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The most critical phase of a change process is change implementation and it is evident that the masterfully originated change process fails due to its poor implementation. Therefore, the purpose of this paper is to profile how knowledge management (KM) strategies, personalization and codification, are helpful in successful change implementation by reducing employee cynicism and increasing the level of readiness for change.

Data were collected from 196 executives of National Bank of Pakistan at Time 1 (pre-implementation) and Time 2 (post-implementation) with the temporal research design. Multiple regression analysis is used to test the direct effect; Preacher and Hayes (2004) test is applied to measure the mediating effect and guidelines of Aguinis (2004) are followed for analyzing the moderating effect.

The result of the direct effect shows that both KM strategies have significant positive effect on successful change implementation. Further, mediation analysis proves that readiness for change partially mediates between KM strategies and successful change implementation. In addition, partial interactive effects of employee cynicism is observed between readiness for change and successful change implementation.

The management should initiate steps to boost personalization and codification strategies at their optimal levels. This would ultimately be helpful to implement a successful change through developing readiness for change and reducing the employee cynicism regarding change.

The area of successful change implementation in the context of KM strategies was untapped, and is examined in this study.

Examines factors affecting the implementation of business process re‐engineering (BPR) projects using Internet technology. Although there has been some empirical investigation of BPR, no research to date has specifically examined BPR when Internet technology is used during implementation. Radical changes may occur as a result of an organization’s BPR implementation causing a BPR project to be unsuccessful. BPR failure rates have been reported as high as 70 percent, making implementation issues especially important. Each information technology (IT) used during BPR implementation may affect managerial factors differently. By determining factors that affect BPR implementation using a specific IT, these factors can be managed to increase the chance of a successful BPR implementation. Uses a survey methodology and correlation analysis to gather information about the relationship between organizational enablers and successful BPR implementations using Internet technology. The factors examined in this research were: egalitarian culture; resource management; resistance management; and change management.

The purpose of this paper is to investigate the role and impact of business process management (BPM) in successful enterprises system (ES) software package implementation.

A literature review was conducted to understand the critical success factors in successful ES implementation. The review covered numerous published books and articles, and looking at the experiences of several organizations.

ES is far from being an IT project, and is more of an integrated organizational development approach that changes the way organizations do business, and the way work is done. Consequently, to implement ES successfully, organizations must treat it like a change management project and focus on an integrated approach of BPM.

This paper addresses the role and impact of BPM in successful ES implementation to improve the experience of many organizations that are undertaking or plan to undertake this effort to improve performance, undertake better decision making, and achieve a competitive advantage.

The purpose of this paper is to investigate new emerging organizational parameters and their roles in successful change implementation. These organizational parameters are rarely investigated especially in the context of organizational change (OC) in private and public sector organizations.

In cumulative, 403 valid responses have been obtained randomly from public sector workers by using self-administered questionnaires.

The results reveal that knowledge sharing regarding incremental and radical changes can helpful for effective OC implementation. Findings highlight the significant role of emotional and social intelligence in managing resistance and bringing openness to change in these organizations. It is also found that social media has become an important emerging organizational parameter to foster effective communication and knowledge sharing during OC implementation. Apart from the direct effects, readiness to change has multiple effects coupled with emerging organizational parameters to implement change successfully.

The results of the current study offer diversified implications for theory, practice and global society. The theoretical base is taken from the well-known theories of management (i.e. Lewin’s three-step model, field theory, intelligence theory, cost-effective theory, social exchange theory, social network theory and social penetration theory). Emerging organizational parameters that have a potential impact on effective change implementation are identified. The findings suggest that global organizations should have to initiate effective networking structure using social media applications and social intelligence skills to remain connected and get positive responses about change formulation and implementation decision.

A majority of studies have presented the research model on OC implementation in the context of developed countries, which form 30 percent of the world’s population, mostly the Americas and Europe. It is observed that a developing country, such as Pakistan, has a culture that is based on power distance, collectivism and more political influence as compared to developed countries. Triandis et al. (1980) argued that any theoretical contribution without considering the cultural aspect can lead to bias findings. There is limited research available in the world that is conducted to examine the interactive effects of readiness to change on the relationship between effective change implementation, knowledge sharing, intelligence and social media. These findings are useful to plan and execute OC using new emerging organizational parameters.

