Change Management Process Research Articles

Cross-industry frameworks for business process reengineering: Conceptual models and practical executions

Cross-industry frameworks for business process reengineering (BPR) have emerged as pivotal tools in enhancing organizational efficiency, agility, and competitiveness across diverse sectors. These frameworks amalgamate conceptual models with practical executions to streamline operations, optimize resource allocation, and foster innovation. This review delves into the essence of cross-industry frameworks for BPR, elucidating their conceptual underpinnings and real-world applications. At the core of cross-industry frameworks lies the recognition that business processes transcend sector boundaries, encompassing common elements such as customer interactions, supply chain management, and operational workflows. Conceptual models form the foundational framework by articulating key principles, methodologies, and best practices for BPR initiatives. One prominent conceptual model is the Business Process Reengineering (BPR) methodology, which advocates for radical redesign rather than incremental improvement of processes. This approach emphasizes fundamental questioning of existing practices, aiming to achieve dramatic enhancements in efficiency, quality, and customer satisfaction. Another influential model is the Capability Maturity Model Integration (CMMI), which provides a roadmap for organizations to systematically improve their processes by advancing through defined maturity levels. Practical executions of cross-industry frameworks entail the translation of conceptual models into actionable strategies tailored to specific organizational contexts. This involves a multifaceted approach encompassing process analysis, stakeholder engagement, technology integration, and change management. Process analysis entails mapping current workflows, identifying bottlenecks, and pinpointing areas for optimization. Stakeholder engagement is crucial for garnering buy-in and fostering a culture of continuous improvement. Technology integration plays a pivotal role in modern BPR initiatives, leveraging digital tools such as business process management (BPM) software, data analytics, and robotic process automation (RPA) to streamline operations and enhance decision-making. Moreover, emerging technologies like artificial intelligence (AI) and blockchain offer new avenues for process innovation and optimization. Change management constitutes a critical component of practical executions, as BPR initiatives often entail significant organizational transformation. Effective change management involves communication, training, and leadership support to mitigate resistance and facilitate smooth transition. Real-world applications exemplify the effectiveness of cross-industry frameworks in driving tangible business outcomes. Case studies spanning diverse sectors, including manufacturing, healthcare, finance, and retail, demonstrate how organizations have leveraged BPR to achieve breakthrough improvements in efficiency, cost reduction, and customer satisfaction. In the manufacturing sector, for instance, companies have adopted lean manufacturing principles to streamline production processes, minimize waste, and enhance flexibility. In healthcare, BPR initiatives have led to streamlined patient care pathways, reduced administrative burdens, and improved clinical outcomes. Financial institutions have leveraged BPR to optimize loan approval processes, mitigate risk, and enhance regulatory compliance. Similarly, retailers have utilized BPR to optimize supply chain management, enhance omnichannel capabilities, and personalize customer experiences. Cross-industry frameworks for business process reengineering represent a potent paradigm for organizational transformation in today's dynamic business landscape. By integrating conceptual models with practical executions, these frameworks empower organizations to enhance operational efficiency, drive innovation, and maintain competitive advantage across diverse sectors.

Planning the implementation of a new oncology compounding information system in an aseptic compounding unit: a mixed methods study

