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Change drivers are events, activities, or behaviors that facilitate the individual adoption of change initiatives and the implementation of organizational change. The purpose of this paper is an exploratory study of whether gender differences exist for change drivers.

This paper involves a three‐year study of an organizational change in the banking industry, and uses survey and interview data.

Data show that the mean perceived significance of change drivers to the understanding and adoption of change initiatives by male and female employees is similar and does not vary at a statistically significant level. Statistically significant gender differences do exist in terms of the relationship between change drivers and employees' reported individual adoption of change initiatives. Qualitative data from the interviews support those quantitative findings, showing gender differences in how change drivers are perceived; differences in change‐related vision, leadership, communication and positive outcomes as drivers are discussed.

This is an exploratory study and needs to be replicated with other organizational changes in a variety of industries with varied employee demographics and differences in change leadership gender.

Change drivers are a form of resource allocation. Better understanding of gender differences in terms of the perception of and significance of change drivers to individual employees' understanding and adoption of change initiatives can result in more effective allocation of resources by change leaders.

Very limited prior research explores gender or other demographic differences for change drivers. This research provides an empirical study of gender and change drivers and extends prior research on change drivers and the change process.

The purposes of this paper are to: first, identify the critical drivers for and hindrances to enterprise risk management (ERM) implementation in Singapore-based Chinese construction firms (CCFs); second, interpret the critical drivers and hindrances in tandem with organizational change theories; and third, provide possible strategies to strengthen the drivers and overcome the hindrances.

A questionnaire survey was conducted and responses were received from 35 experienced managers in CCFs operating in Singapore.

A total of 13 drivers and 25 hindrances with significant influence were identified. Of them, “improved decision-making” was the top driver, while “insufficient resources (e.g. time, money, people, etc.)” was the most influential hindrance.

As the survey was performed with the Singapore-based CCFs, there may be geographical limitation on the identification of the critical drivers for and hindrances to ERM implementation. The sample size was still small, despite a relatively high response rate.

Specific strategies were identified to strengthen the drivers for ERM implementation and overcome the hindrances to ERM implementation.

This study present the theoretical rational behind the critical drivers for and hindrances to ERM implementation. As few studies have attempted to investigate ERM in construction firms, this study contributes to the literature through interpreting ERM implementation from an organizational change perspective. The identification of the drivers and hindrances and the managerial implications provide practitioners and academics with valuable information as well as a clear understanding of how to consolidate ERM programs and overcome the hindrances.

In this paper, we discussed relations between drivers' cognition and the dynamics of traffic conditions. When we take into account drivers' cognition, many types of psychological impedance to behavioral change could be accounted for, including cognitive conservatism and habitual decision making. Based on psychological theories with respect to these impedance to behavioral change, we elucidated the process of changes in traffic conditions that might be induced by changes in road-network structure. As a result of the discussion, we concluded that traffic conditions are unlikely change as much as predicted by theories that assume a simple, and sometimes unique, relation between a traffic condition and a road-network structure, e.g., theories that assume user equilibrium.

Existing research has identified a number of drivers of organizational change, such as leadership, participation, communication, and training. It has typically explored the impact of a single change driver, such as leadership, in a given organizational change, but has not sufficiently explored the relative effect of multiple drivers or their relationship to individual adoption of change initiatives within large-scale organizational change. In this paper we look at the relative impact of four change drivers in a planned organizational change in a large U.S. bank. We used a multi-method research approach, involving survey, interview, and case data, to examine the relative effect of leadership, participation, training, and communication as change drivers and to understand their relationship to individuals' adoption of the change initiatives. Our results show statistically significant differences in the perceived average significance of change drivers to individual adoption of change initiatives and statistically significant differences in their association with individual adoption of change. We discuss our results in terms of contextual vs. individual change drivers, the relationship between change drivers and the stages of change, and the characteristics of change drivers. We conclude with a discussion of directions for future research and change practice.

This paper aims, using a case study-based research approach, to investigate the role of climate and non-climate drivers in shaping three commercial marine sectors: fishing, aquaculture and marine tourism. Essential elements of climate change research include taking a whole of systems approach, which entails a socio-ecological perspective, and considering climate challenges alongside other challenges faced by resource users.

