, Yekaterinburg, Cheboksary, Orenburg, Perm, Omsk) (N=39) .

Implementation of Smartphone Systems to Improve Quality of Life for People With Substance Use Disorder: Interim Report on a Randomized Controlled Trial.

BackgroundResearchers have conducted numerous studies seeking to understand how to improve the implementation of changes in health care organizations, but less focus has been given to applying lessons already learned from implementation science. Finding innovative ways to apply these findings efficiently and consistently will improve current research on implementation strategies and allow organizations utilizing these techniques to make changes more effectively.ObjectiveThis research aims to compare a practical implementation approach that uses principles from prior implementation studies to more traditional ways of implementing change.MethodsA total of 43 addiction treatment sites in Iowa were randomly assigned to 2 different implementation strategies in a randomized comparative effectiveness trial studying the implementation of an eHealth substance use disorder treatment technology. One strategy used an adaptation of the Network for the Improvement of Addiction Treatment (NIATx) improvement approach, while the other used a traditional product training model. This paper discusses lessons learned about implementation.ResultsThis midterm report indicates that use of the NIATx approach appears to be leading to improved outcomes on several measures, including initial and sustained use of new technology by both counselors and patients. Additionally, this research indicates that seamlessly integrating organizational changes into existing workflows and using coaching to overcome hurdles and assess progress are important to improve implementation projects.ConclusionsAt this interim point in the study, it appears that the use of the NIATx improvement process leads to better outcomes in implementation of changes within health care organizations. Moreover, some strategies used in this improvement process are particularly useful and should be drawn on more heavily in future implementation efforts.Trial RegistrationClinicalTrials.gov NCT03954184; https://clinicaltrials.gov/ct2/show/NCT03954184

Leadership behaviors and human agency in the valley of despair: A meta-framework for organizational change implementation

For organizational leaders, implementing change in a workplace means influencing employees to do something new or behave differently. For employees, implementing a change at work requires detaching from familiar routines and social systems, learning and practicing the change, and imagining a future in which the change is valued by the organization. As they apply their agency to implement change, employees may experience loss, uncertainty, and frustration that manifests as despair, which can jeopardize the change process and its outcomes. We assemble a meta-theoretical framework using human agency theory, the Valley of Despair model of organizational change, and Full-Range Leadership Theory to explore ways that leaders' behaviors relate to employees' agentic orientations and behaviors during the implementation phase of the organizational change process. Taking both organizational change leaders' and employees' perspectives into account, the theory derived from our meta-framework argues that leaders' behaviors can shape employees' agency and their behaviors during the implementation stage of change in two important ways: 1) certain leader behaviors are likely to prime agentic orientations that facilitate changing, and 2) certain leader behaviors may help to mitigate employees' despair, enabling the firm to derive value from employees' change implementation behaviors.

Organizational Change and Librarians’ Attitudes in Special Libraries

Sustainable development and change are matters of survival for libraries. This study assesses the opinions of the staff of Greek Special Libraries concerning effective participation in the adoption and implementation of organizational change in order to achieve sustainable development. The research investigated attitudes concerning the content and type of the change, the change process, leadership support together with the individual characteristics of the employees. In addition, the importance of lifelong learning and staff development in special libraries were examined in achieving organizational change. Survey findings revealed that employees must be convinced that the organizational changes should be beneficial for them and change agents are committed to adoption of organizational changes.

Stochastic analysis of dynamics the strategic compliance of company Aeroflot

The use of traditional SWOT-analysis in a dynamic and uncertain external environment does not allow to reasonably form the company’s strategy based on assessments of the state of strengths, weaknesses, opportunities and threats. The reason is that the static assessments of the current state of internal and external factors, obtained from experts, are used to develop a long-term strategy, the implementation of which requires the implementation of organizational changes. The article proposes a new approach to strategic analysis, which consists in evaluating the dynamics of the strategic compliance of factors, taking into account the dispersion of expert opinions (SSMD-analysis). The basis of the algorithm for calculating the final evaluations is the method for determining the optimal intensity of strategic changes. Using the SSMD-analysis methodology based on public data for 2015–2020, an examination of the strategic compliance of factors of the external and internal environment of Aeroflot as of 2020 was conducted. It is concluded that the most relevant direction of the company’s development in 2020 was the accelerated replacement of leased aircraft with its own aircraft. The proposed method makes it possible to assess the dynamic portrait of the company’s interaction with its external environment in conditions of information uncertainty.

