Organizational Change Management Research Articles

Enhancing manufacturing productivity: A review of AI-Driven supply chain management optimization and ERP systems integration

This abstract delves into the realm of manufacturing productivity enhancement through the review of AI-driven supply chain management (SCM) optimization and Enterprise Resource Planning (ERP) systems integration. As industries strive for operational excellence, the convergence of artificial intelligence (AI) and supply chain management emerges as a transformative force in driving efficiency, agility, and competitiveness. Through a comprehensive analysis, this abstract examines the synergistic relationship between AI-driven SCM optimization and the integration of ERP systems, elucidating their collective impact on manufacturing productivity. AI-driven SCM optimization encompasses a spectrum of technologies and methodologies, including predictive analytics, machine learning, and autonomous decision-making systems, aimed at optimizing various facets of the supply chain, from demand forecasting and inventory management to production planning and logistics optimization. By harnessing the power of AI, manufacturers can enhance forecasting accuracy, reduce lead times, optimize inventory levels, and mitigate supply chain disruptions, thereby improving overall productivity and customer satisfaction. Integration of ERP systems plays a complementary role in manufacturing productivity enhancement by providing a centralized platform for data management, process automation, and cross-functional collaboration. Through seamless integration with AI-driven SCM optimization tools, ERP systems enable real-time data exchange, actionable insights, and end-to-end visibility across the supply chain, facilitating informed decision-making and agile response to dynamic market conditions. Drawing insights from case studies and industry examples, this abstract highlights best practices, challenges, and emerging trends in AI-driven SCM optimization and ERP systems integration. Strategies for successful implementation, including organizational readiness assessment, change management, and stakeholder engagement, are discussed to guide manufacturers in unlocking the full potential of these transformative technologies. In conclusion, the convergence of AI-driven SCM optimization and ERP systems integration offers a compelling pathway for enhancing manufacturing productivity, driving operational excellence, and sustaining competitive advantage in the digital era.. Keywords: Artificial Intelligence, Supply Chain Management, Enterprise Resource Planning, Manufacturing Productivity, AI Integration, Predictive Analytics.

The roots of errors in adaptive performance: clustering behavioral patterns after the introduction of a change

PurposeThe purpose of this study was to investigate work-related adaptive performance from a longitudinal process perspective. This paper clustered specific behavioral patterns following the introduction of a change and related them to retentivity as an individual cognitive ability. In addition, this paper investigated whether the occurrence of adaptation errors varied depending on the type of change content.Design/methodology/approachData from 35 participants collected in the simulated manufacturing environment of a Research and Application Center Industry 4.0 (RACI) were analyzed. The participants were required to learn and train a manufacturing process in the RACI and through an online training program. At a second measurement point in the RACI, specific manufacturing steps were subject to change and participants had to adapt their task execution. Adaptive performance was evaluated by counting the adaptation errors.FindingsThe participants showed one of the following behavioral patterns: (1) no adaptation errors, (2) few adaptation errors, (3) repeated adaptation errors regarding the same actions, or (4) many adaptation errors distributed over many different actions. The latter ones had a very low retentivity compared to the other groups. Most of the adaptation errors were made when new actions were added to the manufacturing process.Originality/valueOur study adds empirical research on adaptive performance and its underlying processes. It contributes to a detailed understanding of different behaviors in change situations and derives implications for organizational change management.

Navigating business transformation and strategic decision-making in multinational energy corporations with geodata

