Strategic Change Management Research Articles

Transformational and Transactional Leaders and Their Role in Implementing the Kotter Change Management Model Ensuring Sustainable Change: An Empirical Study

A rapid pace of change presents an unforeseen and perpetual competitive challenge for organizations. Despite the existence of numerous change management models, organizational change leaders often encounter obstacles during the implementation phase that limit change effectiveness. This paper seeks to make a difference in managerial actions, specifically when implementing planned change, by directing them to use specific leadership actions during the change stage. While previous research has acknowledged the potential linkage between leadership and change effectiveness, a comprehensive exploration of this relationship within the realm of strategic change management remains lacking. This study aims to address this gap by comparing transactional and transformational leadership styles through the lens of the leadership-as-practice perspective. Specifically, this paper analyzes the alignment of these leadership styles with the Kotter model for implementing organizational change and investigates which leadership components or behaviors positively impact predetermined stages of change. Using the MLQ and a developed Kotter questionnaire, data was collected from 385 Lebanese employees working in SMEs experiencing change across the five provinces of Lebanon. PLS structural equation modeling was utilized to analyze the results, and the GoF value indicated that the study model is valid to be considered as a PLS global model. Our findings shed light on the dynamic interplay between leadership efficacy and distinct change stages. Rooted in the leadership-as-practice perspective, this study contributes a nuanced understanding of effective leadership’s crucial role in navigating the multifaceted challenges of organizational change, offering insights for practitioners and scholars alike.

Strategic Organizational Performance at Electric Company in Indonesia

The goal of the study is to examine how organizational performance is impacted by transformational leadership and strategic organizational change management, with organizational environment serving as a mediating element in Indonesia's electricity state-owned enterprises. This is a quantitative, non-experimental study conducted between October 2022 and January 2023 in the divisions of PLN Head Quarter, as well as its subsidiaries and affiliates, with 1.429 respondents. SPSS and LISREL are used to do the analysis. According to research, both strategic organizational change management and transformational leadership styles have a positive and significant impact on organizational climate, with strategic organizational change management having the most significant impact. Organizational climate, strategic organizational change management, and transformational leadership all have a positive and significant impact.

MANAGEMENT OF STRATEGIC CHANGE AT COUNTY GOVERNMENT OF VIHIGA, KENYA

The County Government of Vihiga, Kenya aligns its governance with a resonating change management strategy geared towards progressive socio-economic development. With the advent of devolution and county governments in Kenya in 2013, the efficient management of strategic changes has been a key area of focus.Implementing strategic change management at the County Government of Vihiga is vital for better performance in economic, health, education, and other sectors. It ensures flexibility and adaptability to continually changing circumstances, simultaneously maintaining transparency, accountability, and improved service delivery. However, as with any evolving system, strategic change management faces challenges in this county. This comprises resistance to change among employees, inadequate resources, and unstable political environment. The County Government of Vihiga must be committed to change leadership, capacity building, resource allocation, managing resistance to change, and creating an environment that facilitates continuous improvement.Reviewed studies have focused mainly on strategic change management in private institutions hence there is little empirical data on the application of strategic change management in public institutions, a gap this research aims to bridge. The specific objectives of the study are to establish change management practices adopted by Vihiga County Government,to determine challenges faced by Vihiga County Government in managing strategic change and to ascertain the measures Vihiga County Government has put in place to mitigate challenges of management of strategic change. The research was anchored on open systems theory, chaos and complexity theory and contingency theory. Primary data was collected by use of interview schedule and analysed through content analysis. The results revealed that the county uses various strategies for strategic change management which include employee participation, effective communication active leadership and training. Similarly, it was discovered that the notable challenges encountered in managing strategic change included employee resistance, middle management resistance due to perceived loss of power and poor resource allocation. The main mitigation measures that the county management used to mitigate these drawbacks encompassed the creation of strong synergy and management monitoring of the change implementation process. The study concludes thatCurrently Vihiga County Government has successfully navigated through the change management. It recommends that,there is need to introduce change in a humane way, and if need be, set a guiding and counselling office to enable employees to cope with the change.

Netflix at a crossroad: a time for reinforcement or another reinvention?

