Strategic Change Management Research Articles

МЕТОДОЛОГИЯ СТРАТЕГИЧЕСКОГО УПРАВЛЕНИЯ ИЗМЕНЕНИЯМИ В КОНТЕКСТЕ СОВРЕМЕННЫХ ВЫЗОВОВ И ВОЗМОЖНОСТЕЙ ЭКОНОМИКИ

The purpose of the study: to consider the theoretical and methodological aspects of strategic change management in the context of modern challenges and opportunities of the economy. The relevance of the study lies in the fact that today changes are an inseparable feature of modern business. The purpose of the change management process in economic systems of different levels is to identify an approach that allows you to quickly and effectively respond to possible changes, as well as control all stages of the process to improve the efficiency of operation. The subject of the study is the system of change management in the activities of economic systems of various levels. Research methodology: the methodological and theoretical basis of this study the works of both Russian and foreign researchers devoted to the problems of strategic planning, change management, as well as management of economic sys-tems of different levels and strategy formation. Justification of the results of this study is provided by using the provisions of the general theory of management and the system approach. Research results: the existing types of changes in modern organizations, change management methodologies are considered. It was proved that with the help of strategic planning economic systems of different levels get a clear direction of their development, based on the long-term concept of mobilizing the available resources, technologies, abilities and competencies. In this regard, principles of change management system have been proposed, and approaches to the strategic management of changes in modern conditions have been developed.

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.

Measuring the Organizational Change Maturity of Chilean Companies.

This research presents the Strategic Change Management index, an indicator measuring the level of maturity of organizations to address processes of organizational change. At present, there is no other available indicator that fulfills this function. The index is built using the information provided from an instrument (questionnaire) specially created for this purpose. The instrument was applied to a sample of 151 companies, mostly Chilean. Studies about reliability (Cronbach’s α, hierarchical ω coefficients, among others), and instrument validity (second-order confirmatory factor analysis and retrospective validity) are presented. These studies show that the instrument has good psychometric properties. The results show that the degree of maturity of the companies comprising the sample to face change processes is low: 87% of the companies have a basic, initial, or amateur level of maturity; 13% have a professional level; and only one company had an expert level. More validity studies are required. However, the absence of a similar available instrument restrains the realization of more in-depth validity studies at this time.

Hitting the procurement trifecta : How FHLB San Francisco transformed and aligned procurement, risk and diversity in the middle of a pandemic

Procurement transformations involve a strategic review and realignment of an organisation’s procurement function to address critical operational gaps. This paper focuses on the execution of such transformation activities within a heavily regulated financial services organisation that faced several internal and external gaps. Gaps included a heavy reliance on suppliers to maintain critical operations, increased regulatory oversight and a lack of standardisation and organisational integration within the procurement function needed to service internal customers. A successful transformation for such an organisation required a focus on three primary pillars (workstreams): procurement, supplier diversity and supplier risk. Each workstream addressed a unique set of challenges and, as such, were carried out independently; however, the interrelated nature of these challenges called for strong planning, shared resources and parallel efforts. The results of the initial gap assessments showed a need for procurement team right-sizing (in terms of resources and role definitions), a revision of core policy and standard operating procedures, and a re-evaluation of the technologies that supported both procurement operations and regulatory reporting/compliance. The transformation, embodied by the three pillars above, addressed each of these gaps. This transformation began the reimagining of the procurement function but work in this space is ongoing. Requirements around third-party risk management, supplier diversity and the regulatory landscape will continue to shift and evolve. Regular monitoring of the effectiveness of this transformation must be conducted, and strategic pivots and change management efforts must be undertaken to ensure long-term success.

