Successful Change Management Research Articles

Towards successful organizational change management: New process model identification

The ever-evolving corporate landscape, catalyzed by the COVID-19 pandemic and rapid advancements in information technologies, has given rise to a new organizational philosophy. As novel sectors emerge and new forms of work and business processes unfold, change becomes a necessity integrated into companies' survival strategies. The dynamic, diverse, and discontinuous nature of the contemporary business environment demands a deeper understanding of organizational changes. Despite the prevalence of change, a significant number of initiated change programs fail, emphasizing the need for effective change management. While numerous change management theories exist, empirical validation and practical testing are often lacking, creating a gap between theory and application. This paper presents a critical exploration of prominent process models of organizational change, aiming to identify a unified diagnostic process model that addresses existing shortcomings and leverages the strengths of these models. The research identifies ten common phases in various process models, leading to the formulation of a 10F process model of organizational change. This model encompasses crucial stages such as problem diagnosis, creating a sense of urgency, establishing leadership roles, vision creation, planning, communication, implementation, short-term results, stabilization, and monitoring. The 10F model offers a comprehensive framework for understanding and managing diverse organizational changes. This research contributes to bridging the gap between theory and practice, providing valuable insights for managers, researchers, and practitioners engaged in organizational change initiatives.

Malaysian Public Sector Accounting Standards (MPSAS) Implementation in State Governments of Malaysia: Status and Challenges

Purpose: This paper aims to share the experience of state governments in Malaysia in implementing the Malaysian Public Sector Accounting Standards (MPSAS). Methodology/Approach: A mixed methods study involving questionnaire survey and interview was employed. The study covers all 13 state governments of Malaysia. A total of 147 accounting and finance staff responded to the questionnaires and 12 interview sessions were held in 12 states involving the state treasurers. Findings: Similar challenges observed in other countries in implementing IPSAS prevailed in the 13 state governments, which are (i) resources related to lack of competent accounting and finance staff, and lack of IT facilities and IT support; (ii) accounting and reporting issues related to difficulties in assets, liabilities, revenue and expenses recognitions and measurement; and (iii) top management commitment in ensuring successful change management programmes. However, many of those challenges have been tackled except for the application of MPSAS, where trained staff is still lacking. Research Limitations/Implications: This paper explores the implementation of accrual accounting via the computerised accounting system used by the state governments in Malaysia. The system caters to both MPSAS accrual accounting and cash accounting reports. Production of MPSAS accrual accounting reports has not been made mandatory. Thus, the discussion in this paper is limited to respondents’ experience with the computerised MPSAS-based accrual accounting system used to produce cash accounting reports. Practical implications: Findings from this paper provide insights for state governments to plan for effective implementation of MPSAS. Originality/value: This paper discovers the real issues faced by the state governments of Malaysia in implementing MPSAS. Keywords: Accrual accounting, IPSAS, MPSAS, public sector, developing countries.

Malaysian Public Sector Accounting Standards (MPSAS) Implementation in State Governments of Malaysia: Status and Challenges

Purpose: This paper aims to share the experience of state governments in Malaysia in implementing the Malaysian Public Sector Accounting Standards (MPSAS). Methodology/Approach: A mixed methods study involving questionnaire survey and interview was employed. The study covers all 13 state governments of Malaysia. A total of 147 accounting and finance staff responded to the questionnaires and 12 interview sessions were held in 12 states involving the state treasurers. Findings: Similar challenges observed in other countries in implementing IPSAS prevailed in the 13 state governments, which are (i) resources related to lack of competent accounting and finance staff, and lack of IT facilities and IT support; (ii) accounting and reporting issues related to difficulties in assets, liabilities, revenue and expenses recognitions and measurement; and (iii) top management commitment in ensuring successful change management programmes. However, many of those challenges have been tackled except for the application of MPSAS, where trained staff is still lacking. Research Limitations/Implications: This paper explores the implementation of accrual accounting via the computerised accounting system used by the state governments in Malaysia. The system caters to both MPSAS accrual accounting and cash accounting reports. Production of MPSAS accrual accounting reports has not been made mandatory. Thus, the discussion in this paper is limited to respondents’ experience with the computerised MPSAS-based accrual accounting system used to produce cash accounting reports. Practical implications: Findings from this paper provide insights for state governments to plan for effective implementation of MPSAS. Originality/value: This paper discovers the real issues faced by the state governments of Malaysia in implementing MPSAS. Keywords: Accrual accounting, IPSAS, MPSAS, public sector, developing countries.