Abstract Introduction Systemic anti-cancer therapy (SACT) compounding is a high-risk process. Traditional mixed method systems for workflow management in aseptic compounding units (ACUs) are inherently prone to risk. Workflow management systems (WFMSs) are recognised internationally to improve safety, reduce costs, and increase ACU capacity.[1] Planning of the implementation of a WFMS has not been characterised before. In our ACU, Clinichemo® will be replaced with BD-CATO®. BD-CATO® is a WFMS and is the vendor for the National Cancer Information System (NCIS), implemented by the National Cancer Control Programme (NCCP).[2] Aim The aim of this study was to demonstrate how the implementation of a new WFMS can be safely planned, managed, and assessed. This aim was achieved using the following objectives: 1. Describe and risk assess the current workflows for SACT compounding. 2. Investigate agreed and published standards for SACT compounding. 3. Define the change management process. 4. Describe and evaluate the benefits, challenges and risks associated with the introduction of a new SACT compounding system. 5. Interview adopters of NCIS/BD-CATO® to assess their experience of the barriers encountered, how challenges were overcome, risks identified, mitigated, and eliminated through the change management process and ongoing. Methods The current workflow and future workflow for SACT compounding were characterised and current process risk assessed. Semi-structured interviews were carried out to evaluate pharmacist and pharmacy technicians’ attitudes and opinions towards the implementation of BD-CATO® in their organisations and the system itself. Participants were recruited by means of purposive and snowball sampling from ACUs across the country that had implemented/were in the process of implementing BD-CATO®/NCIS. Themes identified in interviews were compared to those found in the literature and guidelines. Interviews, a review of guidelines, published standards and the literature were used to guide and risk assess future process development. The change management plan was also defined. Results Nine participants (8 pharmacists and 1 pharmacy technician) were interviewed in June-August 2023. The interviews were conducted across 7 ACUs in Ireland. Thematic analysis of interview data yielded four key themes: 1. Participants discussed the importance of planning activities, such as communication with key stakeholders, discussions around phased implementation, and development of training material. 2. Having a designated individual tasked with change implementation improved outcomes of the implementation project. 3. Participants also discussed benefits and risks associated with BD-CATO®. 4. Participants discussed their reasons for perceived complexity of the system. A combination of interview data, review of guidelines, published standards and the literature were used to devise future process workflow and the change management plan. The future process workflow was also risk assessed using bowtie analysis. Conclusion The introduction of WFMSs has been interpreted both in the literature and within the Irish healthcare setting to increase efficiencies, reduce error rates, and improve the accuracy of SACT compounding. A formal change management strategy devised with resourcing, training, and obtaining stakeholder engagement is key to successful implementation.

Leadership Styles and Change Management: A Comprehensive Analysis

This review paper delves into the symbiotic nature of leadership styles and change management in organizational settings. In the spheres of increasing dynamism and development modern leadership becomes a pivot point enabling an organization or institution to new waters. a detailed review of leadership approaches in the research on transactional, transformational, situational, and charismatic branches how they contribute to change management. Acknowledging the need for adaptive leadership, this paper is dedicated to exploring the strategic coherence of leading styles vis-a-vis their peculiarities, claiming that such a relation matters for organizational resiliency. Leaders often must use subtle tactics to overcome challenges that can occur during change processes. This paper’s contribution to the current leadership discourse is the elaboration of how various leadership styles interact with change management processes. To this end, it seeks to clarify our understanding of the connection between leadership approaches and organizational adaptation by conducting an in-depth investigation into dynamic interactions that exist between leadership styles and change management processes. This review serves as an appetizer for understanding how effective change management outcomes are achieved through the strategic utilization of different leadership styles. This review presents a roadmap to grasp the relationship between types of leadership and effective change management.

Measure Twice, Change Once: Using Simulation to Support Change Management in Rural Healthcare Delivery.

Barriers to adequate healthcare in rural areas remain a grand challenge for local healthcare systems. In addition to patients' travel burdens, lack of health insurance, and lower health literacy, rural healthcare systems also experience significant resource shortages, as well as issues with recruitment and retention of healthcare providers, particularly specialists. These factors combined result in complex change management-focused challenges for rural healthcare systems. Change management initiatives are often resource intensive, and in rural health organizations already strapped for resources, it may be particularly risky to embark on change initiatives. One way to address these change management concerns is by leveraging socio-technical simulation models to estimate techno-economic feasibility (e.g., is it technologically feasible, and is it economical?) as well as socio-utility feasibility (e.g., how will the changes be utilized?). We present a framework for how healthcare systems can integrate modeling and simulation techniques from systems engineering into a change management process. Modeling and simulation are particularly useful for investigating the amount of uncertainty about potential outcomes, guiding decision-making that considers different scenarios, and validating theories to determine if they accurately reflect real-life processes. The results of these simulations can be integrated into critical change management recommendations related to developing readiness for change and addressing resistance to change. As part of our integration, we present a case study showcasing how simulation modeling has been used to determine feasibility and potential resistance to change considerations for implementing a mobile radiation oncology unit. Recommendations and implications are discussed.

Analysis of Multimodal Data in Project Management: Prospects for Using Machine Learning

The modern project environment is characterized by high complexity, uncertainty, speed and depth of changes that affect the project during its life cycle. However, the project’s change management processes do not take into account the need to implement analytical procedures for dynamic processing of multimodal data arrays. The purpose of the study is to determine the content of analytical procedures for project management and substantiate the use of machine learning technologies for their effective implementation. The methodological basis was project management methods, theory of change, concepts of artificial intelligence and machine learning, as well as analytical approaches. Methods of descriptive modeling of the project management process and expert assessments of the prospects for using machine learning technologies were also used in the work. The information base was made up of scientific materials on the topic under consideration, as well as expert assessments. The results of the study allowed us to conclude that for the analysis of multimodal data, natural language processing and intellectual decision support technologies are most in demand, which can serve as the basis for new technological solutions in the field of project management.