Implementing Co-Creation as a Policy Norm in Sweden — Steering Strategies for a Robust Municipal Organisation

Abstract Building upon findings from a strategically selected case study of a pioneering Swedish municipality, Jönköping, a participant in a Horizon2020 project on co-creating public service innovations in Europe (CoSIE), this paper illustrates how local municipalities may take a systemic approach to creating the necessary conditions for sustainable co-creation and assesses whether this illustrates an ongoing paradigmatic shift in service management and culture. The strategic change management efforts in adapting a public sector organisation to a co-creation culture, are assessed against a normative theoretical framework for such a transformative change (Finansdepartementet 2018; Torfing et al, 2016;). The study employs the concept of co-creation to highlight the paradigmatic shift in the approach to citizens as service end users from passive clients to active citizens with resources and capabilities to exert an impact on service design, delivery, and value creation. Th e article offers new insights into how a robust organisation may be moving towards a new public administration paradigm that accommodates co-creation, and especially how a new approach to management based on trust may be strategically implemented as a key factor in facilitating systemic change (Torfing et al, 2016). Against the background of a significant shortage of studies exploring how conditions for such a transformative change are created at different system levels, the article examines a longitudinal real-time study and illustrates new management approaches, strategies, and tools used. The study also contributes a normative framework to explore a shift to more trust-based steering and a more nuanced explanation of an ongoing managerial shift towards a ‘co-creation’ paradigm. It argues that achieving trust-based steering has major potential to facilitate a co-creation culture but that a paradigmatic shift towards such a culture requires congruence in discourses and actions on different system levels and a major transformation of approaches, roles, and relationship dynamics between senior and first-line management.

The Management of Strategic Change in the Municipal Public Library

The Management of Strategic Change in the Municipal Public Library

The Management of Strategic Change in the Municipal Public Library

The Management of Strategic Change in the Municipal Public Library

Mahem Entertainment Society: strategic alternatives and change management

Learning outcomes Teaching objectives: to help students review entertainment service and its ecosystem; to discuss leadership anxiety during change management and organizational development; to understand organizational diagnosis while initiating change management exercise; and to compare various strategic alternatives and the implications of selecting an option. Case overview/synopsis This case narrates dilemma of Krishna Goenkar, a management consultant entrusted to revisit strategic orientations of Mahem Entertainment Society (MES). Mahem is a fictitious state in the west coast of India. MES had been created by the Government of Mahem as a regulatory body to promote the state as a world class destination for entertainment. Public interest guided the organization, as it was a government instituted body. Hence, Goenkar had twin challenges. Firstly, what strategic initiatives should he propose to scale up the operations in spite of the given organizational constraints? Secondly, how to scale up and diversify if required, with minimal resistance? The case would help students get familiarized with entertainment domain, service ecosystem and challenges of driving strategic change in public utilities, especially in Indian and emerging market context. Complexity academic level This case is suitable for graduate-level programme in marketing management. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 8: Marketing.

Design, development and implementation of the virtual, coordination, access, referral and escalation service in western New South Wales.

People in rural and remote New South Wales experience avoidable admissions, limited access to skilled clinicians and commonly travel >400km to access specialist services within the district and >700km for tertiary services outside. Iterative use of New South Wales Health redesign methodology in the period 2015-2020. Western New South Wales Local Health District is geographically the largest Health District within New South Wales and includes disadvantaged communities. Virtual Coordination Access Referral Escalation is an audio-visually enabled transport, patient flow and clinical advice unit established in 2006 to support patients and clinicians at 35 small, rural and remote hospitals. Right care, right place and right time by the right team the first time. Care delivery close to home and 'on country'. Safe and cost-effective transport. Performance measures to support quality, safety and clinical outcomes. Improving the human experience. Cycles of strategic planning, innovation, productive partnerships, change management and human systems development. Virtual Coordination Access Referral Escalation critical care telehealth more effectively supports rural and remote health care across large distances. Improvements include expanded/redefined management and nursing roles, integration of dedicated critical care emergency medicine specialists within the service, delegated authority to accept transfers, upgraded technology, 24-hour service provision and a central 'Virtual Support' proactive outreach model.