In the dynamic landscape of multinational energy corporations, navigating business transformation and strategic decision-making requires innovative approaches. Geodata, encompassing spatial and location-based information, emerges as a pivotal asset in this endeavor. This paper outlines the integration of geodata into the fabric of energy corporations, facilitating informed decisions and operational excellence. The introduction elucidates the significance of geodata amidst evolving business paradigms within the energy sector. It explores the transformative potential of geospatial intelligence in fostering agility and resilience, crucial attributes for multinational corporations. Understanding business transformation delves into the fundamental concepts and drivers reshaping the energy industry. Drawing from case studies, it illustrates how corporations leverage strategic shifts to adapt to market dynamics and emerging technologies. The subsequent section emphasizes the pivotal role of geodata in strategic decision-making processes. It elucidates the diverse applications of geospatial information in optimizing operations, mitigating risks, and capitalizing on market opportunities. Integrating geodata into business processes outlines the methodologies and technologies underpinning effective utilization of spatial data. It underscores the importance of robust data management and geospatial analysis techniques for deriving actionable insights. Leveraging geodata for operational excellence explores how energy corporations optimize asset management, streamline supply chains, and enhance risk assessment through geospatial analytics. Case studies and best practices offer real-world examples of successful geodata integration, highlighting key lessons and future trends. Challenges and considerations encompass the complexities of data quality, regulatory compliance, and organizational change management. In conclusion, the paper underscores the transformative potential of geodata in shaping the future trajectory of multinational energy corporations, advocating for a strategic embrace of geospatial intelligence in decision-making processes. Keywords: Business Transformation, Strategic Decision-Making, Multinational Energy Corporations, Geodata.

Líneas de investigación y perspectivas futuras de los estudios organizacionales: una revisión

Organizational studies allow us to analyze and understand the functioning of organizations, generate knowledge and improve their management and performance, from perspectives different from the classic ones with which the organizational phenomenon has been analyzed in a traditional way; These perspectives invite a critical look at this phenomenon. However, it is relevant to evaluate its potential to provide theories, models and tools that help advance the field of management and improve the effectiveness and sustainability of organizations. To date, no review has been identified in Scopus that synthesizes the literature on organizational studies from a bibliometric analysis, by doing so, this article provides a basis for researchers in organizational studies to learn about various future lines of research. The objective of this document is to review scientific documents published in Scopus(r) on organizational studies, to propose a structure of published scientific knowledge, so that different future lines of research are offered. 1091 documents were found that met the inclusion and exclusion criteria in the database that were processed with Bibliometrix, VosViewer and ToS. The main lines of research identified were: a) Leadership and management of organizational change; b) Changing, diverse and inclusive work environments; c) Legitimation, sustainability and organizational responsibility.

The Successful Factors for Digital Transformation in Project Management

In the era of Industry 4.0, the advent of the digital revolution is reshaping project management processes, and digital transformation is advancing with a heightened focus on its influence on project success. Research on the success factors for digital transformation in project management is limited, particularly in drawing industry-specific conclusions, owing to varying levels of digitization across projects. The exploration of success factors' impact on the digital transformation process and the distinctive characteristics of different industries remains largely uncharted territory. This research aimed to explore key aspects of digital transformation projects, focusing on success factors that significantly influence their outcomes. A Thematic analysis approach was used to draw insights. The analysis delves into four crucial success factors. These key themes included organizational change management, organizational efficiency enhancement, organizational process management, sustainability, and societal management. Each factor is examined for its role in shaping successful digital transformations. The conclusion succinctly summarizes the key findings and emphasizes the importance of these success factors in the context of digital transformation initiatives. These findings go beyond the scope of prior research, delving into the intricacies of industry perspectives, which can drive the digital transformation of project management practices.

Effective Strategic Organisational Transformation and Change Management for The South African Financial Services Sector

Effective Strategic Organisational Transformation and Change Management for The South African Financial Services Sector

The Significance of Agile Transformational Leadership in Organizational Change Management: A Bibliometric Analysis

In the present BANI (brittle, anxious, nonlinear, and incomprehensible) world, agility and organizational change holds a great significance in an organization for its survival and growth. As per prior studies, organizational change doesn’t deliver the anticipated results due to various reasons and challenges. Employee resistance being the main concern, leadership holds a great importance in handling resistance, managing conflicts, dealing with setbacks, and empowering the team. Transformational leaderships are often termed as change agents as they support and uplift their teams’ creativity and innovation, thus motivating them towards change. This study’s primary goal is to examine and discuss the mapping of research landscape, depicting the relationship between agile transformational leadership and organizational change management. For this analysis, bibliographical data of 1848 documents published between 2014 to 2023, was extracted from Dimensions database after applying exclusion criteria. This extracted database is used for analyzing and visualizing citation patterns, evolution, and growth of subject- performance, publication and journal sources, research locations, co-authorship relations and co-occurrence of keywords, using bibliometric software, VOSviewer and RStudio. The research shares the advancement of this topic in last ten years, providing theoretical support and substructure for future studies. As per this analysis, transformational leadership can be of a great support to organizations due to it affiliative management style, leading to a positive work environment that embraces change and innovation.