Етапи та інструменти управління стратегічними змінами на підприємствах під час кризових ситуацій

In the current conditions of doing business in Ukraine, the importance of adapting the system of strategic change management to the complex socioeconomic conditions faced by Ukrainian enterprises is sharply increasing. Accordingly, the way in which enterprises can effectively respond to exogenous (external) challenges, in particular to crisis situations that require prompt and flexible strategic decisions to ensure their survival and further development, is of particular relevance. The aim of this article is to substantiate the theoretical provisions of management of strategic changes in the enterprise and, on this basis, to develop effective instruments for managing them in crisis situations at enterprises. Various approaches to change management are analyzed, which can be used to plan and implement the necessary changes in the strategy and operational activities of domestic enterprises in the context of combating and overcoming the crisis. Particular attention is paid to the aspects of leadership and corporate culture as key factors in successful adaptation to change. The importance of involving employees in the change management process, the need to create effective communication within the organization and the introduction of a flexible, adaptive corporate culture that promotes innovation are emphasized. In the context of the Ukrainian economy, attention is focused on the specifics of management during the crisis, taking into account the military, political, social and economic instability in the country. An instrumentarium of strategic change management, adapted to Ukrainian realities, including analysis of the existing crisis business environment, strategic planning, prompt implementation of changes and monitoring of results, has been proposed. It is emphasized that flexibility, forecasting and rapid adaptation to changes are key to ensuring the stability and development of enterprises in Ukraine in conditions of unpredictability and crises. The proposed research can be useful for researchers in the field of strategic change management, analysts, business associations, enterprises in Ukraine and abroad. Further research in this direction will be aimed at the development of methods for managing strategic changes in enterprises, which are based on the observation of rapid changes in the exogenous and endogenous environment of the enterprise.

From Engineering Change to Enterprise Change Management: An empirical study on CM2 processes in the automotive industry

Companies need to respond to changing market requirements with product and process improvements. In order to better meet the needs of consumers, technical changes must be made within the product lifecycle of products. This can, for example, change the product's shape, ft or function. Engineering Change Management (ECM) processes are an elementary part of Product Lifecycle Management (PLM) and support handling these changes. ECM ensures that changes are assessed, communicated, coordinated, and implemented in time. The present research is based on a case study in an automotive company analysing the way of working within current ECM implementations against the CM2 framework proposed by Wu et al. [1]. Based on the comparison of qualitative interviews and company documents, the analysis shows deviations in the ECM process, especially regarding the implementation of changes in the plants. We suggest expanding the ECM process framework towards an Enterprise Change Management, including master data change in the IT systems and involving all relevant departments to implement the change successfully in the plant(s). Thus, we propose expanding the existing CM2 framework to inform ECM middle-range theory. In addition, recommendations for a successful ECM implementation are deduced from the comparison.

Creating a framework for change: transitioning to value-based healthcare in Queensland.

Value-based healthcare has been described as the sustainable, equitable and transparent use of healthcare resources to achieve improved experiences and outcomes for people and communities. It is supported by all levels of government in Australia, with recent initiatives championing a shift away from traditional, clinician-centric care delivery to a more contemporary, value-based approach. To date, however, efforts in Queensland have focused on smaller scale siloed models of care and have not extended to the transformational change required to create equitable and sustainable healthcare delivery. The Queensland Health Allied Health Framework for Value-Based Health Care (the Framework) builds on contemporary frameworks with reference to the local context in Queensland and provides a structure and starting point for clinicians and managers to work together with consumers to transform services to focus on preventative health and wellbeing, shifting the focus of care to the community and sustainably improving the quality of care delivered. The Framework outlines key considerations for the design and implementation of new services, including understanding the care pathway, supporting an outcome driven workplace culture, measuring what matters and designing for outcomes. Several key lessons were learnt during the development of the Framework, including the importance of early and sustained consumer partnerships, of establishing a shared definition of value-based healthcare that enables integration across the care pathway and the need for leadership at all levels to actively support the change management process. While developed for Queensland public allied health services, the Framework is intended to be a system-wide tool relevant to all health professionals and services.

How to prepare your business for the increasing digitalisation of HR

PurposeThe emergence of new technologies – particularly generative AI tools – will accelerate the pace of change within the HR function and the organisation, as well as the level of preparation required. Within this context, this study aims to outline what businesses can do to prepare for this increasing digitalisation.Design/methodology/approachThis study approaches preparation from two levels. The first is ensuring that the HR function itself is prepared, with the right people and skills in the right places to effectively implement these new technologies. The second focuses on preparation as a change management process. In doing so, it reviews published original CRF research (itself based on surveys and interviews with senior HR practitioners, as well as literature reviews).FindingsTo prepare itself for digitalisation, HR will need to carefully and strategically consider the profile of people needed within the function in the future, upskill and reskill to prepare for new technologies and foster partnerships that transcend traditional boundaries. HR will also need to play a leading role in overseeing digitalisation as a transformation process, particularly by establishing clear and transparent communication strategies, involving employees in decision-making where possible and supporting employees to make the best use of new technologies.Originality/valueThis research not only focuses on the technical skills relating to digitalisation, but also views digitalisation as a change management process. The research also draws on original 2023 CRF research into digital skills among the HR Business Partner community and concludes that there is much more to be done to prepare organisations for the increasing digitalisation of HR.

Guiding the health and social care integration cross health organizations in Milan: from theory to practice

Nearly 20 years of initiatives to join up health and social care...have not led to system-wide integrated services”(Glasby, 2017). Whilst the national and local governments are investing funds and promoting policies for encouraging health and social care integration(HSI), there is a paucity of experience that put this integration into practice. Having a supporting policy that facilitates HSI is not enough for implementing that change. The challenges of integration can also arise from internal factors(e.g. communication, power, learning) and increase when dealing with actors outside the healthcare system with different financial incentives, working culture, legal requirements and tools for information sharing. 
 To overcome these challenges, this research investigates how practitioners and policy makers can foster HSI at meso level in the presence of a supporting policy. This paper supports healthcare practitioners in designing new effective strategies for HSI and advances the academic literature by investigating the internal and external drivers of HSI in the presence of a supporting policy. 
 This paper adopts a single exploratory case study methodology and studies the change management strategy that the Local Health Authority(LHA) of Milan implemented for promoting HSI in the eight healthcare organizations(HOs) of its area. This case was considered suitable because the Italian Government recently passed a policy on the HSI that has forced the integration at meso level between HOs and social organizations(such as municipalities and cooperatives). The data collection process followed sequential steps, whose aims were:
 •Studying the as-is level of HSI in each HO through an ad-hoc datasheet that was sent to the Health and Social Care Directors(HSCDs) of the eight HOs. This step helped the HOs to rethink their data using an unusual scheme and to raise awareness of their internal practices and resources;
 •Investigating the willing level of HSI(to-be) in each HO with eight in-depth interviews with the eight HSCDs and at least one member of their staff. Each interview was held by researchers and one representative of the LHA;
 •Informing HSCDs on the as-is and to-be HSI practices and encouraging the discussion about to-be scenarios through two informative and participative workshops, whose participants were the eight HSCDs and the eight members of their staff.
 Results revealed at least three interesting enablers of HSI. 
 First, the adoption of a participatory approach facilitated the exchange and comparison between HOs. During the debate, the HSCDs with low levels of HSI pinpointed their willingness to increase the level of HSI. Thus, this approach created a positive sense of competitiveness between HSCDs, generating bottom-up changes.
 Second, giving HSCDs the possibility to share and discuss the possible options of integration, which take into account the potential constraints of HOs(e.g. limited space or staff available), with each other guided them in choosing the most suitable changing strategy. 
 Third, giving HSCDs the possibility to adopt flexible piloting HSI solutions allowed them to adapt the process of change management according to the specific context: one HO that has to collaborate with many Municipalities and one Municipality that has to collaborate with many HOs.

Community Engagement from Theory to Practice: Co-design and Implementation of Inclusive Language Principles in a Community-based Organization Serving People with Disabilities

Introduction: March of Dimes Canada (MODC) is one of the largest non-profit organizations in Canada that provides programs and support services to people with disabilities. MODC is in the process of transforming all its programming and services using co-design to better meet the needs of people with disabilities. The Empowering Client Voices (ECV) initiative was designed to create a co-designed community engagement framework to center the voices and ideas of people with disabilities in how the organization engages with its community and provides services. This project looks to fill a gap in knowledge of how community-based organizations can move from theory to praxis when using co-design and community engagement.
 Methods: The initiative is a three-phase process: (1) internal review of current organization engagement practices; (2) external environmental scan and a rapid review; and (3) two advisory committees to develop the principles for greater community engagement. The purpose of the co-designed community engagement framework is to create actionable principles based on the guidance of our advisory committees and other research tools. Phases 1 and 2 will create foundational themes to be discussed with our advisory committee made of people with disabilities. These themes will help provide initial guideposts for discussions about what community engagement should be within MODC. Language will be the first theme to be explored with the advisory committee to create recommendations and guidelines for better communication and inclusive language across the organization. 
 Results: The inclusive language recommendations and guidelines developed by the ECV Advisory Committee will initiate the development of an inclusive language toolkit by the research team. The inclusive language toolkit will be shared throughout the organization as a template to follow when discussing disability and people with disabilities using language that represents our community in their own words. Before the start of the ECV Initiative, inclusive language guidelines did not exist within the organization requiring the development and implementation of a change-management process at the Micro (MODC staff members) and Meso (Organization) to ensure the guidelines will be adopted across a national community-based organization.
 Discussion and Conclusion: This poster presentation will outline the development of the co-designed inclusive language toolkit and change management process for our organization to adopt standardized inclusive language through all forms of community engagement and communication in collaboration with people with disabilities in our communities of operation. International audiences can use our project as a case study of how co-design can inform and drive organizational change. This case study will highlight the implementation factors that were found to be advantageous in a community-based organization, factors that hindered organizational change, and mitigation techniques used to make lasting change across the organization. 
 Lessons and Future Research: Future research for the ECV Initiative will continue to implement the additional themes within the ECV community engagement framework with the intention of making the additional toolkits based on co-designed themes and change management knowledge products publicly available to help other community-based organizations improve their own community-engagement practices.

Management by Objectives (MBO) and Outcome Based Management Systems (OBMS): A Comparison

Effective management is all about successfully achieving the long-term and short-term goals while guiding everyone towards the vision of the organization. However, it is easier said than done. It is a much more difficult task for any manager to achieve the goals set by the management system along with maintaining the balance between the management and employee satisfaction. The effectiveness of different styles of management adopted by an organization can be determined only by proper planning and a systematic framework that keeps the flow of work in check. It is inevitable to adapt the culture of change for any organization, and if failed to speed up with the pace of changing times, it will be left behind the race of improvement and growth, the businesses will stagnate and it may even die, But the transformation is always accommodated with the resistance to change, and teething troubles while people get used to new ways of doing things can wreak havoc. The change management process is the make-or-break challenge that will determine whether the implementation of change is successful or not. In this process the previous experiences and practices of management systems of various organizations and their various experimentation of change, their failure and success stories imprinted by many management thinkers may guide for the future decisions. Understanding the challenges faced by the organization, and proper research in the field one can set the objectives for the activities to undertake for the fulfilling the goals. MBO played its exemplary role since two three decades for the success of the organization, now management gurus are talking about OBMS to realize the organization goals. In the present article a comparison of MBO is made with the OBMS.

Factors of success in the change management process of IT programs

PurposeThe purpose of the article is to identify the factors of the success of the change management process in IT programs.Design/methodology/approachThe article presents the results of quantitative research conducted among 221 managers involved in the process of IT program management. In addition, to achieve the assumed goal, a factor analysis and cluster analysis were carried out on the basis of which a model of the relationship between success determinants and the change management process in the IT program was built.FindingsNine factors significant for the change management of IT programs have been identified. What is more, they illustrate 78.23% of all significant variables that may occur and significantly affect the success of the IT change program. In addition, it was indicated which factors have a significant impact on achieving the success of the program in individual sub-processes of the course of change.Research limitations/implicationsThe article identified 38 variables determining the success of an IT program as a result of a literature review. Secondly, the article responds to the call of Teubner (2018) for IT programs and Vuorinen and Martinsuo (2018) for programs of change.Originality/valueThe article complements the current theory with identified factors of success in the change management process in IT programs. In addition, the article presents recommendations for managers regarding the importance of the identified factors and their impact on the success of the program.