Research methodology This case study is developed using secondary sources, including newspapers, periodicals and academic references. Case overview/synopsis This case study examines the challenges of a market leader in a changing industry and how that leader might respond. Growth was becoming exceedingly difficult for Netflix due to various external forces. For a company that relied on radical innovation to reinvent the video market industry and gain market dominance, Netflix appeared to be focusing on protecting its market position through strategies designed to reinforce its existing strengths and assets. Could Netflix maintain its leadership position and reignite growth by pursuing a reinforcement strategy, or was it time for another reinvention? Complexity academic level This case was written for strategic management classes at the graduate and undergraduate levels. The case was classroom tested with undergraduate business students in a strategic management course and masters-level organizational leadership students in a strategic innovation and change management course.

TECHNOLOGICAL INNOVATIONS AND PERFORMANCE OF THE AGRICULTURAL DEVELOPMENT CORPORATION, KENYA

The business environment is ever changing forcing organizations and individuals to respond adequately if they have to survive. This draws interest to this study on strategic change management (particularly, technological innovations) and performance of the Agricultural Development Corporation. The corporation has been facing constrained performance justifying the need to carry out this empirical research. The objective was to examine the effect of technological innovations on performance of the corporation. The study was guided by the balanced scorecard model and kotter’s theory of change management. Empirical studies touching on technological innovations and performance have been reviewed. An explanatory research design, quantitative methods, and deductive approach were adopted. A census design was employed to obtain the 51 targeted management staff of ADC. A research questionnaire was used to collect pertinent data. The questionnaire was pilot tested with the aim of assessing its validity and reliability. Data collection was conducted physically and through emails. The collected data were analyzed with the assistance of the Statistical Package for Social Sciences. Descriptive as well as inferential statistics were used in data analysis. Before undertaking inferential statistical analysis, relevant diagnostic tests were conducted. The results of the analysis were presented graphically and in tabular form. It was revealed that technological innovations had statistically significant effect on performance of ADC. It was concluded that technological innovations were important tenets of strategic change management with regard to the performance of ADC. In order to enhance its performance, it was recommended that the corporation should consider integrating various innovative technologies. The management staff of ADC should ensure that they were updated with regard to the technological innovations already in place in the organization.

Artificial intelligence ‐ driven sustainable development: Examining organizational, technical, and processing approaches to achieving global goals

AbstractThis study presents a comprehensive literature review using a systematic approach to explore the role of artificial intelligence (AI) in promoting sustainable development in line with the United Nations Sustainable Development Goals (SDGs). The systematic review approach was applied to collect and analyze topics, and the literature search was conducted in two stages, encompassing 57 articles that met the research requirements. Our analysis reveals that AI's contribution to sustainability is concentrated within three key areas: organizational, technical, and processing aspects. The organizational aspect focuses on the integration of AI in companies and industries, addressing barriers to implementation and the relationship between companies, partners, and customers. The technical aspect highlights the development of AI algorithms that can address global challenges and contribute to the growth of stability and development in society. The processing aspect emphasizes the internal transformation of companies, their business models, and strategies in response to AI integration. Our proposed conceptual model outlines the essential elements organizations must consider when incorporating AI into their sustainability efforts, such as strategic alignment, infrastructure development, change management, and continuous improvement. By addressing these critical aspects, organizations can harness the potential of AI to drive positive social, environmental, and economic outcomes, ultimately contributing to the achievement of the SDGs. The model serves as a comprehensive framework for organizations seeking to leverage AI for sustainable development, but it should be adapted to individual contexts to ensure its relevance and effectiveness.

Change Resistance Management, Strategic Change Management Practices and Service Quality in Counties in Western Kenya

Globally, service delivery has remained an issue of utmost concern among public organizations as it anchors key government operations. Statistics indicate that delivery of service in terms of health, sanitation and infrastructure in county governments of Kenya averages 39% countrywide with that of the ten county governments in western Kenya averaging 28%. This is against the Transparency International Kenya requirement of 40%, indicating poor service delivery. Both change resistance management and strategic change management have been shown to improve service delivery. Prior studies focus on change resistance and strategic change management for business organizations. Moreover, the moderating role of change resistance management on the relationship between strategic change management practices and service quality has not been explored in the context of county governments in Kenya. The study sought to investigate the influence of change resistance management on the relationship between strategic change management practices and service quality among county governments in western Kenya. Correlational research design was used, targeting 380 directors and chief officers. Questionnaires were used to collect data. Results showed that change resistance management has a significant moderating effect on the relationship between and change resistance management and service quality (R2Change = .129, p = .003), implying that change resistance management leads to an increase of 12.9% in the original effect of strategic change management practices on service quality. It is concluded that change resistance management practices be embraced among so as to improve service delivery.

Viable System Model for Managing Organizational Transformation: A Case Study on Korean Food-Services System

Purpose: In this article, the Viable System Model (VSM) is introduced and used as systems approach for managing organizational transformation at the Korean company. It aims to utilize strategic change management for understanding the nature of organizational transformation from systemic perspectives. Design/methodology/approach: Systems study using the VSM carries out regarding systemic understanding of the strategic change management of the system-in-focus within the organization. Semi-structured interviews were selected to elicit the history, decision-making process about the company's objectives, strategic plans and operation of the food-services system within the company. Findings: The Viable System Diagnosis (VSD) helps to design an effective food-services system to make this system viable in rapidly changing markets. It sets out the autonomous units of food-services system which has the necessary functions of operation, regulation and coordination, operational control, intelligence and policy that should be present in the organization. This helps initiate and facilitate the strategic change management of the company through providing the ability to respond environmental changes to the company in advance. Research limitations/implications: In this research, focus was on exploring the complex nature of strategic change management in how VSD helps design an effective food-services system to make this system viable in turbulent situations. This research can be justified only if the VSM approach is associated with its interpretivist paradigm, referred as soft systemic thinking. Originality/value: The VSM is introduc ed and applied in an effort to manage organizational transformation of the Korean food-services system in association with strategic management. The value of research was to explore the complex nature of organizational transformation using Espejo and Reyes' notion of the archetypes. It was able to demonstrate it through a case study on Korean food-services system as it shows the nature of the self-organizing whole.

Managing change in the face of a pandemic: the case of Cargills (Ceylon) PLC

Research methodology This case study has been developed based on the primary data obtained through a series of interviews held with the senior management of Cargills, and the secondary data obtained from the company’s corporate website www.cargillsceylon.com/,annual reports and publicly available sources of information such as newspaper articles. Case overview/synopsis This case study focuses on the strategic responses employed by Cargills (Ceylon) PLC – a leading business conglomerate in Sri Lanka – in response to the challenges posed by the COVID-19 pandemic. The duration of this case study is from January 2020 to September 2021. The case study particularly examines the key business sectors of Cargills (Ceylon) PLC – retail, food manufacturing and quick service restaurants – which elaborate on the change management practices and strategies deployed by the company in each of these sectors during this challenging period. This study is based on the primary data gathered from the interviews held with the Cargills (Ceylon) PLC team, and the secondary data obtained from the corporate website of Cargills (Ceylon) PLC. This case study is most suitable to be taught in academic courses related to strategic change management. Complexity academic level The case is most suited to be discussed with undergraduates (3rd year and 4th year) following business and management studies related disciplines. While the pivotal area around which the case has been developed is strategic change management, covering environmental analysis, strategic analysis and process of change management, the case could also be used in strategic management classes, to discuss environmental analysis, strategic planning approaches and business and corporate level strategies. Subject code CSS 11: Strategy.

INCREASING THE EFFICIENCY OF HIGHER EDUCATION SYSTEM MANAGEMENT ON THE BASIS OF STRATEGIC MANAGEMENT APPROACHES

This article examines the theoretical aspects of the strategic management of the higher education system, including an analysis of the main concepts and methods used in this area. The authors describe in detail various approaches to the management of higher education, such as strategic planning, performance evaluation and change management. In addition, the article provides an overview of current trends and challenges facing the higher education system, as well as a discussion of the need to adapt strategic management to changing conditions. The results of the study can be useful both for higher education managers and for researchers who are interested in the problems of strategic management in higher education. The purpose of the article is to present a theoretical basis for the practical application of strategic management in the higher education system and ensure the effective development of educational institutions.

Trigger events and change agents: how non-profit boards improve their governance

Despite active research on the performance of boards of directors, very little scholarship exists on how they intentionally recognise and act on the need for governance change. This gap has resulted in weak conceptual guidance for researchers and practitioners alike who are interested in change management. This article employs a multiple case study phenomenological analysis of member-serving organisations based in the United States that achieved substantive change at the board level, sometimes reshaping their boards and cultures in profound ways. Focused on the catalysts, agents and processes of governance change, the findings generally support the prevailing contingency theory perspective by describing patterns of change, stakeholder behaviour and goals that varied considerably from case to case. A change management lens is weakly supported in finding limited patterns in how leaders made change happen. A discussion follows of other potential conceptual lenses that may help explain successful strategic change management in non-profit boards.

THE CHARACTERISICS AND CHALLENGES OF THE INFORMAL SECTOR: IMPLICATIONS OF THE COVID-19 PANDEMIC FOR SMALL AND MICRO-BUSINESSES IN LAGOS, NIGERIA

The future of small and micro-enterprises (SMEs) in Nigeria’s informal sector has received less attention since the emergence of the COVID-19 pandemic. In this article, the challenges and characteristics of the informal sector are used as arguments for understanding the future of SMEs in this sector in the era of the COVID-19 global pandemic. The study recruited a total of 17 informal-sector SME business owners in Lagos, Nigeria. The major implications of the pandemic include reduced patronage, low financial turnout, increased operational costs, poor supply chain functions, and liquidation of many SMEs. The need to embrace innovation and strategic change management is shown as critical to the sustainability of SMEs in the informal sector. This research echoes the need for a more regulatory function of the operations of informal-sector SMEs towards addressing the challenges of the COVID-19 pandemic for small businesses.

Company strategic change management in the open innovation system

The article examines the management of strategic changes as a purposeful influence on the enterprise, which is a platform of strategic changes, to determine its position regarding strategic goals and conditions formed under the influence of a changing operating environment. The theoretical and methodological basis of the study is the provisions of the change management theory. The main study method is cognitive modeling aimed at the formalization of decision-making processes in the area of strategic change management. For the study, open access corporate reports of the Volkswagen Group were used. A cognitive model of the company's activity was built taking into account strategic changes to ensure strategic changes and study the mutual influence of concepts in the process of implementing changes. An evaluation of the results of modeling the influence of the indicators of the cognitive model on the factors of strategic change management was carried out. As a conclusion, it allows you to make a forecast of concepts. Thus, thanks to the introduction of strategic changes in the open innovation system, the indicator "Financing and other resource provision" will reach the desired value (an increase of 177.5 million euros) in 2 years.

Strategic Organizational Performance in Electric Power Company in Indonesia

<p><em>The purpose of the research is to analyze the influence of transformational leadership and strategic organizational change management to organizational performance with organizational climate as mediating variable in the electricity state own Enterprises in Indonesia. This is a quantitative non-experiment research and using questionnaire with 1.429 respondents within divisions of PLN Head Quarter, and its subsidiaries and affiliates during October 2021 – January 2022. The analysis process is conducted by SPSS and LISREL. Research has found that transformational leadership style and strategic organizational change management, both separately and together have positive and significant influenceto organizational climatewith variable of strategic organizational change management has more dominant influence. Transformational leadership style, strategic organizational change management and organizational climate both separately and or together have a positive and significant influence to organizational performance, with variable organizational climate has more dominant influence.Leader should create an effective organizational climate to improve the influence of transformational leadership capability and change management to achieving excellent organizational performance. The mediating effect of organizational climate is the novelty/originality of research, which has an important and positive impact to enhance the impact of transformative leadership styles or strategic organizational change management on organizational performance . The study was conducted at a state-owned enterprise. Further research in various industries/enterprises by state-owned and private companies is expected.</em></p>

SCENARIOS OF THE DEVELOPMENT OF ENTERPRISES OF THE TOURIST INDUSTRY OF UKRAINE IN THE CONDITIONS OF THE WAR AND POST-WAR PERIODS

The purpose of the article is to study the factors of the development of enterprises in the tourism industry of Ukraine and the formation of scenarios for their development in the conditions of martial law and after the end of hostilities. When conducting the research, the methods generally accepted in economic science were used: monographic, dialectical - in the process of researching the development of enterprises of the tourism industry of Ukraine under martial law and after the end of hostilities; analysis and synthesis, grouping - to determine the factors of development of tourism industry enterprises; generalization and analysis, economic-statistical, abstract-logical and system-structural - for the formation of scenarios for the development of enterprises of the tourism industry of Ukraine. The key problem of the study is russia's attack on Ukraine, which turned into a heavy blow to the country's tourism. The article proves that protectionism and international conflicts threaten freedom and freedom to travel. All these changes mean that we are going through a period of great destabilization. It is justified that the reality as we know it, with a Europe without border crossings, may soon disappear. Emphasis is placed on the fact that it is important to create such tourist programs now so that not only Ukrainians but also tourists from other countries understand what was happening in Ukraine and tell about the struggle of Ukraine. Four scenarios for tourism development in Ukraine have been proposed, each with a number of implications for stakeholders. Based on the conducted scientific research, it was concluded that one of the optimal approaches to the formation of scenarios for the development of tourism industry enterprises in Ukraine in the conditions of universal dynamism, unpredictability and variability of the business environment is recognized as strategic management and change management. The practical significance of the obtained results reveals the prospects for applying the main scientific provisions of the article in the practice of managing tourism business enterprises in Ukraine in the conditions of post-war reconstruction. The results of the study presented in the work can be used by economists, scientists and practitioners to implement scenarios for the development of tourism industry enterprises in Ukraine, each of which has a number of consequences for stakeholders.

Strategic Change and Quality Management—A Case Study of IPG Asset Solutions Pte Ltd

Key Malaysian real estate industry trends influence fast-growing SME IPG Asset Solutions Sdn Bhd. Because lockdowns affected international trade, supply lines, corporate norms, and entire industries, the COVID-19 pandemic caused an economic disaster. To reduce social, economic, and environmental risks, IPG Asset Solutions should adapt to market changes. Industry growth requires planning. The real estate company will address stakeholder needs and pandemic impacts on real estate markets after COVID-19. The method involves recognizing the change, analyzing its impact, helping people embrace change, defining a vision, and preparing for change. Change leaders, training tools, and employee participation are needed to prepare for resistance. Kurt Lewin’s Change Model helped the real estate business develop and assess change management strategies and tools. IPG Asset Solutions Sdn Bhd provides top-notch marketing solutions using quality control. IPG Asset Solutions’ quality control comprises customer satisfaction, business image, customer perceptions, client management, corporate culture, and motivation. Pareto analysis and process control charts manage quality. Customers, employees, processes, and financial performance assess the SME’s quality control. The assessment’s flaws suggest a quality control program based on quality design and continual quality improvement. Quality control is offline and statistical. Service design begins with offline control techniques to optimize settings, reduce negative consequences, save money, and improve quality. Online control charts must determine statistical control. Statistical process control guides service delivery. Execution and implementation identify successful CSFs. Management should also assess the new system’s need, cost-benefit, resources, and skills. The quality assurance team will check all procedures and suggest changes to enhance quality.

A CONCEPTUAL FRAMEWORK FOR STRATEGIC CHANGE MANAGEMENT AT AN ENTERPRISE

The conceptualization of the modern vision of strategic change management at enterprises is one of the relevant scientific and practical tasks. Strategic changes are based on the concept of the development of an enterprise as an economic system operating in a certain business environment and adapting to the changes in that environment. Under conditions of uncertainty and dynamism, enterprises should build awareness of the need for changes and implement changes in a consistent, well-grounded, and coordinated way. Therefore, strategic change management becomes a key component of the entire strategic management system. The purpose of this research was to develop theoretical principles for strategic change management at an enterprise and, based on them, to create a conceptual framework for strategic change management. The tasks of the research included the analysis of the existing concepts, models and frameworks of strategic change management of the enterprise, their main elements, as well as the development of the authors’ own framework for strategic change management. Based on the performed analysis of the concepts and frameworks of strategic change management of the enterprise, it was established that the main idea of the creation of a framework is to ensure the effectiveness of management of changes at a strategically oriented enterprise. A framework for managing strategic changes of the enterprise that includes the theoretical-methodological, scientific-methodical and practical levels, was proposed and substantiated. The implementation of this framework would ensure the provision of reliable and relevant information for change management and the development of measures to improve the effectiveness of strategic changes. The proposed conceptual framework for managing strategic changes of the enterprise is based on modern management tools including the process and competence approaches as basic ones and systems, situational and adaptive approaches as supporting ones, and assumes the coherence of its components under conditions of uncertainty in a quickly changing environment. The combination of the elements of the developed framework for strategic change management makes it possible to systematically solve the task of ensuring the competitiveness of the enterprise in the long term, its stability and development.