The Influence of a New Model of IT Leadership on Organizational Change Management and IT-Business Value Delivery in the First Phase of Digital Transformation Amid COVID-19

This study examines and analyzes the influence of a new model of IT leadership on organizational change management and IT-business value in large manufacturing companies. This study used a quantitative research method; data were collected using a questionnaire using SmartPLS 4. This study involved 47 large manufacturing companies as unit analysis with multistage sampling in sample selection, first by purposive sampling and second by the Slovin formula. The results of this study stated that IT leadership affects organizational change management significantly but has no effect on IT-business value. Organizational change management affects IT-business value significantly. The lack of experience and knowledge in IT leadership has an impact on failure in delivering IT-business value. The results of this study provide valuable insight for IT executives in developing their IT leadership, business executives for their engagement in IT-business value delivery, and manufacturing companies to cope with their struggles in managing change in the ERP implementation, especially in the first phase of their digital transformation to achieve IT-business value successfully.
 Keywords: IT leadership, organizational change management, IT-business value

Emotions in Organizational Change: An Integrative Review

ABSTRACT Emotions play a significant role in organizational change, but they are often neglected in change management models, which can lead to resistance and increased stress among employees. In this manuscript we discuss how emotions can influence leaders and employee’s perception and responses to change initiatives. We also explore interpretive lenses that researchers use to investigate emotions in the context of organizational change. This literature review makes notable contributions by fostering the integration of social, institutional, and emotional perspectives into change management practices, while shedding light on the considerable potential of leveraging positive emotions for enhancing engagement during change implementation. MAD statement This integrative review addresses the role of emotions in organizational change management models, a key factor of engagement or resistance. The complex interplay of emotions in organizational change processes-where resistance and fear intertwine with excitement and hope – underscores the requirement for change management strategies that acknowledge the intricate role emotions play in both individual and group experiences. Change initiatives often falter because they address only on specific aspects, neglecting the dynamic between conscious and unconscious emotional expressions. Emotional dynamics in organizations extend beyond immediate reactions to change emcompassing deeper emotional bonds with leadership and the institutional environment. In this context, leaders are paradoxically sources of anxiety and responsible for mitigating it it within their teams. Anchored in previous research, this exploration offers new insights for optimizing change implementation. It suggests integrating social and institutional perspectives, and leveraging positive emotions in engagement strategies. Unlinke other reviews, this work synthesizes empirical findings specifically related to emotion's impact on engagement or resistance at different levels. It categorizes existing explanations and expands on the epistemological perspectives of emotions, elucidating how they operate and the ongoing efforts required to comprehend and harness emotions as catalysts for change.

