Competencies for managing change Crawford, Lynn; Nahmias, Anat Hassner
International journal of project management,
05/2010, Volume:
28, Issue:
4
Journal Article
Peer reviewed
Open access
Organisational changes are recognised as a specific project type that can benefit from the application of project management skills, tools and techniques. Associated with this trend is evidence of ...rivalry in the marketplace between Project Managers and Change Managers concerning who should be managing business change. And these are not the only contenders. Corporate executives and senior managers, although they may engage the assistance of both Project Managers and Change Managers, generally see themselves as taking the leading roles in managing major organisational changes and transformations. As such endeavours are most likely to take the form of programs, comprising multiple projects across the organization, Program Managers are seen by some as being most likely to be responsible for managing organisational change initiatives. This paper reports on research undertaken to explore the differences in approach and practice of Project, Program and Change Managers as a basis for determining the competencies required to effectively manage change initiatives.
Documentation ranks in the books written documents confirming the occurrence of certain business events. The journal and the general ledger accounted for only documented transaction. So, if there is ...no corresponding document posting is without significance. Due to what has been said there was a well-known phrase 'Not one post without documents'. Given that the necessary information system in the world today, paper aims to highlight the importance of accounting information systems in accounting and the role accounting documents in it. The accounting information system is a collection of people and equipment at a specific organization and methods of collecting data on existing economic changes.
PurposeThis article calls for a multi-perspective innovative strategic outlook to examine the matter across its varied managerial and marketing functions and across geographic regions and ...organizational types.Design/methodology/approachTraversing the typological and geographic spectrum of businesses, one observes an incessantly changing environment, characterized by constant shape-shifting of all macro- and micro-environmental forces. Amidst this ultra-competitive new setting, organizations globally are struggling to evolve in a manner that befits their individual and collective contextual developments. Irrevocably, time-honored strategies and tactics, appear decreasingly capable to deliver the means to increasingly obscure effects, thus, creating a visible gap in extant theoretical knowledge and a definite need for effective contemporary practices. Inescapably, organizations have begun to abandon the habitual road of conventional strategic practices to adopt innovative means to often innovative ends, urged also by the pandemic condition of 2020+.FindingsIt endeavors to implicitly define and communicate a changing organizational spirit and philosophy, infused with innovativeness, and which transcends the limitations of tangible functionality to embrace strategic, managerial and marketing notions pertaining to the wider business environment shifts and developments.Originality/valueThis article endeavors to implicitly define and communicate a changing organizational spirit and philosophy that transcends the limitations of tangible functionality to embrace strategic management and marketing notions pertaining to the wider business environment shifts and developments.
Enterprise resource planning (ERP) is an IT system that supports the business functions that firms adopt to gain advantages and development possibilities. However, some firms do not show positive ...financial performance after implementing ERP. Why is this the case? An ERP is an information system (IS) that brings about radical changes within organizations, changing both the IS environment and overall corporate business process, which may cause resistance from the organization’s members. Thus, change management is crucial, in operating a successful ERP, to addressing organizational changes after the adoption of ERP. The objective of this study was to examine the influence that the depth of business process reengineering (BPR) and change management have on ERP performances. To this end, KOSPI companies with more than a year of experience using ERP were analyzed using the structural equation method. This study confirmed mutual relationships between ERP success factors and its performance. In future research, it would be helpful to determine if companies with higher IT performances actually have better financial results.
This paper studies how firms use acquisitions to achieve long-term business reconfiguration. We base the study in a routine-based perspective on business dynamics. We develop and test hypotheses ...concerning the relative extent of change by acquiring and non-acquiring businesses, focusing on product line addition, retention, and deletion as forms of changing resources. We develop and test hypotheses that compare and contrast resource-deepening and resource extension arguments. We test the hypotheses with data from more than 3000 firms that offered more than 200 product lines in the U.S. medical sector between 1978 and 1995. We find that acquisitions play a major role in business reconfiguration, offering opportunities for firms to both build on existing resources and obtain substantially different resources.
The article aims to present the current implementation of corporate architecture in Polish organizations and to outline possible scenarios for further evolution of this concept. It is based on the ...analysis of results of the research conducted by its author among companies and public administration units in 2010–2016. The findings provide grounds for concluding that the architectural approach has stagnated after years of dynamic growth in its popularity (ensuing from a considerable increase in awareness of this idea). Many organizations have spotted that the classical mechanisms of corporate architecture management are becoming insufficient in the world of ever faster business changes. It seems therefore necessary to define new approaches to its implementation and application that are better adapted to contemporary challenges.
In this paper, spatial shift‐share decomposition is analysed when applied to Italian data on regional business change at plant level, over the period 2004–2009. A new type of spatial decomposition, ...which looks more effectively at neighbourhood influence, is introduced here. Notable results emerge from the empirical investigation. First, it can be seen that the spatial level of aggregation greatly affects results. Second, evidence of neighbourhood advantage in the Southern NUTS 3 regions is found, together with opposite results for the Central‐Northern NUTS 3 regions. Finally, evidence of positive industrial mix effects is only found in Central‐Northern Italy.
Resumen
En este artículo se analiza la descomposición espacial de cambios (shift‐share) aplicada a datos italianos sobre cambios en los negocios regionales a nivel de planta, durante el período 2004–2009. Aquí se introduce un nuevo tipo de descomposición espacial, que gestiona más eficazmente la influencia del vecindario. De la investigación empírica aparecen resultados notables. En primer lugar, se observó que el nivel de agregación espacial afecta grandemente los resultados. En segundo lugar, se encontraron pruebas de una ventaja de vecindario en las regiones meridionales NUTS 3, a la vez que resultados opuestos para las regiones centro‐norte NUTS 3. Finalmente, sólo se encuentra constancia de efectos positivos de la mezcla industrial en el centro‐norte de Italia.
Today's organizations increasingly plan new information systems (IS) to better compete. Through such planning, they attempt to align their IS strategy and their business strategy. This study tested ...the impact of business and information technology (IT) change on strategic information systems planning (SISP) horizon, of horizon on the planning itself, and of the planning on the alignment of IS strategy and business strategy. A questionnaire defined business change, IT change, and alignment as multi-item scaled questions, and planning horizon as a single, nonscaled one. It defined a multi-item scaled SISP measure as both a second-order construct and as single-order constructs for its individual phases. A postal survey collected data from 161 IS executives. Constructs were extensively validated. The analysis used structural equation modeling, and surprisingly found that business change predicted longer SISP horizons, but IT change predicted neither longer nor shorter ones. Planning horizon predicted SISP itself (as a second-order construct and as all of its phases), and such planning (as a second-order construct, and as strategic awareness and strategy conception phases) predicted alignment of IS strategy and business strategy. These findings suggest that practitioners more carefully assess their own degree of caution in setting planning horizons in response to business and IT change. In fact, the findings suggest it may not be necessary for practitioners to shorten planning horizons in a rapidly changing environment.
This paper reviews the results of a three year study into Internet enabled ERP implementations around the world. The study identified different stages of growth with differing sets of problems at ...each stage. A framework for e-business change was used to evaluate the mature stage of e-ERP in six international organisations. The emergent model proposes various antecedents to successful e-business change management in ERP environments. A case study of the first B2B e-business integration with Dell Computer Corporation and its largest corporate customer is examined in the context of this model. The case demonstrates the integration of ERP and non-ERP systems, using Web-based technologies, to optimise an overall B2B value chain. Finally the paper emphasises the role of change management and cultural readiness when adopting e-business solutions and identifies critical areas for future research.
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