Influence of Strategic Change Management on the Performance of County Development Projects in Meru County, Kenya

Purpose: The purpose of the study was to establish the influence of strategic change management on performance of county government development projects in Meru County, Kenya.
 Methodology: The study adopted descriptive design. The target population of the study were 139 respondents comprising 9 sub-county departmental heads, 65 project management committee members, 20 county chief officers and 45 members of county assembly. A sample size of 103 respondents were drawn from the population to participate in the study. The main research tool was questioners. The data was analyses using SPSS. Descriptive statistics mainly percentages and frequency distribution were used for data presentation. Analysis of variance (ANOVA) was used to establish the level of statistical significance of difference between the observed and expected values. Regression analysis was used to estimate the model coefficient while Pearson coefficient of correlation was used to establish the strength of relationship among the variables. Test of hypothesis was also carried out.
 Results: After carrying out regression analysis, the research indicated that leadership was found to be statistically significant in explaining performance of county governments development projects since a unit change in leadership caused 0.488 units change in performance of county governments development projects as indicated by regression coefficient. The findings further revealed that there exists a positive and significant relationship between leadership and performance of county governments development projects (r = 0.339; p value < 0.05).
 Unique contribution to theory, policy and practice: It’s recommended that the county government should recruit competent managers to enhance performance of the county development projects. Further, management of county should be include all professionals from all the communities in Kenya

Human Capital Management in the Cloud: Best Practices for Implementation

The migration of Human Capital Management (HCM) systems to cloud-based platforms has emerged as a transformative strategy for organizations seeking to enhance their workforce management capabilities. Cloud-based HCM solutions offer scalability, flexibility, and cost-effectiveness, enabling organizations to streamline HR processes, improve data accessibility, and leverage advanced analytics. This paper explores the best practices for implementing cloud-based HCM systems, emphasizing strategic planning, stakeholder engagement, data security, and change management. Through a comprehensive literature review and analysis of case studies from diverse industries, the study identifies critical factors that contribute to successful HCM cloud implementations. Additionally, the research addresses common challenges such as data migration complexities, integration with legacy systems, and ensuring user adoption. The findings underscore the importance of a structured implementation approach, continuous evaluation, and leveraging vendor support to maximize the benefits of cloud-based HCM solutions. Future research directions are proposed to further refine implementation frameworks, incorporating emerging technologies like artificial intelligence (AI) and machine learning (ML) to enhance HCM functionalities. The insights provided aim to equip HR professionals and organizational leaders with the knowledge to effectively transition to cloud-based HCM systems, thereby fostering a more agile, efficient, and engaged workforce.

Pedagogical Triage and Emergent Strategies: A Management Educational Program in Pandemic Times

This paper explores the post-pandemic strategic reorientation of a master in leadership and change management, investigating the conditions for its success and the side effects. The Master, which is part of the Defense Education Enhancement Plan recently approved by the Italian Ministry of Defense, led in partnership by the Center for High Defense Studies and the University of Salerno, aims at developing strategic leadership and change management competencies. The virtualization of the project work sessions that was caused by the pandemic emergency produced unexpected consequences that led the master directors to refocus the program as regards its format and method. The case-study, based on direct observation, unstructured interviews, and analysis of written documents and recorded audio, corroborates the literature regarding the emerging innovative, learner-centered approaches in management education, showing the effectiveness of an integrated educational approach based on traditional in-presence lectures, as well as experiential and project-based learning. It shows how the adjustments devised to cope with the consequences of teamwork virtualization proved to be synergistic, delivering positive outcomes in terms of participants’ satisfaction, learning, and impact. Future research avenues and practical implications are also highlighted, with a focus on the internal and external conditions for successful project-based learning in a distance learning environment.