Malaysian Public Sector Accounting Standards (MPSAS) Implementation in State Governments of Malaysia: Status and Challenges

Purpose: This paper aims to share the experience of state governments in Malaysia in implementing the Malaysian Public Sector Accounting Standards (MPSAS). Methodology/Approach: A mixed methods study involving questionnaire survey and interview was employed. The study covers all 13 state governments of Malaysia. A total of 147 accounting and finance staff responded to the questionnaires and 12 interview sessions were held in 12 states involving the state treasurers. Findings: Similar challenges observed in other countries in implementing IPSAS prevailed in the 13 state governments, which are (i) resources related to lack of competent accounting and finance staff, and lack of IT facilities and IT support; (ii) accounting and reporting issues related to difficulties in assets, liabilities, revenue and expenses recognitions and measurement; and (iii) top management commitment in ensuring successful change management programmes. However, many of those challenges have been tackled except for the application of MPSAS, where trained staff is still lacking. Research Limitations/Implications: This paper explores the implementation of accrual accounting via the computerised accounting system used by the state governments in Malaysia. The system caters to both MPSAS accrual accounting and cash accounting reports. Production of MPSAS accrual accounting reports has not been made mandatory. Thus, the discussion in this paper is limited to respondents’ experience with the computerised MPSAS-based accrual accounting system used to produce cash accounting reports. Practical implications: Findings from this paper provide insights for state governments to plan for effective implementation of MPSAS. Originality/value: This paper discovers the real issues faced by the state governments of Malaysia in implementing MPSAS. Keywords: Accrual accounting, IPSAS, MPSAS, public sector, developing countries.

Organizational Analysis in Preparation for LMS Change: a Narrative Case Study

Collaboration and teamwork are concepts routinely attributed to organizational success and successful change management. Yet often the details of these collaborative experiences are limited to participants in the team involved. In this case study we highlight how a learning experience architect, as part of an organizational working group, could leverage human performance technology (HPT) principles to lead the analysis efforts surrounding an LMS platform change at a professional training organization. Human performance technology is the study and practice of improving productivity in organizations. This includes designing and developing effective interventions, processes, and methodologies that are ethical, results-oriented, comprehensive, and systemic (West, 2018). This article covers the project’s genesis, the project team’s creation, and how the analysis work was carried out. The first author’s unique access to the subject matter of this case study provides the ability to present the project’s analysis phase in the following narrative format. This article’s intrinsic case study represents an exploratory inquiry into a single case, as this article’s conclusions are inherently limited to its scope. Nevertheless, the article provides evidence that large scale change within organizations requires a balance of effective communication practices and organizational systems thinking.

Acceptance of change: Exploring factors of employee resistance to organizational change

Due to changes in globalization, changes due to advances in technology and other factors, the reality is our organizations are constantly having to adapt. If we continue to approach the transformation of organizations, the way we always have been(stressed) we need to sort out two things: First, why is change so exhausting? And second how do we fix it? Change management becomes an inevitable within organizations’ performance. Successful and unsuccessful change management initiatives have been discussed by various authors and the topic continues to expand. Numerous studies provide an understanding into the nature of change management and identifies its most common drawbacks. The most frequent themes include resistance to change, readiness for change, leadership effectiveness, employee commitment, and the roles and competencies ensuring smooth occurrence of strategic change.The present article focuses on one of these themes: resistance to change. Understanding reasons for resistance may aid managers to reduce conflict and increase collaboration. To meet these challenges, leaders must be qualified enough to overcome resistance to change. This article points out important types of resistance for organizations to address.