Semantic Technologies in Knowledge Management

Purpose: The general objective of this study was to explore semantic technologies in knowledge management.
 Methodology: The study adopted a desktop research methodology. Desk research refers to secondary data or that which can be collected without fieldwork. Desk research is basically involved in collecting data from existing resources hence it is often considered a low cost technique as compared to field research, as the main cost is involved in executive’s time, telephone charges and directories. Thus, the study relied on already published studies, reports and statistics. This secondary data was easily accessed through the online journals and library.
 Findings: The findings reveal that there exists a contextual and methodological gap relating to semantic technologies in knowledge management. Preliminary empirical review revealed that these technologies hold significant potential for enhancing knowledge organization, retrieval, and utilization within organizations. While theoretical benefits were recognized, practical implementation faced challenges such as technical constraints, organizational resistance, and the need for alignment with organizational objectives. Despite these hurdles, the study emphasized the importance of overcoming barriers through comprehensive approaches involving technological solutions, organizational change management, and stakeholder engagement. Overall, the study highlighted the transformative potential of semantic technologies in knowledge management but underscored the necessity of addressing challenges to realize their full benefits.
 Unique Contribution to Theory, Practice and Policy: The Social Construction of Technology (SCOT) theory, Actor-Network Theory (ANT) and Resource-Based View (RBV) theory may be used to anchor future studies on semantic technologies. The study made several recommendations to enhance the adoption and utilization of semantic technologies. It suggested developing standardized ontologies, prioritizing user-centric design principles, and providing ongoing training to improve digital literacy among practitioners. Additionally, the study emphasized the importance of governance mechanisms for ensuring data quality, fostering collaborative networks for knowledge sharing, and embracing a culture of experimentation and adaptation. These recommendations aimed to address challenges such as interoperability, usability, and trustworthiness, ultimately enabling organizations to leverage semantic technologies more effectively in their knowledge management practices.

Change management in business organization: A literature review

BACKGROUND: The effectiveness of the paper’s bibliometric analysis and systematic assessment of change management research in administrative and technological studies may open the way for more study in this field. This study may be the first of its type, and its findings will be useful to other academics working in the subject of change management. OBJECTIVE: The goal of this literature study is to identify essential ideas that might influence change management and to lay the groundwork for future research in change management that uses bibliometric analysis. The evaluation determines the most important and frequently used terms connected with change management. METHODS: The method used in this study is a systematic review of change management publications from Web of Science. RESULTS: The most often used terms in change management research, according to the survey, were Leadership, Organizational Change, Organizational Development, Organizational Culture, Performance, Innovation, Framework, Technology, and Transformation. Change management papers were mostly published in the United States, China, Pakistan, Germany, Australia, and Finland. IMPLICATIONS: The study’s findings may be used to generate articles on change management in the market discipline, notably in the domains of business and technology.

IMPORTANCE OF UNDERSTANDING DECISION-MAKING UNDER UNCERTAINTY

This thesis contributes to a deeper understanding of the dynamic interplay between organizational culture and decision-making under uncertainty, providing valuable implications for organizational leadership, development, and change management in an ever-evolving business landscape.

Navigating Digital Transformation in Alignment with Vision 2030: A Review of Organizational Strategies, Innovations, and Implications in Saudi Arabia

This review paper explores the landscape of digital transformation within Saudi Arabian organizations, focusing on strategies, innovations, and implications in alignment with Vision 2030. Drawing from a wide array of literature, it examines the drivers and barriers of digital transformation, emphasizing the role of organizational culture, leadership, and change management. Discussions encompass innovative technologies, such as e-commerce, AI, and IoT, and their impact on various sectors. The paper also analyzes how digital transformation initiatives contribute to Vision 2030 objectives, including economic diversification, innovation, and social development. By synthesizing existing research, the paper offers insights for stakeholders to navigate digital transformation while advancing Vision 2030's goals for a diversified, knowledge-based economy.

Organisational Change as A Project Management Process, Using the PMI Approach

It can be argued (Todnem,2005) that the successful management of change is crucial to any Organisation/ project to survive, be developed and succeed in the current competitive and continuously evolving business environment. However, theories and approaches to change management currently available are often contradictory, mostly lacking empirical evidence and supported by unchallenged hypotheses concerning the nature of organisational change management. The purpose of this article is, therefore, to provide a review of some of the main theories and approaches to organisational change management as an important first step towards constructing a new framework for managing change. Having as fundamental basis the Change theories and the principle of project management compose a change process based on project management principle and steps. The purpose of this article is, therefore, to provide a review of theories and approaches currently available in a bid to encourage further research into the nature of organisational change with the aim of constructing a new and realistic framework for the management of it. This article will concentrate on the main characteristics of change the relative theories, the commons between the project management process and change and proposed a project management way facing any organisational change. The article concludes with recommendations for further research.