The purpose of this paper is to identify and illustrate those factors that influence successful implementation of major strategic change drawing on the example of a joint venture between two small firms in the health technology sector.

The methodological approach involves a selective review of the strategic change implementation literature in conjunction with personal reflections on the part of the lead author regarding his involvement in the development and first year of operations of this joint venture.

The authors provide an illustration of the sorts of factors that influence major strategic change implementation from the literature integrated with the findings from the focal joint venture in developing a taxonomic framework and several propositions with accompanying managerial action points to help guide the development and management of a small joint venture as one example of major strategic change implementation.

The paper provides managers with a framework that identifies the sorts of issues that need to be considered when implementing this type of major strategic change.

Technology has influenced the implementation of electronic records management systems (ERMS) in government agencies. The high incidence of poor service delivery in government agencies is a key factor that has put pressure on the government to implement ERMS. Despite the potential benefits of implementing ERMS, the adoption and use of these programs has been slow and some systems have failed. Therefore, the purpose of this study is to assess how Tlokweng land board (TLB) implemented its electronic records management program using Kotter’s model and awareness, desire, knowledge, ability and reinforcement change model.

The study adopted a pragmatic paradigm and used a case study research design to collect data at TLB. The research made use of mixed methods approach to collect data using questionnaires, interviews and document reviews. Purposeful sampling was used to solicit data from 53 participants in the land board.

The findings of the study revealed that communication has been used as the most effective tool for managing change at TLB. However, TLB has not yet managed to reinforce the change implemented because of the lack of adequate training and motivation of change champions. Moreover, the change management team has little training on the change management framework produced by the Ministry of Lands and Housing.

The study was limited to one land board in Botswana. Therefore, the findings may not be generalized to all land boards.

This is the first study to be conducted in Botswana that has assessed change management practices in the implementation of records management systems. This study therefore recommends adoption of the change management lens/framework by a records professional when implementing ERMS.

The purpose of this paper is to describe the hard times currently faced by many organisations, particularly public‐sector organisations in the UK, review the relevant published literature on the management of change and explore two issues not adequately dealt with in the literature. The initial literature review looks at three themes, namely visionary theories of leadership, unsuccessful implementation of change, and successful implementation of change. The two additional issues are how to manage change when you do not have a clear vision and how to manage change when you have a vision but it is resisted or rejected by job holders.

The article begins by looking at the hard times faced by public‐sector organisations in the UK, where organisations find themselves under attack on both political and economic grounds. Jobs, salaries and pensions have all been cut, along with training and development activities, and further cuts seem likely. This case study is relevant to all involved in the management of change, irrespective of whether the changes are taking place in public, private or voluntary sector. The article then looks at the published literature on visionary leadership, unsuccessful change management and successful change management. From this literature review, it is possible to identify five inter‐related sets of issues that are likely to determine the success of attempts at organisational change, namely, strategic thinking, leadership, task management, relationships and resources. The author then draws on his own experience in management training and development to identify two issues frequently raised but not adequately dealt with in the published literature, namely, how to manage change when you have a vision but it is resisted or rejected by job holders, as well as to offer suggestions for handling such matters.

The success of attempts at organisational change is seen to be related to the following five sets of issues: strategic thinking (e.g. environmental scanning, prior problem diagnosis and analysis, and having a good solution); leadership (e.g. developing and communicating a vision, building support for the vision and developing teams); task management (e.g. planning tasks, allocating roles, establishing monitoring procedures and co‐ordinating activities); relationships (e.g. listening, consulting, involving, supporting, encouraging and developing staff); and resources (i.e. having or acquiring necessary resources, including money, time, people and technical expertise). In order to manage change successfully when you do not have a vision, it is important to: manage emotions, particularly by acknowledging how people feel and why they feel the way they do; take steps to develop a vision and keep people informed of the steps you are taking; engage in two‐way communication throughout the process; develop and communicate visions about visions, make clear what you aspire to and how you will get there; and engage in and promote continuous learning and development. In order to manage change when a vision is resisted or rejected, it is important to: manage emotions, as described above; avoid lies, bulls*** and management‐speak; and engage in honest, open and constructive two‐way communication. It is concluded that the above two problems are intrinsically difficult and it may not, therefore, be possible to achieve commitment to change. Nonetheless, it may be possible to limit the damage, provide a foundation for building more positive longer‐term relationships and make the best of a bad job.