The Role of Strategic Change Management in Enhancing Academic Institutions’ Sustainability

This study aims to highlight how strategic change management enhances the sustainability of academic institutions. Thus, the study explores sustainability in a volatile, uncertain, complex, and ambiguous world (VUCA), primarily focusing on academic institutions in Namibia through the lens of strategic change management. The central question the study attempts to answer is how strategic change management can be employed to achieve sustainability in academic institutions. Academic institutions must be sustainable as it enables the graduates produced to be competitive at their workplaces and enables them to be employable not only for the local industry but internationally. A qualitative approach through action research design was adopted to explore the role of strategic change management on the sustainability of academic institutions through a reflexive thematic analysis using ATLAS.ti. The participants employed in this study consisted of five (5) managerial personnel, eleven (11) lecturers/professors, and eight (8) postgraduate and undergraduate students, totalling 24 participants for data collection through the use of open-ended questionnaires. The study examines how various academic stakeholders view sustainability integration in their educational programs and strategies to implement the desired change. Methodologically, this study can be described as explorative and interpretative, which reflects on sustainability in academic institutions by paying closer attention to strategic change management to address the challenges and effective management of change, which in most cases is inevitable. The study found that sustainability in academic institutions can be achieved by recalibrating a strategic plan through all stakeholder participation. The students should be at the core of sustainability initiatives, and an inclusive change approach should be adopted, this enables appropriate change management initiatives to be employed for enhancing sustainability in academic institutions. The pedagogical approach advanced in this paper addresses how strategic change management can be used to achieve sustainability in academic institutions. Hence, the findings indicate that a strategic plan fosters interaction with all associated stakeholders and inspires the combining efforts of stakeholders toward achieving a sustainable academic institution.

Implementasi Model Manajemen Perubahan Strategis Bank Pembiayaan Rakyat Syariah di Indonesia

The complex challenges faced by BPRS in Indonesia today to maintain their existence in the mid of competition and need to be overcome by planning for strategic changes. The purpose of this study is to analyze the complexity of the problems of BPRS in Indonesia today and Its sensitive elements through a structured picture approach, and to design a strategic change management’s model. The research was conducted in Indonesia, especially the Greater Jakarta, Surabaya, Bandung, Semarang and Yogyakarta by involving the management and managerial level at BPRS. The research was carried out in December 2021 to June 2022. Research data were obtained through primary data and secondary data. The research methodology used is mixed methods which is combination beetwen quantitave and qualitative methods, Soft System Methodology (SSM) Fuzzy AHP (F-AHP) and Fuzzy ISM (F-ISM). Based on the results of the SSM analysis, it is known that the current problematic situation faced by BPRS is technological disruption, market share, economic stability, low liquidity, pandemic disruption, human resources competence, segmentation rules and the absence of suitable product or service differentiation and unique. Based on the F-AHP analysis, the strategy that is considered the most reliable and a top priority in the strategic change management model strategy of BPRS in Indonesia is strengthening the policies and institutional regulations of the BPRS. The results of the F-ISM analysis show the most optimal institutional model and strategic change management model for Sharia Rural Banks in Indonesia. Keywords: BPRS, Change Management, Sharia, Fuzzy AHP,Fuzzy ISM

A Strategic Change Management Model of Enhancing Organizational Performance of Telecommunication Organizations in Zimbabwe.

Change management is a concept that has been embraced by firms the world over given the fact that firms that practices change management tend to benefit from enhanced organizational performance (Nyoni et al., 2017). Research has shown that companies which adopt strategic change management tend to benefit in terms of increased profits and enhanced organizational performance (Chavan & Bhattacharya, 2022). According to Buschow & Suhr (2022) change management refers to the practise of taking a methodical, organised approach to the transition or transformation of an organization’s objectives, procedures, or technologies. Implementing strategies for bringing about change, maintaining control over change, and assisting individuals in becoming accustomed to change are the primary objectives of change management (Husnah & Aslami, 2022). Feranita et al. (2020) defined change management is the process of describing and implementing change within a company’s processes, both internal and external. Munawar (2021) noted that change management involves preparing and supporting personnel, developing the essential processes for change, and monitoring activities both before and after the change to ensure that it is successfully implemented.