FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W294471312> ?p ?o ?g. }

• W294471312 abstract "The reality for today’s organisations is that they are operating in a fast-moving and highly competitive business environment. A continuous development of new technologies, new market entrants and an alternating competitive landscape today implies that organisational change is now part of organisations’ every-day life. This has resulted in that organisations need to be able to adjust their processes, products and behaviours along with the constantly alternating business environment to remain competitive and relevant on the market. However, even though most organisations today have realised the essentiality of continuous change, few organisations manage to successfully implement undertaken change initiatives, which leads to value erosion and failure to meet established project objectives. This thesis was initiated due to this problem, and aims to investigate how organisations can increase success and sustainability of undertaken change initiatives by utilising Change Management concepts. This study was conducted in co-operation with a medium-sized Management Consultancy mainly operating in Australia. The first part of this thesis, which has been the main focus of this study, has been identifying best practices in Change Management. This was accomplished by conducting a two-phased empirical investigation of both semi-structured interviews with industry and Management Consultancy, and a market survey investigating industries view of Change Management. The empirical investigation of best practices in Change Management concludes that investment to develop an organisation’s Change Management capability increases the likelihood of achieving successful change initiatives. This thesis further proves that having a standardised Change Management Approach within the organisation increases the success of undertaken change initiatives. However, in order to maximise success, the Change Management Approach must provide thorough detail and allow for tailoring of tools, methods and activities. Furthermore, it is concluded that in order to increase the likelihood of achieving successful change initiatives, organisations should focus on ensuring staff perceives the change as beneficial, enhancing competencies and having engaged leadership. The second part of this thesis investigates Management Consultancy’s current change delivery methods and compares these with identified best practices in Change Management from the first part in a Gap-analysis. The aim of this analysis is to highlight potential improvements which will ultimately generate final recommendations to the Management Consultancy. This part concludes that Management Consultancy is recommended to extend its current Change Management Approach to become a firm-wide approach, applicable in all types of change projects. Management Consultancy is further recommended to increase the level of documenting of when to use each tool included in the Change Management Approach, as well as increase the documentation of previously undertaken client projects to avoid large parts of their intellectual capital being tied to specific individuals. Finally, Management Consultancy is recommended to further inform staff about their Change Management Approach in order to increase utilisation of it during client projects." @default.
• W294471312 created "2016-06-24" @default.
• W294471312 creator A5051552905 @default.
• W294471312 creator A5065545856 @default.
• W294471312 date "2014-01-01" @default.
• W294471312 modified "2023-09-23" @default.
• W294471312 title "How organisations can increase the success and sustainability of undertaken change initiatives A research project identifying best practices in Change Management" @default.
• W294471312 cites W1714723801 @default.
• W294471312 cites W1966501813 @default.
• W294471312 cites W1968057855 @default.
• W294471312 cites W1968715235 @default.
• W294471312 cites W1975730392 @default.
• W294471312 cites W1994821797 @default.
• W294471312 cites W2006364513 @default.
• W294471312 cites W2011171551 @default.
• W294471312 cites W2029035172 @default.
• W294471312 cites W2033149603 @default.
• W294471312 cites W2039976855 @default.
• W294471312 cites W2050750047 @default.
• W294471312 cites W2057030763 @default.
• W294471312 cites W2061141931 @default.
• W294471312 cites W2077807272 @default.
• W294471312 cites W2082426668 @default.
• W294471312 cites W2089174201 @default.
• W294471312 cites W2104971230 @default.
• W294471312 cites W2108469387 @default.
• W294471312 cites W2111256197 @default.
• W294471312 cites W2134648895 @default.
• W294471312 cites W2160138043 @default.
• W294471312 cites W2175387486 @default.
• W294471312 cites W2275557986 @default.
• W294471312 cites W2406564354 @default.
• W294471312 cites W256426096 @default.
• W294471312 cites W26484630 @default.
• W294471312 cites W2798430357 @default.
• W294471312 cites W2966816487 @default.
• W294471312 cites W2970091842 @default.
• W294471312 cites W3109400720 @default.
• W294471312 cites W3123044995 @default.
• W294471312 cites W3147181238 @default.
• W294471312 cites W41440739 @default.
• W294471312 cites W585141568 @default.
• W294471312 cites W625975181 @default.
• W294471312 hasPublicationYear "2014" @default.
• W294471312 type Work @default.
• W294471312 sameAs 294471312 @default.
• W294471312 citedByCount "0" @default.
• W294471312 crossrefType "dissertation" @default.
• W294471312 hasAuthorship W294471312A5051552905 @default.
• W294471312 hasAuthorship W294471312A5065545856 @default.
• W294471312 hasConcept C111472728 @default.
• W294471312 hasConcept C120936955 @default.
• W294471312 hasConcept C123961466 @default.
• W294471312 hasConcept C137335462 @default.
• W294471312 hasConcept C138885662 @default.
• W294471312 hasConcept C144133560 @default.
• W294471312 hasConcept C162324750 @default.
• W294471312 hasConcept C162853370 @default.
• W294471312 hasConcept C184356942 @default.
• W294471312 hasConcept C187736073 @default.
• W294471312 hasConcept C18903297 @default.
• W294471312 hasConcept C195094911 @default.
• W294471312 hasConcept C58546491 @default.
• W294471312 hasConcept C66204764 @default.
• W294471312 hasConcept C86803240 @default.
• W294471312 hasConceptScore W294471312C111472728 @default.
• W294471312 hasConceptScore W294471312C120936955 @default.
• W294471312 hasConceptScore W294471312C123961466 @default.
• W294471312 hasConceptScore W294471312C137335462 @default.
• W294471312 hasConceptScore W294471312C138885662 @default.
• W294471312 hasConceptScore W294471312C144133560 @default.
• W294471312 hasConceptScore W294471312C162324750 @default.
• W294471312 hasConceptScore W294471312C162853370 @default.
• W294471312 hasConceptScore W294471312C184356942 @default.
• W294471312 hasConceptScore W294471312C187736073 @default.
• W294471312 hasConceptScore W294471312C18903297 @default.
• W294471312 hasConceptScore W294471312C195094911 @default.
• W294471312 hasConceptScore W294471312C58546491 @default.
• W294471312 hasConceptScore W294471312C66204764 @default.
• W294471312 hasConceptScore W294471312C86803240 @default.
• W294471312 hasLocation W2944713121 @default.
• W294471312 hasOpenAccess W294471312 @default.
• W294471312 hasPrimaryLocation W2944713121 @default.
• W294471312 hasRelatedWork W136911624 @default.
• W294471312 hasRelatedWork W2042010897 @default.
• W294471312 hasRelatedWork W2233626613 @default.
• W294471312 hasRelatedWork W2272931697 @default.
• W294471312 hasRelatedWork W2292666375 @default.
• W294471312 hasRelatedWork W2809334654 @default.
• W294471312 hasRelatedWork W2894942656 @default.
• W294471312 hasRelatedWork W2906049082 @default.
• W294471312 hasRelatedWork W2917917201 @default.
• W294471312 hasRelatedWork W3015617205 @default.
• W294471312 hasRelatedWork W3092018845 @default.
• W294471312 hasRelatedWork W3093048682 @default.
• W294471312 hasRelatedWork W3110799638 @default.
• W294471312 hasRelatedWork W3113832618 @default.
• W294471312 hasRelatedWork W3113841118 @default.
• W294471312 hasRelatedWork W3119095970 @default.
• W294471312 hasRelatedWork W3121335843 @default.

• next