Evolving Nature of Library Technical Services in Response to Outsourcing

The landscape of library technical services is evolving in response to the outsourcing of library work such as cataloguing, acquisitions, and processing. This literature review explores the body of research on the transitioning nature of library technical services and presents its findings with a thematic overview of the cost effectiveness of outsourcing, vendor quality control and evaluation, staffing levels, changing workloads, organizational restructuring, user experience, knowledge management as well as diversity, inclusion, and access. While the literature reveals little doubt that outsourcing has had a significant impact on library technical services, how can libraries guide their technical services teams forward through this transition? The themes explored here suggest that additional skillsets are necessary for increasingly complex workloads in response to changing library user needs. Library leadership will need to provide their staff with training and professional development to meet these changing needs all while having successful change management strategies in place that leverage existing skillsets and support the continued evolutionary landscape of library technical services.

College of Business Administration: change and growth

Learning outcomes Learning outcomes are as follows: Students will understand the main characteristics of Agile leader and importance of these characteristics in successful change management. Students will understand how Agile leader works to manage changes in organizations and what steps the leader must take to make successful changes in the organization. Students will know in details the Kotter change management model, will recognize and will be able to apply this model in real-life situations. Case overview/synopsis The case study is about the College of Business Administration (CBA). The CBA is a private higher education institution located in Riga, Latvia, Eastern Europe. The CBA provides professional higher education programs. The case study tells the story how Susan was at first hired as free-lancer for specific tasks at the College in 2017. After successful competition of these tasks, Susan was hired as the new director in 2018. The management at the College was almost non-existent at that moment, and Susan had to face the question how to develop the CBA and make it profitable. Susan had to build her management team, had to review and describe all processes and had to build the internal culture of the organization. Susan implemented change management plan, and in four years, the number of students and lecturers at the College had doubled, and the turnover of the CBA had reached more than one million euros. The case study shows Agile leader characteristics and change management process in details. Complexity academic level Undergraduate studies. Supplementary materials Teaching notes are available for educators only. Subject code CSS 7: Management Science

Social Intelligence and Successful Strategic Change Management: A study of Jubilee Syringe Manufacturing Co. Ltd, Akwa Ibom State, Nigeria

This research was designed to examine the relationship between Social Intelligence and Successful Strategic Change Management, a study of Jubilee syringe Manufacturing Co. Ltd, Akwa Ibom State. Cross sectional survey design was adopted for the study and a sample size of 118 respondents was drawn from the population size of 330. For the objective of the study to be achieved, five hypotheses were formulated. The major instrument for data collection was a structured questionnaire administered to the respondent using random sampling techniques. Data collected were analysed using simple percentage and Spearman Rank correlation. Results show that there is a significant correlation between Social Intelligence and Successful Strategic Change Management. Based on the finding of the analysis, In conclusion, this study supported other recent research findings that social intelligence is an important successful change management that is predictive of leadership. It also furthered the notion that intelligence is important in creating appropriate and original problem constructions. Because social intelligence is a trait that accounts for effective leader behaviour across multiple situations, it seems to reconcile the trait and situation approaches to leadership. Consequently, It is recommended that managers ensure positive organizational environment (working conditions, policies and procedures) necessary for stimulating successful strategic change management. Also, empirical studies should be conducted to identify factors that predict Successful Strategic Change Management among employees in Nigeria.

Is Gaining Affective Commitment the Missing Strategy for Successful Change Management in Healthcare?

Despite the requirement for continual change and development, change failure is omnipresent in health care, ranging from small technical errors within new systems, processes or technologies, through to breakdowns and large-scale disaster. Despite decades of research investment, consultancy and initiatives, creating a healthcare context that promotes clinician engagement with change remains elusive, with limited demonstrated progress. Affective commitment to change refers to commitment that is driven by a desire to support change based on its perceived benefits or value, as opposed to commitment that is based on a sense of obligation or the minimization of costs. Recent evidence from health-care contexts indicates that affective commitment to change drives change readiness more so than the individual’s self-efficacy for dealing with the change. Considering evidence regarding the effect of affective commitment to change on individual and collective change readiness among health-care staff, we may need to reorient our current strategies for managing change. We explore the opportunities to enhance affective commitment to change and, in turn, change readiness through adopting values-based approaches to designing and executing change proposals with clinicians and service users.