A Change Management Approach with the Support of the Balanced Scorecard and the Utilization of Artificial Neural Networks

Artificial Intelligence (AI) has revolutionized the way organizations face decision-making issues. One of these crucial elements is the implementation of organizational changes. There has been a wide-spread adoption of AI techniques in the private sector, whereas in the public sector their use has been recently extended. One of the greatest challenges that European governments have to face is the implementation of a wide variety of European Union (EU) funding programs which have evolved in the context of the EU long-term budget. In the current study, the Balanced Scorecard (BSC) and Artificial Neural Networks (ANNs) are intertwined with forecasting the outcomes of a co-financed EU program by means of its impact on the non-financial measures of the government body that materialized it. The predictive accuracy of the present model advanced in this research study takes into account all the complexities of the business environment, within which the provided dataset is produced. The outcomes of the study showed that the measures taken to enhance customer satisfaction allows for further improvement. The utilization of the proposed model could facilitate the decision-making process and initiate changes to the administrational issues of the available funding programs.

Staff adjustment potential in corporate cultures of different types

Introduction. The corporate culture, as the basis of organizational behavior, is seen a modern management tool, which can improve management. Aim: to establish the relationship between the type of corporate culture and staff adjustment to organizational innovations. Methods. L. Konstantinov Corporate Culture Type, A. Rean Achievement and Avoidance Motivation; Personal Readiness for Change (Rodnik, Heather, Gold, Hal, adapted by N. Bazhanova and G. Bardier) as well as correlation analysis (Statistica 10). Results. The authors have analyzed the opposite types and leading characteristics of corporate culture («open» and «closed» types), found the distinctive tendencies of staff motivation and readiness for change and the relationship between the corporate culture type and staff adjustment capabilities. Conclusions. The staff of organizations with the open type of corporate culture, compared to the staff of the closed-corporate-culture organizations had greater adjustment capacity to innovations. Effective implementation of organizational changes should be based on the characteristics of corporate culture, managers' creativity, careful planning, and assessment of potential risks and staff resistance to change.

Patient Experience in Pancreas-Kidney Transplantation-A Methodological Approach Towards Innovation in an Established Program.

Simultaneous pancreas-kidney transplantation (SPKT) leads to increased survival and quality of life, and is an alternative treatment for insulin-dependent diabetes mellitus and end-stage kidney disease. Due to the particularities of this population (often with multiple comorbidities) and of the surgery (only performed in a few centers), a comprehensive analysis of patients’ experience along the SPKT process is crucial to improve patient care and add value to this procedure. Therefore, we applied a systematic and iterative methodology with the participation of both patients and professional teams working together to explore and identify unmet needs and value-adding steps along the transplant patient journey at an established pancreas transplant program. Four main steps (to comprehend, to explore, to experiment and to assess) led to several interventions around three major areas: Administration and logistics, information and communication, and perceived quality of assistance. As a result, both displacements to the hospital for diagnostic purposes and the time delay involved in joining the patient waiting list for transplantation were reduced in parallel to the administrative procedures. In conclusion, the methodological implementation of key organizational changes has great impact on overall patient experience. Further quantitative analysis from the patient’s perspective will consolidate our program and may add new prototype service design components.