Assessing the determinant of strategic change management the case of AWI zone, Ethiopia

The study was aimed to assess the factors that determine strategic change management in Awi zone civil service office Administration. It used primary data and sample size was determined to be 338. The study found out that communication, organizational setting, employee readiness, stockholders involvement and environment are significant variables (at 5% significance level) in determining strategic change management and it's their coefficient were 0.402, 0.068, 0.072, 0.358 and 0.142 respectively. The study also found out that there was no team work among worker level employees in line with change, employees were not mentored by experienced managers. So, the study concluded that communication, top leadership support, environment, stakeholders’ involvement, employee's readiness and organizational settings had the greatest effect on strategic change management in the Zone. So the study recommended that any responsible stockholder should adopt continuous staff training, create awareness, enhance a sustainable change management plan, hire competent managers, create staff empowerment and rewarding system, enhance job rotation as well as set and review organizational goals which might enhance its employees be readiness for change.

Human resources development assessment planning program and bureaucratic reform management on the performance of government organization

The purpose of this study is to analyze the assessment of Human Resources Development (HRD) Planning on the Government Organization Performance through Bureaucratic Reform Management. The Government Organization tasked with preparing public goods/services must be able to provide certainty of their performance capacity as an organization that is professionally organized and is non-excludability in providing an adequate level of service. This research is based on the performance of Government Organization that have not been maximized. The method used is the Second Order Structural Equation Modeling analysis method. The research results showed that HRD Planning had a significant influence on Organization performance through Bureaucratic Reform Management. Tests on the research model simultaneously proved that the model was fit with the fulfillment of all model fitting sizes indicated by the value of GFI = 0.925, CFI = 0.927, RMSEA = 0.075, and CMIN / DF = 1.995. The findings of this study prove that HRD Planning has a significant effect on Organization performance through Bureaucratic Reform Management. Based on these findings, the right strategy to strengthen Organization performance can be done by improving aspects of HRD Planning. Also, there is a need to pay attention to the management of strategic change by being more responsive and adaptive to environmental changes and HRD Planning.

Strategic change: the impact of senior foreign managers, firm size and uncertainty avoidance

PurposeThis study aims to examine how senior foreign executives in a top management team catalyse strategic change in firms that originated from emerging markets (EMs). It further examines the moderating effects of organisational size and uncertainty avoidance (UA) on the positive relationship between senior foreign manager and strategic change in an organisation.Design/methodology/approachThe panel data econometrics and multilevel analyses were adopted to run the model. The author tests hypotheses on 263 emerging market firms (EMFs), originating from nine EMs.FindingsEmpirical results reveal that senior foreign managers are active agents who can promote and implement strategic change in an organisation. They possess a different set of values, knowledge and experiences that can trigger strategic change. In addition, firm size and UA weaken the relationship between senior foreign manager ratio and strategic change of a firm..Practical implicationsThis study indicates that recruiting committees of EMFs should consider hiring senior foreign managers to foster a higher degree of strategic change. Nevertheless, firm size and UA may impose implementation difficulties for senior, foreign managers. As a result, the focal firm should be flexible and open to change.Originality/valueThis study aims to contribute to strategic change and top management team internationalisation literature by promoting the role of senior foreign managers and national culture on strategic change.

Strategic change management at CUNIX infotech

Highly effective are those organizations that have managed changed and that too with a strategy being the governing light for the change management. Due to lean market growth and saturated business scenarios or just a complaisance over time are just a few reasons why change is required and in this case study we look at a change strategy that has led the organization to a 22%+ revenue growth consistently year on year. This is just a proof that change well thought of a better implemented strategically can definitely yield good results.

Models of Change in Organizations: The Case of XYZ Construction

Purpose: The objective of this paper is to present the understanding and application of models of change in organizations. It also highlights the importance of strategic change within firms and analyses planned and emergent models of strategic change management. Design/Methodology/Approach: The paper is mainly focused on secondary data and analysed the XYZ construction, which is a multinational organization in UK that serves for major construction projects, and has implemented different models of change in an efficient manner. Findings: In the paper, Force Field Analysis (FFA) and change kaleidoscope were discussed in relation to the case of XYZ construction. In the case of XYZ construction, management development and organization change were two activities linked together which brought success. Practical Implications: Certainly, in order to have competitive advantage in today’s dynamic marketplace, change models and tools must be implemented in organizations. The study offer new insights and transferability for practitioners involved in managing strategic change. Originality/Value: This paper offers value for managers to analyse their strategic tools continuosly, and propose necessary changes to improve their performance.