Challenges Affecting Effective Implementation of Financial Management Information Systems in Local Government Authorities in Tanzania as Part of the Digital Ecosystem

This study examined the obstacles to the efficient implementation of the Financial Management Information System (FMIS) by Tanzanian local government authorities. To formulate and test the dependency of variables, the researchers used both descriptive and inferential statistics, including a chi-square test. According to the findings, FMIS deployment faces technical, user, and organizational-related challenges. The study recommended that the Tanzanian government, through the Ministries of Finance and Planning, President’s Office Regional Administration, and Local Government Authorities, continue to offer a full commitment to ensuring the effective implementation of FMIS by guaranteeing the constant supply of electricity in all district councils; the supply of modern computing machines; good organizational management; as well as staff facilitation and motivation. In addition to the internal workforce, the engagement of qualified firms and consultants from the private sector to assist with the implementation of successful change management is strongly advised.

Issues and Challenges in Implementing International Public Sector Accounting Standards (IPSAS)

Purpose: This paper aims to identify the prerequisites as well as the issues and challenges in implementing the accrual basis International Public Sector Accounting Standards (IPSAS). Methodology/Approach: Using the archival approach, this paper presents a review of past studies and published information on the issues and challenges faced by various developing countries in adopting IPSAS. Findings: The challenges faced by countries in adopting IPSAS can be classified into three categories: (1) Resources which include a lack of competent accounting and finance staff, and a lack of IT facilities and IT support; (2) Accounting and reporting issues related to difficulties in the recognition and measurement of assets, liabilities, revenue and expenses; and (3) Top management commitment in ensuring successful change management programme. Research Limitations/Implications: This paper outlines the results of the preliminary phase, i.e., a review of previous studies, before a study to examine the issues and challenges in the adoption of accrual accounting and the Malaysian Public Sector Accounting Standards (MPSAS) in state governments in Malaysia is undertaken. Thus, the discussion in this paper is limited to the issues and challenges in adopting IPSAS. Practical Implications: This study shall provide guidelines for Malaysian state governments in promoting successful implementation of MPSAS. Originality/Value: This paper provides the basis for the next phase of the study on state governments which includes questionnaire surveys and interviews. Keywords: Accrual accounting, IPSAS, MPSAS, public sector, developing countries

Relationships between change management, knowledge sharing, curriculum coherence and school impact in national curriculum reform: a longitudinal approach

ABSTRACT It has been suggested that the outcomes of curriculum reform depend on the implementation strategy and coherence making between the reform and school practice. This study examined how teachers perceived a national core curriculum reform implementation in terms of change management and knowledge sharing, and how these contributed to the perceived curriculum coherence and to school-level impact of the reform process over time. Survey data (N = 2447) were collected from teachers during the recent core curriculum reform in Finnish basic education. The longitudinal data were collected at three time points during the first three years of curriculum implementation. A cross-lagged path model was utilized to explore longitudinal relations between the variables. The results showed that knowledge sharing practices and perceived curriculum coherence had reciprocal effects over the first year. Moreover, both predicted the extent to which the reform process was considered to promote school impact in terms of meaningful development and teacher commitment, which facilitated higher levels of curriculum coherence and knowledge sharing later on. Change management did not seem to predict the other constructs – yet, knowledge sharing facilitated evaluations of successful change management. The results provide new insights on supporting meaningful school development in large-scale curriculum reform.