The State of the Organizational Culture of Industrial Clusters in the Region

Introduction. The study of organizational culture of Russian companies as a tool of improving production efficiency has been actively carried out since the beginning of the XXI century. In this regard, the study of diagnostics of new characteristics of the organizational culture of enterprises and the prediction of their responds to changes in the external environment and management systems is an topical task. The aim of the article is to carry out sustainability diagnostics of industrial enterprises of the Republic of Mordovia based on new characteristics of organizational culture, as well as to determine the factors that have an impact on various socio-demographic groups involved in the clusters of the industrial enterprises. Materials and Methods. The study was conducted in 2019 using the expert evaluation method in accord with the adapted OСAI methodology. In the study 458 respondents of 7 industrial enterprises of the Republic of Mordovia were interviewed. The obtained expert evaluations were arranged and generalized in the framework of two groups of industrial clusters of the Republic of Mordovia. The clusters differed from each other by the types of their production and the number of employees. Results. The study shows that the economic and administrative-management status of the region have a major impact on the current organizational culture of the industrial enterprises. It was found that the current profile of organizational culture of the enterprises has not achieved a balance ensuring most favorable conditions for sustainable development. The desired profile of organizational culture of the regional enterprises shows the aspiration of employees, regardless of their job positions, to achieve the balance state. The study has revealed that administrative and management personnel are more stressed than production personnel due to the responsibility for the current and future state of the enterprise. Discussion and Conclusion. The research analyzes the influence of the specifics of the industrial activities of enterprises on achieving a balanced state of organizational culture as a condition for sustainable development. It shows that the development of organizational culture of industrial enterprises is affected by major regional influence consisting of a set of factors that characterizes the state of the economy, the regional labor market and the administrative management of the region. The implementation of organizational changes leading to an increase in the efficiency of the industrial activities of enterprises can be carried out on the basis of the results of this study. The article can be used by the heads of industrial enterprises of Mordovia to map an integral program for the development of the regional enterprises as efficient and fully-fledged participants of market economy.

Anal cancer in Sweden 2015–2019. Implementation of guidelines, structural changes, national registry and early results

Background Squamous cell cancer of the anus is an uncommon malignancy, usually caused by human papilloma virus (HPV). Chemoradiotherapy (CRT) is the recommended treatment in localized disease with cure rates of 60–80%. Local failures should be considered for salvage surgery. With the purpose of improving and equalizing the anal cancer care in Sweden, a number of actions were taken between 2015 and 2017. The aim of this study was to describe the implementation of guidelines and organizational changes and to present early results from the first 5 years of the Swedish anal cancer registry (SACR). Methods The following were implemented: (1) the first national care program with treatment guidelines, (2) standardized care process, (3) centralization of CRT to four centers and salvage surgery to two centers, (4) weekly national multidisciplinary team meetings where all new cases are discussed, (5) the Swedish anal cancer registry (SACR) was started in 2015. Results The SACR included 912 patients with a diagnosis of anal cancer from 2015 to 2019, reaching a national coverage of 95%. We could show that guidelines issued in 2017 regarding staging procedures and radiotherapy dose modifications were rapidly implemented. At baseline 52% of patients had lymph node metastases and 9% had distant metastases. Out of all patients in the SACR 89% were treated with curative intent, most of them with CRT, after which 92% achieved a local complete remission and the estimated overall 3-year survival was 85%. Conclusions This is the first report from the SACR, demonstrating rapid nation-wide implementation of guidelines and apparently good treatment outcome in patients with anal cancer in Sweden. The SACR will hopefully be a valuable source for future research.

ОСОБЕННОСТИ ФОРМИРОВАНИЯ ЛОГИКИ СТРАТЕГИЧЕСКОГО УПРАВЛЕНИЯ ИЗМЕНЕНИЯМИ В ОРГАНИЗАЦИИ

The article considers an approach to the formation of the logic of strategic change management in an organization in the phases of identifying a weakly limited managerial problem, applying a scenario approach to form strategic alternatives, choosing a strategy and approach to conducting organizational change, as well as a strategy for implementing change on a given strategic planning horizon. The application of theoretical tools used to identify the problem, design and implementation of organizational change is discussed, general conclusions and recommendations are prepared.

THE ROLE OF A LEADER OF ORGANIZATIONAL CHANGES MANAGEMENT IN THE ENTERPRISE

In their activities, enterprises are under the influence of external environmental factors, which requires managers to develop and implement appropriate actions. It has proven that the effective functioning of the organization is impossible without stable development, the main element of which is the process of managing organizational changes. That is why, there is a need to make appropriate management decisions, which include the implementation of organizational changes. The article reveals the role of a leader of organizational changes management in the enterprise. The interpretation of the concepts of "leadership" and "management" by Ukrainian and foreign scientists is given, common and different between them are established. Theoretical and practical approaches to the development of leadership in enterprises are analyzed. Models of organizational changes management and the possibilities of their application in enterprises are presented. Six tasks are presented, which management solves when implementing organizational changes, each of which requires a special management style. The role of the manager-leader in organizational change is investigated and how his experience affects in the vision how to deal with change in order to obtain a successful result. It was established that the leader's authority is important for successfully overcoming resistance to organizational changes, in particular, his informal influence on the team