Strategic Change Management in International Non-Profit Organisations: Comparative Study

Non-profit organisations (NPOs) play a critical role in society’s political and socio-economic development as more cost-effective, flexible and less bureaucratic surrogates for governments. This paper focuses on the management of strategic change in this rarely researched sector. The study critically reviewed the management of strategic change in a regional inter-governmental organisation and a regional non-governmental organisation. It investigated how change was previously managed and assessed the impact of the respective change management initiatives on the strategic direction of the organisations. The study also carried out a comparative analysis of change management strategies in the two organisations highlighting what worked well in one organisation that might not have worked well in the other and vice versa. Finally, it considered how change can best be managed in future in these and other similar organisations. The study utilised a case study approach and adopted an inductive stance resulting in general conclusions and recommendations being drawn on future change management in the organisations based on the researcher’s empirical observations taking a ‘phenomenological’ approach. The study revealed some striking similarities just as there were acute disparities in the manner strategic change was managed in both organisations. The conclusion from this study is that the NPOs do not follow any specific model of change as espoused in the literature although some aspects of the models could be retroactively applied. This suggests that non-profits have a lesser motivation to adopt and implement change instantly and apply the change models that would be efficiently and effectively applied to commercial enterprises which may be due to the lack of profit motive in this sector. The overall implication is that there is great potential for NPOs to ‘borrow’ and customize some proven strategic change management practices which have resulted in improved performance and attainment of desired results in the private sector and in some NPOs internationally as attested to by this study. Keywords: Strategic change management, international development organisations, non-profit organisations DOI: 10.7176/EJBM/12-14-09 Publication date: May 31 st 2020

La simulación como herramienta para facilitar el cambio en las organizaciones sanitarias

ObjectiveTo describe the use of simulation as a tool to support the strategic management of change in the Cantabrian Regional Health Service in Spain. MethodsA working group was created to: 1) define the strategic areas of innovation and change; 2) establish criteria for the selection of proposals that can be addressed with simulation; 3) analyse and select the proposals; 4) design and implement the simulation programs, and 5) evaluate results. ResultsThe constantly changing needs of the regional health system enabled 6 strategic areas to be identified during 2017-208: 1) efficient use of resources; 2) implementation of health plans of interest in the community; 3) patient safety improvement; 4) management of health personnel; 5) development of new professional skills, and 6) selection and implementation of new technology. ConclusionsClinical simulation is a useful tool to promote innovation strategies in healthcare, facilitating the adaptation of professionals and patients to change.

Strategic Change in the Enterprise: Foresight and Management

Mobility, flexibility for a change and innovations implementation are key features of small and medium-sized enterprises. However, unstable external and internal environments require developing more complex and sophisticated management systems of the enterprise. The authors see management carried out according to changes as the optimum for small and medium-sized enterprises. It is certain managerial decision-making and implementation machinery for adequate management decisions, which helps provide insight of future trends of organization’s development, what, in its turn, ensures economic stability and sustainability of organization’s development. Strategic change management includes evaluation and monitoring of indicators in areas of enterprise activity. The authors provide a matrix of criteria and economic performance of private strategies. In order to foresee and manage strategic change a dynamic model for strategic change management is given and represented in a table and a graph. Foresight involves creating an enabling area which is formed through changes in external and internal environments. Management involves evaluation of initial condition of strategic changes implementation and setting necessary actions and processes to reach an enabling area. This survey is theoretically and practically important as methodology and tools for successful foresight and management of strategic changes is devised.