Faktor-Faktor Yang Mempengaruhi Kinerja Organisasi Bawaslu Republik Indonesia

This research examines the factors that influence the performance of Bawaslu RI, namely using organizational culture variables, change management and information system success. This research uses descriptive analysis and the Structural Equation Modeling (SEM)-Lisrel statistical method. Data was collected from questionnaires distributed and returned from 325 Bawaslu members in Indonesia as respondents. The results of the study show that organizational culture, change management and the success of information systems have a positive and significant effect on the performance of Bawaslu RI.

Factors influencing users’ retention of using human resources information system in the post-implementation stage in Vietnam, from human resources professionals’ perspective

This study aims to explore the factors influencing the retention of human resources information systems (HRIS) by users during the post-implementation stage in Vietnam. To obtain insights into the experiences of HR professionals with HRIS implementation and use, semi-structured interviews were conducted with eight professionals from three different organisations. The thematic analysis of the interview data revealed four key themes that impact the retention of HRIS, which are system features, management support, organisational management, and organisational capabilities. The study found that system features, such as user-friendliness, self-service, reliability, data aggregation, and integration, drive satisfaction and ongoing use of HRIS. Management support in the form of modelling usage and training also encourages retention. Organisational management practices, including communication and change management, facilitate adoption. Finally, digital transformation experience and financial investment enhance engagement with HRIS. The study concludes that user experience, leadership, communication, change management, and organisational elements all contribute to sustaining HRIS adoption after implementation. This study provides valuable insights into promoting continued HRIS utilisation through a holistic approach that addresses these various factors. Additionally, it offers practical recommendations to increase user retention during the post-implementation stage, based on real-world perspectives from HR professionals in Vietnam.

Development and application of a maturity model for Industrial Agile Working

In recent years, several companies approached agile working strategies to increase the resilience of their business. Agile work started spreading also to the manufacturing sector, thanks to the adoption of technologies that increasingly allow remote control of production systems. Nevertheless, agile working in the industry, namely Industrial Agile Working (IAW), requires organisational transformations and investments in technological innovations to guarantee its successful implementation. The first objective of this paper is to define the most relevant dimensions that affect the applicability of agile working practices in industrial contexts. The second objective is to develop an Industrial Agile Working Maturity Model (IAWMM) to measure the maturity of a company in adopting IAW practices. Starting from a set of dimensions identified through scientificic literature analysis, the IAWMM was tested by involving several companies in the manufacturing sector. The refined IAWMM was finally applied to a small sample of companies. The results report a good readiness of the companies concerning the knowledge and application of the key enabling technologies but still a low willingness concerning organisational change and flexible workforce management models. However, the IAW appears to be a promising strategy to promote a better workforce wellbeing and companies’ efficiency and resilience.

Strategy for Effective Management of Organizational Change for Agricultural Enterprises

The main purpose of the article is to form the strategy for effective management of organizational change for agricultural enterprise. The set purpose is achieved through the use of a specific methodology, which includes the method of functional modeling of the IDEF0 standard. The object of the study is the functioning system of a separate agricultural enterprise. As a result of the study the most optimal strategy was formed. This methodology will not only optimize the work of modern agricultural enterprises, developing their safety and engineering aspects, but also, to some extent, normalize the development of the regional agricultural sector in which the enterprise operates. This strategy has three key directions, the implementation of which will fully ensure the normal functioning and development of the agricultural enterprise. The study has its limitations, since to form this model only the activities of one agricultural enterprise in Poland were taken into account; this model may be somewhat limited in use for other enterprises. In this regard, the prospects for subsequent research should be to expand the boundaries of the use of this model to the specifics of the functioning of the agricultural sectors of other countries.