Using Smartphone Applications to Manage Chronic Conditions in Older Adults – A Review on Level of Evidence

Background: From health monitoring to health education and from behaviour change to falls sensing and health alerts to the simple pleasure of communication and connectedness, the mobile technologies (smartphone applications) are changing the lives of older adults.Objective: To examine current evidence of use of smartphones by older adults for health purposes (including communication, education, and health monitoring), and understand gaps and challenges in order to inform the design of future systems given the ubiquity of mobile phone technology.Methods: MEDLINE, CINAHL and Google scholar databases were searched from October 2016 to January 2017. Keywords used include ‘smartphone apps’, ‘mobile phone’, ‘chronic disease’, ‘chronic condition’, ‘older adults’ and ‘elderly’. A total of 12 articles were selected for quality assessment and grading of evidence.Results: Twelve different articles were found and categorized into nine different clinical domains with specific health related interventions. Articles were focused on diabetes care (2 articles), followed by COPD (2 articles), heart disease (1 article), Alzheimer’s/dementia Care (2 articles), osteoarthritis and pain management (1 article), fall prevention (1 article), colon cancer (1 article), palliative care (1 article), chronic kidney disease (1 article). Areas of interest studied included feasibility, acceptability, functionality and thereby determining their effectiveness. There were many different clinical domains; however, most of the studies were pilot studies. Current work in using mobile phones for older adult use are spread across a variety of clinical domains. Findings from different studies indicate that the use of mobile phone interventions has the potential to support successful management of chronic conditions and health behaviour change in older adults.Conclusion: Perceived benefits and willingness to use the smartphone apps are high; however, technical training and cost are main concerns. A common problem with elderly users was their reluctance to press buttons due to the fear of breaking something which has been resolved by touch screen technology of the smartphones. However, the advanced user clicked around the screen until he found what he was looking for, while the others spent a lot of time observing the screen and trying to determine the correct step. Promotion of user-friendly apps are expected especially for older adults having a diminished physical and cognitive abilities.International Journal of Human and Health Sciences Vol. 05 No. 04 October’21 Page: 381-387

Well-Planned Successful Tracheostomy Tube Change in a Child

Paediatric tracheostomy and tracheostomy tube change are associated with a higher incidence of adverse events that need to be recognised, mandating thorough evaluation and meticulous planning to avert such events. In addition, implementation of standard guidelines in every institute is necessary to maintain optimum safety. We report the successful management of a difficult paediatric tracheostomy tube change in a 3-year-old boy who had a history of failure of tracheostomy tube change in the ward 1 month following the initial tracheostomy. The initial attempt of changing the tube to secure the airway was unsuccessful. As difficulty in tube exchange was anticipated, we were able to secure the airway with endotracheal tube loaded on to a paediatric fibreoptic bronchoscope which was already positioned in the trachea. We believe that a well-planned management strategy executed in a monitored and well-equipped surrounding helped in avoiding grave consequences.

The Influence of Educational Leadership in Successful Change Management in Education Office of Wolaita Zone

This study aimed to examine the influence of educational leadership in successful change management in Wolaita zone some selected woreda education offices. The target populations for this study were from Wolaita zone woreda educational offices. In Wolaita zone, there are 22 woredas/districts and 3 city administrations; among them three woreda education offices and one city administration education office were selected through simple random sampling and purposive sampling respectively. Therefore, total population of the study was 230; among them 63 expertise, 6 educational office leaders, 40 supervisors and 121 principals were selected by purposive sampling method. In order to collect data, questionnaires, was employed. This study was carried through descriptive survey design. The study revealed that the leader’s ability to influence the followers was poor and leaders not playing their leadership role appropriately. The finding also shows strong effect of leadership on successfully implementing change management process in the sampled study areas. Thus, one can recommend that leaders should motivate follower and change agent by being role mode land participatory. The leaders should develop and institutionalize appropriate strategy to implement change in the institutions.

A conceptual model for adoption of BIM in construction projects: ADKAR as an integrative model of change management

ABSTRACT The use of Building Information Modeling (BIM) technology has facilitated storage and reuse of information throughout the lifecycle of construction projects. Despite its benefits, construction industry has witnessed several obstacles in adopting BIM technology in terms of people management. This paper investigates how ADKAR model (an acronym for five stages of effective lasting people change: awareness, desire, knowledge, ability, and reinforcement) can contribute to successful adoption of BIM in construction sector. This study was conducted in two main stages: a rigorous literature review process followed by data collection using eight in-depth interviews with construction project managers. Data was analyzed following Bryman and Bell’s [(2007). Business Research Methods. Oxford: Oxford University Press] steps for thematic analysis. The results from interviews combined with results of literature review contribute to the development of an integrated conceptual model of change management. The conceptual model identifies two main phases of determinants for successful change management process towards the adoption of BIM technology using ADKAR model. Firstly, engineers as designers with different specialist (i.e., architectural, civil, electrical, mechanical), engineers as contractors, and clients require the enhancement of all five dimensions of ADKAR for a lasting change. Secondly, government requires the enhancement of three main dimensions of ADKAR model, namely awareness, desire, and reinforcement.