The Influence of Change Management Process on Cloud Transitioning

Technology is a dynamic field with constant changes, improvements, and new discoveries even before anyone is fully comfortable or used to the way it was. Cloud computing has gained momentum with the migration to the cloud growing at an incremental rate each year. However, some organisations migrate prematurely without fully understanding the impact on various factors. This research focuses on the influence of change management processes on cloud transitioning. The study included the feasibility of using COBIT to adequately manage organisational change when migrating to the cloud. The quantitative research methodology used a survey where the concept of cloud computing and applying COBIT in the context of organisational change were explored. A combination of these concepts was necessary as these had not been explored in other studies. A correlation coefficient analysis was performed to determine the relationship between COBIT’s change management processes and the success rate of cloud computing. The results of this research suggest that there is a relationship between change management processes and the success rate of cloud computing. Future research could include the creation of a cloud-readiness assessment model to assist businesses to make an informed decisions when migrating to the cloud.

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The article is devoted to the important topic of change management in today's business environment, where innovation, sustainability and employee engagement have become critical factors for the success of organizations. The article examines various models and methods of change management aimed at implementing innovative practices, ensuring sustainability, and actively involving personnel. In the modern business world, changes play a key role in the competitiveness of organizations. However, many organizations face difficulties in implementing innovations, ensuring the sustainability of their development, and involving staff to actively participate in changes. The main goal of this article is to research models and methods of change management aimed at introducing innovations, ensuring sustainability and involving personnel in organizational processes. The object of research is the process of change management in organizations. The subject of the research is models and methods of change management aimed at introducing innovations, ensuring sustainability and involving personnel in organizational processes. The authors used the method of scientific literature analysis to familiarize themselves with modern approaches to managing change, innovation and sustainability in organizations. This analysis helped to understand key theoretical approaches and concepts. To investigate the practical aspects of change management, the authors conducted empirical research on organizations implementing innovative practices. The article has great relevance in the context of a rapidly changing business environment where organizations must be ready to innovate, ensure sustainability and engage their staff to achieve success and competitiveness. Researching change management models and methods will help organizations better understand how to achieve these goals and manage change effectively. The results of this article can be useful for managers and leaders of organizations that seek to introduce innovation, ensure sustainability and involve personnel in active participation in change processes. Recommendations and practical findings can be used to improve change management strategies.

THE ROLE OF THE HUMAN FACTOR IN IMPLEMENTING ORGANIZATIONAL CHANGES IN THE CORPORATION

The article is dedicated to the issues of determining the role of the human factor in carrying out organizational changes in a corporation. The lifespan of a corporation depends on its adaptation to the external environment, for which it must be able to carry out appropriate organizational changes. The author proposed a model of the change management process in a corporation and showed the role of managers at all levels at each stage, revealing the content of these stages. Organizational innovation of any kind is a challenge for managers, who must be the initiators and conductors of all changes in the corporation, which places special demands on managers. The skills and abilities of managers and other employees of the corporation are identified, which become especially relevant in the context of organizational changes. The formation and maintenance of these skills and abilities must occur continuously and purposefully. The most important tool for the professional development of corporation employees and to prepare them for upcoming organizational changes is in-house training.

INFORMATISATION OF THE DIGITAL ECONOMY AS THE MAIN TREND OF EXPONENTIAL DEVELOPMENT

The relevance of studying the informatisation of the digital economy as the main trend of modern development is beyond doubt, since the digital economy represents the main trend of digitalisation. Therefore, the world's largest developed countries consider the development of the digital economy as one of the important strategies for increasing national competitiveness, promoting economic growth and social development. The digitalisation of the economy is a fundamental and transformative trend in the world of technology and business. It encompasses the convergence of digital technologies with economic activity, leading to a profound impact on industries, societies and people's lives. The purpose of the study is to examine the theoretical and practical aspects of digitalisation of the digital economy as the main trend of modern development. Metodology. The paper uses the following methods and approaches: cross-cultural, systemic, structural-functional, institutional, anthropological and axiological, as well as general scientific methods - allowing to effectively analyse the ways of using digitisation to create new benefits. The article uses a data-centric approach to the analysis of information provision at an enterprise for the purpose of change management, which includes methods of collecting, structuring, documenting and reusing basic data generated by the change management processes. Results. The article elaborates on the directions of development of the digital economy as an economic form of big data; the directions of exponential development of information and trust in information sources; reveals the informatisation of the digital economy as the main trend of modern digital development. Practical implication. The informatisation of the digital economy creates both opportunities and challenges. Companies, governments and individuals must proactively adapt to this trend by adopting technology, prioritising data management, developing digital skills and adhering to ethical and responsible practices to unlock the full potential of the digital economy. The digitalisation of the economy is a transformative force with far-reaching implications. It represents a new era of rapid change and innovation, offering opportunities for growth and efficiency, but also creating challenges that require careful navigation. As this trend continues to evolve, it will shape the future of industries, economies and societies around the world.