The originality and value of this paper lies in the way in which it: reviews and draws together previous theory and research on change management; identifies two problems commonly encountered in hard times but inadequately dealt with in the existing literature; and offers practical and realistic suggestions on how to handle the two problems. These findings have implications for anyone involved in the management of change in hard times, as well as training and development professionals working in this area.

Lean Six Sigma (LSS) is a widely accepted business improvement methodology in healthcare, which aims to improve operations and quality and reduce cost, medical errors and waiting time by combing the principles of lean thinking with Six Sigma methodologies. To implement LSS successfully in healthcare organizations it is necessary to know the readiness level before starting the change process. Thus, the purpose of this paper is to assess the readiness level for the implementation of LSS in healthcare using a fuzzy logic approach.

The current study uses a fuzzy logic approach to develop an assessment model for readiness to implement LSS. The conceptual model for readiness is developed with 5 enablers, 16 criteria and 48 attributes identified from the literature review. The current study does the study in a medium-size hospital from India.

The fuzzy readiness for implementation of LSS index (FRLSSI) and fuzzy performance importance index (FPII) are calculated to identify the readiness level for the implementation of LSS in the case hospital. The FRLSSI is computed as average ready with (3.30, 5.06 and 6.83) and the FPII computed helps to identify 15 weaker attributes from 48 attributes.

The current study uses only one hospital for study. In the future, the model can be tested in many hospitals.

The current study would be used by the managers of a healthcare organization to identify the readiness level of their organization to implement LSS. The proposed model is based on the identification of enablers, criteria and attributes to assess the readiness level of a healthcare organization and it helps to improve the readiness level to implement LSS effectively.

The present study contributes to the knowledge of readiness for the implementation of LSS in a healthcare organization. The conceptual model is developed for assessing the readiness level of a healthcare organization and it helps to improve the readiness level for successful implementation of LSS. Weaker attributes are identified and necessary corrective actions should be taken by the management to improve the readiness. The continuation of the assessment readiness model over a period of time would help to improve the readiness level of healthcare for the implementation of LSS.

This paper aims to propose a conceptual model for understanding the influence of change readiness on knowledge management processes and knowledge management effectiveness. It is suggested that change readiness should be assessed as a multidimensional construct consisting of psychological and structural facets. Furthermore, as the process of managing organizational knowledge requires interaction among members of the organization, a holistic view of readiness at individual and organizational levels is presented.

A comprehensive literature review results in the development of the conceptual model that depicts potential relationships between change readiness and knowledge management processes. It also postulates the effects of different knowledge management processes on effective knowledge management implementation.

Potential implications of change readiness from both psychological and structural dimensions for knowledge acquisition, creation and sharing processes are put forward. Further, it offers possible fruitful areas for continuous research of knowledge management effectiveness from a change perspective.

This article puts forward a number of potential relationships among the construct that are empirically testable to further understanding of multidimensional change readiness influences on the various types of knowledge management processes and its effective implementation.

Through a conceptualisation of the relationships between change readiness, knowledge management processes and knowledge management effectiveness, this paper offers a number of practical guidelines for the development of knowledge management policy and a road map from a change management perspective.

Previous literature on knowledge management focuses on understanding organizational readiness to promote successful knowledge management implementation in terms of the structural dimension. This paper proposes understanding of change readiness from a more comprehensive perspective comprising both psychological and structural readiness and its influences on knowledge management processes, which could affect overall effectiveness of knowledge management implementation.

Re‐examines traditional views on change management, in particular the resistance to change, and to suggest alternative views and a practical approach for better managing change. The literature on change management contains numerous prerequisites for successful change, with a predominantly negative view on the issue of resistance to change. Some authors have argued for the positive utility of resistance, but have lamented a lack of management theories which support this view. Describes a management methodology called the theory of constraints (TOC) which views resistance as a necessary and positive force, and we demonstrate how it was applied in a case study involving a bank merger. Reviews how TOC handles the various types of resistance identified in the change management literature, and posit that the TOC framework helps lead and manage change by providing practical guidance on, inter alia, situational assessment, assumption surfacing, conflict resolution, planning and implementation of successful change.