Successful implementation of change in postgraduate medical education \u2013 a qualitative study of programme directors

IntroductionLeaders in postgraduate medical education are responsible for implementing educational change. Although difficulties in implementing change are described both in the general leadership literature as well as in the field of medical education, knowledge of what characterises successful change leadership in postgraduate medical education is limited. The aim of this study is to explore the process used by educational leaders in successful change implementation in postgraduate medical education.MethodsSemi-structured interviews were conducted with 16 programme directors to explore how they had implemented successful change projects. The sample consisted of programme directors who had reported in a previous survey having high educational impact at their workplace. Interviews were analysed using Ödman’s qualitative interpretative method.ResultsThe interviews identified similarities in how participating programme directors had implemented changes. Five interconnected themes crystallised from the data: (1) belonging to a group, (2) having a vision and meaning, (3) having a mandate for change, (4) involving colleagues and superiors, and (5) having a long-term perspective.ConclusionsOur findings illuminate important aspects of successful change management in postgraduate medical education. Change is ideally based on a clear vision and is implemented in coalition with others. A long-term strategy should be planned, including involvement and anchoring of key persons in several discrete steps as change is implemented. While some of these findings are congruent with the general literature on change management, this study emphasises the importance of a mandate, with successful change leadership dependent on coalition and the facilitation provided by the next level of leadership.

Change Management in Medical Institutions: Implementation View

Change is a learning process modeling the attitudes and values of the involved staff to adapt and show the change in daily work life. Leading the change in medical schools or in the health care system is considered one of the assignments of successful leadership that can achieve an effective organizational change under complex conditions. This review aims to show an implementation view about how to manage the change in medical institutions and how to overcome obstacles, and how to face the challenges. The resistance to change represents a major obstacle to the change process in any medical school or health care system. Thus, it should address this resistance by creating a suitable climate for carrying out the change based on a flexible strategy that may be translated into practical steps during the implementation. Moreover, the change should be institutionalized wherein new behaviors are persisting and generalizing in the medical school or the health care system as a result of the change application. In addition, the successful management of change in any medical school or system requires a well-functioning and efficient management system for achieving the intended results. Therefore, many benefits may be gained as a result of the success of a change process in any organization wherein it improves the effectiveness and efficiency of organizational and staff performance besides creating an opportunity for getting the best practices.

Employee’s Resistance and Organizational Change Factors

Organizations need to change due to challenges they are facing caused by the dynamic environment where they operate. Also, organizations undertake changes because they have new ideas to improve their performance. So, organizational changes are imposed by factors of external or internal environment. The aim of every change is to improve organizational performance by increasing its effectiveness. Sometimes, changes are proposed during crises time. In crisis’s situation, organizations need to cut their costs, and the most common change is reducing staff.
 In every situation, change is something new for employees. Change affect employees because they are going to implement it. They can show positive attitude/behavior (readiness to change) or negative attitude/behavior (resistance to change) to proposed change. When employees show positive attitude, they agree on change and they are motivated to implement it. On the other hand, negative attitudes reflect that employees do not agree to organizational change. They are not motivated to involve in organizational change and sometimes they refuse it. Change managers are interested to have employees which are motivated and opened to change because this can lead to a successful change management process. On the other side, resistance to change can lead to the failure of change, because resistance may create costs and delays into change management process.
 This paper will explain which factors impose organizations to undertake changes time to time. Also, it will analyze how employees behave during organizational change. The aim of this paper is to explain why employees resist to organizational change and how can change managers reduce employees resistance.