Investigation of critical factors affecting cost overruns and delays in Egyptian mega construction projects

Construction projects are prone to cost overruns and delays that can significantly impact their profitability and quality. Identifying the root causes of these issues is critical to finding practical solutions. This study focuses on the Egyptian construction sector and identifies the top six factors that lead to cost overruns and delays in mega construction projects. These factors are inadequate project planning, poor communication and coordination, changes in project scope, lack of skilled labour, insufficient budget allocation, and payment delays. The study recommends strategies to mitigate these factors, such as involving all stakeholders in the planning process, using project management tools, and setting realistic timelines to improve project planning and scheduling. Regular meetings and clear communication channels can achieve effective communication and coordination. The study also suggests managing changes in project scope through effective change management processes and ensuring sufficient budget allocation by conducting accurate cost estimates and setting aside contingency funds. These recommendations can provide practical insights for practitioners and policymakers in the construction industry to mitigate the impact of cost overruns and delays. Overall, the study emphasises the importance of identifying and addressing the key factors contributing to cost overruns and delays in mega construction projects.

Psychosocial factors influencing change management: An African cross-border acquisition case

Orientation: Cross-border acquisitions are instrumental in international businesses’ expansions, even though 70% fail. This necessitates risk and change management as driving forces. The context of this case study is within a change management initiative implementation during a cross-border acquisition between a global organisation and its African subsidiary.Research purpose: The study explored the psychosocial factors that influence the successful implementation of a change management initiative. Also, recommendations are made towards mitigating psychosocial risks that should be incorporated as part of a well-thought-through change management initiative and process, in a multifaceted Africa context.Motivation for the study: To understand the psychosocial factors posing a risk and becoming impeding factors within a multifaceted African merger and during a cross-border change management initiative.Research approach/design and method: A qualitative approach and case study design, adopting a hermeneutic phenomenological paradigm, was applied. Data were collected through semi-structured interviews and analysed using Tesch’s content analysis.Main findings: Having an awareness of psychosocial factors influencing change initiatives, requires interconnectedness and co-construction, to enable successful implementation, while mitigating risk. The African context greatly values culture, relationship, trust, respect, and collaboration. Thus, risk cannot be managed without managing change and contrariwise.Practical/managerial implications: In multifaceted Africa, the importance of stakeholder inclusion and engagement are highlighted, and the importance of stakeholder and task integration towards mitigating risks and modifying psychosocial behaviour are emphasised.Contribution/value-add: Substantive evidence enables a better understanding of psychological risk factors impeding change within a multifaceted environment. Interconnectedness and co-construction enable effective risk mitigation and change implementation.

The Role of Tacit Knowledge in Influencing Leadership on Change Management

This paper explores the positive impacts of tacit knowledge in leadership on change management, focusing on organisational leaders and employees. The significance of tacit knowledge in influencing leadership on change management is critical since tacit information includes significant insights, experience and intuition that leaders possess. Using and exploiting this knowledge helps to improve decision-making, create successful change initiatives, and foster effective leadership during times of uncertainty and transformation. Regarding the influence of tacit knowledge on leadership in change management, there is a sizable knowledge vacuum. Although the value of tacit knowledge in a variety of organisational situations is becoming more well-recognised, little is known about how specifically it affects leadership during change management processes. This paper concludes that tacit knowledge in leadership provides insight into where theoretical models are and are not utilised. A successful change agent will make decisions based on intuition. Tacit knowledge is valuable, and leaders must find methods to use it while also developing systems for capturing and sharing it throughout the organisation, such as through storytelling, communities of practice, or mentorship programmes. This article has eight recommendations for organisations, businesses as well as leaders regarding tacit knowledge handling during the process of change. This article employed secondary sources as methodology, and the collected data were analysed using text content to extract relevant insights.