Scale-up Integrated Care for Chronic Diseases in Belgium: a process evaluation of policy dialogues and roadmap interventions

Background. The goal of more integrated care has been on the Belgium health care policy agenda since 2007 with the start of disease specific care trajectories, reports on chronic care and pilot projects at local level. While there is consensus on what needs to be done, the process of how it should be done is much more uncertain. Scale-up of integrated care is complex, because it requires multi-stakeholder action and intersectoral coordination at individual healthcare practice, organizational, and political/system levels, and tailoring to the context in which it is delivered. There is little research on how to scale-up such complex and adaptive interventions.
 The SCUBY project aimed to contribute to scale-up of integrated care through development of evidence-based roadmaps and policy dialogues. This evaluation study examines the SCUBY scale-up intervention, by looking at its implementation outcomes, mechanisms of impact and the interaction with the political, policy and societal circumstances in the Belgium context.
 Methods. The ‘process evaluation for complex interventions’ by the MRC was the evaluation framework. Policy dialogues were defined as the SCUBY-team engagements with key stakeholders to develop and implement roadmaps. They comprised structured formal events, one-to-one interactions with key stakeholders, workshops, consultations, and joining ongoing dialogues of stakeholder networks. The roadmap was a scale-up strategy and included activities, a timeline and a description of the evidence base and key partners/stakeholders involved (change team). Data collection tools included policy dialogue reporting forms and surveys, key informant interviews, policy document review and a project diary. Descriptive and thematic analyses are conducted, together with a policy mapping. 
 Results. The SCUBY team conducted 79 meetings classified as policy dialogues, most of them being small group meetings or network meetings organized by partners. SCUBY organized 6 major policy dialogues and invited a mix of beneficiaries, health system administration representatives, policy makers (from federal and regional level), health care providers and their representative organizations, people involved in organization and coordination of care, care users, and scientific stakeholders. Three themes emerged as being the most important areas for the roadmap: A) primary care practice organization (change management and advocating for primary care nurses); B) data and monitoring (chronic care indicators at primary care practice level and for population health management in Primary Care Zones); and C) healthcare financing (budget for chronic care that stimulates quality and new provider payment models). The roadmap comprised subthemes, with internal objectives (to be reached with our project resources) and external objectives (beyond out sphere of control) and activities. 
 Discussion. Our findings emphasize the importance of adopting a collaborative, networking approach via the organization of various small-size and bigger-size policy dialogues, in order to create real-world impact, by building synergies and coalitions and our researcher team generating boundary spanning skills, as more proximal outcomes. The variation in progress made per roadmap theme was anticipated because of our level of involvement, expertise and resources available. The change team had to find the right balance in the trade-off between relevance and feasibility of certain scale-up strategies.

Effects of Psycho-Cultural Factors on Adopting Changes in Defense

There is a constant need for the defense/military institutions to undergo continuous development in order to adjust to modern standards and requirements, often necessitating systemic changes. As part of this development, since the end of the Cold War, defense organizations in many Central and Eastern European (CEE) countries have endeavored to adopt advanced strategic management practices from their Western counterparts in terms of integration process into NATO and the EU.
 However, these efforts have not always been successful. The attempt of the Central and Eastern European (CEE) countries to adopt changes within their defense organizations, particularly in strategic defense planning area through institutionalizing Planning, Programming and Budgeting System (PPBS) serves as such a case. Scholars often highlight factors altering this failure, focusing on the issues like centralized decision making, lack of understanding, resistance to change etc.
 This paper analyzes other influencing factors, namely the importance of considering psycho-cultural factors while introducing changes within defense organizations and explains the main reasons for failure in successfully adopting PPBS. The study was conducted using qualitative methodology, primarily case study, to comprehensively analyze the topic.
 Based on the findings, the authors conclude that in CEE countries psycho-cultural apsects significantly influence the implementation of changes in the defense sector in parallel with the factors mentioned above. In the case of CEE countries, these psycho-cultural factors are reinforced by the post-socialist legacy, which is characterized by a lack of creativity, collaboration, coordination, and consensus building, leading to reluctance and resistance to changes when it comes to adopting modern practices.
 Overall, the findings validate the hypothesis proposed in the paper - disregarding psycho-cultural factors in the process of change implementation contribute to the failure.
 The study also demonstrates the effectiveness of supporting the change implementation process through the utilization of Organizational Change Management (OCM) which is actively employed by Western organizations in the defense sector.