Change Management in Interorganizational Systems for the Public

Sutanto, Juliana; Kankanhalli, Atreyi; Tay, Junyun; Raman, K. S.; Tan, Bernard C. Y.

doi:10.2753/mis0742-1222250304

Cited by 39 publications

(30 citation statements)

References 44 publications

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“…Open communication builds employees' trust in those in leadership roles. Leadership and change management have been investigated extensively in the literature (Stripeikis & Zukauskas 2005, Ntsunguzi 2007, Kotter & Schlesinger 2008, Sutanto et al 2008, Bold 2011, Gans 2011, Nakhoda, Alidousti & Fadaie 2011. The research gap filled by the current study is the necessity of change management within a decentralised academic library that has gone through a merger and is now aiming to transform towards the knowledge economy.…”

Section: Introductionmentioning

confidence: 92%

“…Change management helps organisations identify barriers to change and combat resistance to change; it also develops a strategy to overcome barriers and resistance to change (Sutanto et al 2008). Stripeikis and Zukauskas (2005: 333) point out five of the most basic components of change management, namely defining set goals, establishing what will not be changed, getting employees into the process, creating a plan for change, and communicating with employees.…”

Section: Basic Components Of Change Managementmentioning

confidence: 99%

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Change management in an academic library in the knowledge economy

Plessis

Mabunda

2016

SAJLIS

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Section: Introductionmentioning

confidence: 92%

Section: Basic Components Of Change Managementmentioning

confidence: 99%

Change management in an academic library in the knowledge economy

Plessis

Mabunda

2016

SAJLIS

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“…Shared vision for change is important to direct the system change effort and to serve as a foundation from which specific strategies need to be developed for arriving at a future end-state (Sutanto et al, 2008). The change agents must ensure that the organizational stakeholders understand the vision of how the IS will be able to transform the organization.…”

Section: Critical Success Factors For Change Management In Informatiomentioning

confidence: 99%

“…Top management support helps formulate and establish quality policies and objectives, provides resources and training, oversees IS implementation at all levels of the organization, and evaluates and revises the policy in light of results achieved (Chrusciel & Field, 2006;Sutanto et al, 2008).…”

Section: Critical Success Factors For Change Management In Informatiomentioning

confidence: 99%

“…The authors state the assumption that all factors are equally important and none of them has been prioritized. Sources: (Aladwani, 2001;Chrusciel & Field, 2006;Cocks, 2014;Davenport, Harris, & Cantrell, 2004;Graetz, 2000;Guimaraes et al, 1992;Hotek & White, 1999;Sutanto, Kankanhalli, Tay, Raman, & Tan, 2008;Weber & Weber, 2001). …”

Section: Critical Success Factors For Change Management In Informatiomentioning

confidence: 99%

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Change management in information systems projects for public organizations

Ziemba

Obłąk²

2015

IJIKM

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It can be argued that public organizations, in order to provide the public with sufficient services in the current, highly competitive and continuously evolving environment, require changes. The changes that become necessary are often related to the implementation of information systems (IS). Moreover, when organizations are faced with changes, a change management (CM) process needs to be put in place. CM theories that are currently available to practitioners and academics are often contradictory; they mostly lack empirical evidence and are supported by unchallenged hypotheses concerning the nature of the contemporary CM. The aim of this paper is, therefore, to identify critical success factors (CFSs) for CM in IS projects. In order to reach this aim an explanation of changes in public organizations and the nature of CM are presented. Following this, a framework of CFSs for CM in IS projects are identified based on the literature review. The paper also examines two IS projects and uses them to demonstrate CFSs influencing CM in IS projects in Polish pubic organizations. A discussion of the research findings is provided and the paper concludes with a presentation of the study's contributions and limitations as well as the stream of future work.

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Strategic integration of environmental sustainability in inland logistics: A multi‐criteria decision‐making approach

Charłampowicz,

Mańkowski,

Saikouk

2024

Bus Strat Env

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This study develops a reference model for managing inland logistics operations with a focus on environmental sustainability. As global supply chains face the imperative of integrating environmental practices, inland logistics operators are pivotal in this transition. Utilizing fuzzy‐DEMATEL analysis, the research identifies key management concepts and their interrelationships, highlighting strategic and operational management as the most significant. The approach distinguishes between causal and effectual concepts, prioritizing actions and resources for a dynamic management system.Actionable strategies derived from the findings prompt inland logistics operators to focus on process management as a primary tool for implementing strategic objectives. The model suggests that environmental management, while critical, is not perceived as a priority in Polish inland transport, indicating a potential area for further development. The study's practical implications underscore the need for logistics operators to integrate this reference model, enhancing operational efficiency and addressing environmental standards.Theoretically, the research enriches logistics management literature by offering a robust framework that operationalizes management concepts within inland logistics. By advancing the methodological application of fuzzy‐DEMATEL, the study provides a new lens for examining management dynamics. The reference model's emphasis on environmental sustainability contributes to the theoretical understanding of sustainable logistics practices.In sum, the research offers a comprehensive framework for inland logistics operators, balancing environmental sustainability with operational efficiency. It serves as a guide for future research and practical application, setting a new direction for sustainable logistics management.

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Change Management in Interorganizational Systems for the Public

Cited by 39 publications

References 44 publications

Change management in an academic library in the knowledge economy

Change management in an academic library in the knowledge economy

Change management in information systems projects for public organizations

Strategic integration of environmental sustainability in inland logistics: A multi‐criteria decision‐making approach

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