جستجوی مقالات مرتبط با کلیدواژه « Organizational change management » در نشریات گروه « مدیریت »

The industrial marketing maturity model is a roadmap designed to identify strengths that can be improved and upgraded from the "initial level" to the "optimal level", so the main concern to go to a higher level will be to eliminate the gaps between these two levels. The purpose of this study is to use organizational change management tools to upgrade from one level of maturity to another and within the framework of the 2022 Prosci change methodology. The present study is applied in terms of purpose and is a quantitative research and is based on field method. For data collection, a questionnaire was used to obtain the opinion of all employees in the field of industrial marketing of Iran Khodro Holding in the years 1399-1400. The findings show that out of 22 value chain companies, three companies are at level one, nine companies are at level two, six companies are at level three, and four companies are at level four, Also, no company is at level five and is far from the ideal level. After determining the level of maturity, strategies to achieve the desired status, such as "Communication", "Training", "Resistance Management", “Sponsorship” and "Coaching/Mentoring" were presented.

In today’s fast-paced world, change is an inevitable issue. Organizations are surrounded by permanent environmental dynamics which will not allow them to survive unless they attempt to change. On the other hand, for change management, organizations are faced with various challenges and different factors have impacts on a change plan which must be taken into account in designing. One of the most significant factors before designing and implementation is the manager’s attitudes and mindsets. Municipality, as a pioneer in the field of social and public service is constantly subject to change and managing the change plans based on the designed policies is an critical issue for these kinds of organizations. The purpose of this research is to clarify the gap between designers’ mindsets and the changes that have been made and whether this gap is due to designers’ idealistic mindsets or the changes (in practice) have been different from the managers’ mindsets. Therefore, as a data collection method, a researcher-made questionnaire consisting of 17 questions were designed and research statistical population was the managers and experts of Tehran Municipality and according to cluster sampling, 303 individuals were chosen. Additionally, to analyze the data, Chi-square test and Kendall’s W test were used. The research result indicated that mindsets did not significantly impact on the gap between designing and the change. Besides, Kendall’s W test result showed that the following components had the greatest impacts respectively: 1) Vision portrayal 2) Coalition for change 3) Creating a public belief in the vision 4) Adopting an approach to change 5) Justifying the need for change.

Outsourcing, a key strategy for Information Technology sourcing due to cost reduction, concentration on core competencies and acquisition of the latest and the most up to date technologies, has been seriously taken into consideration by organizations in the last two decades. Information Technology outsourcing is a key decision in that field which can lead to successful investment management in this area. Despite the popularity and attention to this outsourcing strategy, statistics indicate an increasing failure rate in Information Technology outsourcing projects rooted in the changes occurred due to adapting with this strategy. Moreover, mismanagement of these changes can be considered as a cause for many of these failures which not only led to the failure of outsourcing process but also bring about additional risks and costs. The aim of this paper is to identify and prioritize change management requirements in supplying resources based on Information Technology services outsourcing process. Therefore, following a systematic literature review in preview of Information Technology outsource and change management researches, 12 semi-structured interviews were conducted by experts in the field of outsource and organizational change management. Finally, factors affecting change management success in Information Technology outsourcing were prioritized using Interpretive-Structural Modeling. The present study has contributions both to the developed model and the research methodology in outsource researches domain.