The analysis is based on information gained using in-depth semi-structured interviews in a coastal community in southeast Australia. Even though climate drivers differ, the economic sectors of this community are representative of many similar coastal communities around Australia.

Results show that at a community level, people involved in, or associated with, marine sectors are aware of climate change impacts on the marine environment. Even though many may not see it as a pressing issue, the potential effect of climate change on business profitability was recognised. Both the profitability of commercial fishing and aquaculture (oysters) was affected through mostly a downward pressure on product price, while marine tourism profitability was mainly affected through changes in the number of visitors.

A case study approach is inherently case study-specific – although generalities from complex system representation, built on local survey respondent observation and knowledge of the combined and linked physical–biological-, social-, economic- and governance drivers. This study shows the importance of a holistic approach; yet, researchers must also consider all community sectors and cross-regional investigations to avoid future resource conflicts.

A number of positive impacts from climate-driven change, mainly from windfall economic benefits of geographically relocated species, were reported for commercial- and charter fishing. However, no positive impacts were reported for the aquaculture- and dive sector. In the aquaculture sector, climate drivers were of great significance in industry participation, while participation in commercial fishing was mainly driven by socio-economic factors.

To ensure the combined marine sectors retain a viable component of coastal communities’ economic focus, there is a need to understand what drives participation in the marine sector, and what the role of climate change is in this. To fully understand the ramifications of climate change in the marine environment, it is essential to understand its impacts across all marine sectors.

Combining the different domains with climate drivers allows for identification and assessment of targeted adaptation needs and opportunities and sets up a comprehensive approach to determine future adaptation pathways.

There is a huge diversity among change initiatives, which range from streamlining single processes to corporate‐scale strategic restructuring. Accordingly, there is also similar diversity in the drivers and reasons for launching projects, as well as in results and tracers of projects. The reengineering literature has focused on operational improvement of a business process. More recently, the scope of process management has widened to examine the relation of strategic goals and the objectives of change projects. It seems to be that sometimes the drivers for starting a change project and tracers of the projects do not match. The results are often more limited in scope, than the objectives. Examines these relationships through 38 case studies. The results show that in all cases where the drives and tracers did not match, the shift was toward lower level results and tracers. Most apparently, this could be observed in projects aiming at changing business strategies, but with the result of updating information systems infrastructures. Develops a framework for analysing efficient matches of different types of drivers and tracers in development projects. The framework distinguishes between projects aiming at changing the business and those seeking to change processes. These can be further divided into classes according to objectives and results.

Industrial product service systems (IPS²) are required to meet current customer needs in order to provide solutions to current customer problems. Furthermore, adaptability to changing customer decision drivers is required in order to account for customers' preference changes over time. The purpose of this paper is to present an approach where customer preference drivers for different IPS² are identified and their directions analyzed.

A theoretical, literature‐based analysis, drawing on different fields of economic research, is made use of. A tool to anticipate customer decisions based on the identified preference drivers is devised.

Nine main preference drivers are identified. These are customer resources, know‐how, number of employees, core competences, value‐based figures, process intricacy, process standardization, process frequency and process significance.

The drivers identified on a theoretical basis should be investigated empirically. Special consideration should be given not only to the direction of their effect, but also their strength and interdependency.

The paper helps IPS² suppliers to analyze customers' preferences and helps decide about the design and the business model for the IPS².

The paper is the first paper that focuses on the relevant influence factors of a customer's decision about the IPS²‐design.

The most successful companies want to remain successful and are continuously trying to improve their manufacturing operations. How and why these changes are decided, upon and driven through to implementation is of interest to all companies in any particular manufacturing sector. The research described in this paper looks at the drivers of change in UK clothing manufacturing companies. Clothing manufacturers face competitive pressures just as in other industries, but the sector has sonic particular characteristics. In the UK clothing industry, retailers rather than manufacturers dominate the list of key players. This concentration of retail buying power is coupled with intense competition in the home market from overseas and a highly negative balance of trade. The factors investigated as potential drivers of change included: