The understanding that humans are bounded in their rationality has been proven to manifest in complex decision making as a result of a limit in the amount of information available, the cognitive limitations of the mind and the amount of time available in which to make a decision. Because of this, humans have been known to appeal to heuristics and the rules of thumb (termed 'satisficing‘) when making decisions, resulting in biased probability judgments and not maximizing expected utility. Corporate application of bounded rationality is still very limited. This study builds on and advances the study and application of bounded rationality in corporate environments, using climate change response as a real-life situation, and in a circular fashion help explain some of the debates and paradoxes that agitate researchers from the climate change community. Using a mixed methods comparative case study of two organisations‘ responses to climate change, the study theorises that competitive market forces and the ability of organisations to learn from other organisations limits the levels of 'satisficing‘ in strategic decision making. Instead, the limited amount of information and the fear of the unknown cause organizations to approach the subject cautiously. A tactical interpretive climate change response framework emerges. / Business Management / D.B.L.

Submitted by Joana Azevedo (joanad@id.uff.br) on 2017-08-25T13:18:46Z No. of bitstreams: 1 Dissert Pamella Macedo Drummond.pdf: 2354781 bytes, checksum: 3601fa4eee4bd71f8c5bfc5ca1c9d48e (MD5) / Approved for entry into archive by Biblioteca da Escola de Engenharia (bee@ndc.uff.br) on 2017-09-05T16:28:13Z (GMT) No. of bitstreams: 1 Dissert Pamella Macedo Drummond.pdf: 2354781 bytes, checksum: 3601fa4eee4bd71f8c5bfc5ca1c9d48e (MD5) / Made available in DSpace on 2017-09-05T16:28:13Z (GMT). No. of bitstreams: 1 Dissert Pamella Macedo Drummond.pdf: 2354781 bytes, checksum: 3601fa4eee4bd71f8c5bfc5ca1c9d48e (MD5) Previous issue date: 2015-09-17 / Os sistemas ERP têm sido adotados pelas empresas como forma de integrar distintas vertentes dos negócios, por meio do aprimoramento dos seus processos. A literatura aponta a importância do desenvolvimento da capacidade de mudança como fatores críticos de sucesso nas implantações de sistemas ERP. Este trabalho tem como contexto um projeto de implantação de ERP de alta complexidade, caracterizado por mais de 200 processos redesenhados, elevado volume de empregados impactados e dispersão geográfica por todo território brasileiro. O referido projeto ocorreu entre fevereiro de 2011 e novembro de 2014 em uma empresa multinacional brasileira de grande porte do setor de mineração. O presente estudo tem como objetivo analisar os resultados e lições aprendidas desta implantação de ERP sob a ótica de gestão de mudanças, considerando a influência de elementos como cultura organizacional, resistência à mudança e liderança através das percepções dos implementadores (especialistas de gestão de mudanças) e usuários finais do sistema. Foram realizadas 30 entrevistas estruturadas tanto com o grupo dos implementadores (10), como com os pontos focais representantes dos usuários finais das diretorias impactadas (20). Como resultados, o estudo identificou como pontos críticos para a implantação do ERP: a integração das áreas para facilitar a mudança, diversificação das formas de capacitação de usuários finais, análise prévia da cultura e sua influência para o sucesso do projeto, bem como análise da maturidade da companhia para cumprir com todos os requisitos do projeto e análise das diversidades dos nichos de culturas existentes dentro da organização. / ERP systems have been adopted by companies as a way of integrating different business aspects, by improving their processes. The literature shows the importance of developing the capacity for change as critical success factors in the deployment of ERP systems. The context of this work is an ERP implementation project of high complexity, characterized by more than 200 redesigned processes, high number of impacted employees and geographical spread throughout Brazil. This project took place between February 2011 and November 2014 in a Brazilian multinational large firm in the mining sector. This study aims to analyze the results and lessons learned from this deployment of ERP from the perspective of change management, considering the influence of elements such as organizational culture, resistance to change and leadership through the perceptions of the implementers (change management specialists) and end users of the system. They were conducted 30 structured interviews with both the group of implementers (10) as focal points with representatives of end users of the affected boards (20). As a result, the study identified as critical to the implementation of ERP: the integration of areas to facilitate change, diversification of forms of training end users, previous analysis of culture and its influence on the success of the project and analysis of Company maturity to meet all project requirements and analysis of the diversities of cultures existing niches within the organization.

Small business operations contribute to economic growth and account for 110 million new jobs in the United States. Despite the increase in the number of businesses created in the United States, some business leaders fail to manage change effectively. The purpose of this multiple case study was to explore the strategies that some leaders of small businesses used to reduce employees' resistance to change. Lewin's 3-phase change theory served as the conceptual framework. The target population consisted of 3 successful leaders of small businesses in the central and southern region of Texas. Each participant had more than 5 years of experience and successfully used strategies to reduce employees' resistance to change in the workplace. Data were collected from semistructured interviews, review of company documents, and observations. Thematic coding, text/word queries, and a cross-case analysis revealed three central themes: communication, support, and evaluation. The implications of this study for positive social change include engaging employees in the change process, which might enhance the work environment and reduce employee stress and resistance to change. An improvement in a business leader's change management initiatives may generate beneficial outcomes for the businesses that may improve community growth through increased local employment rates.

Die Beschäftigung mit dem Thema Change Management erfordert die Auseinandersetzung mit einem heterogenen Feld von Ansätzen und fachlichen Perspektiven. Es besteht ein Mangel an systematischen empirischen Untersuchungen zu diesem Thema. Insbesondere fehlen Arbeiten, die mehr als eine "Schule" des Change Managements berücksichtigen. Unterschiede in den situativen Anforderungen werden zudem theoretisch und empirisch oft unzureichend berücksichtigt. Die Vermutung liegt nahe, dass das Scheitern von Veränderungsprozessen häufig durch die stereotype Anwendung generalisierender Empfehlungen gängiger Ansätze verursacht wird. Um diesen Defiziten zu begegnen, sollten in dieser Arbeit Kontingenzen von situativen Anforderungen und Change Management empirisch überprüft werden.<br><br> Der Untersuchung liegt eine Konzeption zugrunde, die hinsichtlich des Projekterfolgs von der idealen Passung (Kontingenz) zwischen situativer Anforderung und Change Management ausgeht und damit einhergehende prozessbezogene Einflussfaktoren berücksichtigt. Erfolg wird im Sinne der Nachhaltigkeit als Wirkungen wirtschaftlicher, organisationsbezogener und qualifikatorischer Art definiert.<br><br> In drei Teilstudien wurden Beratende und betriebliche Beteiligte jeweils projektbezogen schriftlich und mündlich zu betrieblicher Ausgangslage, Veränderungsprinzipien, Wirkungen und prozessbezogenen Einflussfaktoren befragt. Die erste Teilstudie umfasst vier Fallstudien. Hier wurden insgesamt 18 Projektbeteiligte, jeweils Beratende, betriebliche Projektleitende und &ndash;mitarbeitende, befragt. Die zweite Teilstudie umfasst die schriftliche und mündliche Befragung von 31 Beratenden verschiedener Schulen des Change Managements. In der dritten Teilstudie wurden 47 betriebliche Veränderungsverantwortliche schriftlich befragt.<br><br> Die Projekte der zweiten und dritten Teilstudie liessen sich in jeweils zwei statistisch abgesicherte Erfolgsgruppen einteilen, wobei sich die Erfolgsgruppen nicht systematisch auf Merkmalen der betrieblichen Ausgangslage unterscheiden. Folgendes sind die wichtigsten Ergebnisse:<br><br> Bei traditionell-bürokratischen Organisationsstrukturen geht ein langfristig-kontinuierliches, graduell-anpassendes, pragmatisch-lösungsorientiertes Vorgehen, in flexiblen Strukturen dagegen ein kurzfristiges, tiefgreifendes und integrativ-konzeptuelles Vorgehen mit Projekterfolg einher.In traditionell-hierarchischen Führungsstrukturen erweist sich ein wenig humanzentriertes und wenig selbstbeurteilendes Vorgehen mit standardisierter Vorgehensmethode, in flexiblen Führungsstrukturen ein stark humanzentriertes und ausgeprägt selbstbeurteilendes Vorgehen mit angepasster Vorgehensmethode als erfolgsversprechend.Bei grossem betrieblichem Veränderungswissen erweist sich ein selbstbeurteilendes Vorgehen, bei geringem Veränderungswissen ein wenig selbstbeurteilendes Vorgehen als erfolgsversprechend.Angesichts ökonomischer Anforderungen geht ein langfristig-kontinuierliches, schnelles und rollend geplantes Vorgehen mit einem tiefgreifenden und integrativ-konzeptuellen Ansatz, unter wenig Einbezug von Fremdbeurteilungen mit positiven Wirkungen einher.Bei technologischen Anforderungen ist ein langfristig-kontinuierliches, langsames und tiefgreifendes Vorgehen mit wenig Fremdbeurteilung erfolgsversprechend.Für soziokulturelle Anforderungen erweist sich ein langsames, selbstbeurteilendes, graduell anpassendes und pragmatisch-fokussiertes Vorgehen als erfolgreich. Angesichts politisch-rechtlicher Anforderungen geht ein linear geplantes, zielfokussiertes, fachberaterisches und wenig prozessorientiertes Vorgehen mit Erfolg einher.Bei Gesamtreorganisationen als innerorganisationale Anforderungen erweist sich ein linear geplantes, fach- und prozessberaterisches sowie tiefgreifendes Vorgehen als erfolgsversprechend.Bei innerorganisationalen Anforderungen durch Führungswechsel geht ein kurzfristig-temporäres, integrativ-konzeptuelles Vorgehen mit angepasster Vorgehensmethode mit Erfolg einher.<br><br> Hinsichtlich prozessbezogener Einflussfaktoren erweisen sich situationsspezifisches Beratendenhandeln, unterstützendes Führungsverhalten, grosse Akzeptanz der/des Beratenden, umfassender Einbezug der Mitarbeitenden, aktive Beteiligung und Engagement der Mitarbeitenden, Verankerung des Projekts in der Organisation und hoher wahrgenommener Nutzen der Veränderung als wichtigste unterstützende Faktoren.<br><br> Widerstände aus der Belegschaft, problematisches Führungsverhalten im Veränderungsprozess, fehlende/mangelhafte neben Tagesgeschäft bereitgestellte Ressourcen, behindernde organisationale (nicht projektbezogene) Entwicklungen, Angst/Verunsicherung der Belegschaft sind die wichtigsten hemmenden Faktoren. / Dealing with the theme of change management requires an examination of a heterogeneous field of approaches and subject perspectives. Systematic empirical investigations of this theme are lacking. In particular, works that take account of more than one school of thought regarding change management are scarce. Furthermore, differences in situational requirements are often insufficiently considered both from a theoretical and empirical point of view. It can be assumed that the failure of change processes is frequently caused by the stereotypical use of generalized recommendations of common approaches. In order to combat these deficits, this work aims to empirically examine contingencies of situational requirements and change management.<br><br> The investigation is based on a concept that assumes that an ideal fit (contingency) between situational requirements and change management is necessary for the success of a project and takes into account the accompanying process-related influencing factors. Success is defined in the sense of sustainability as economic, organization and qualification-related types of effects.<br><br> In three part studies, consultants and those involved on an operational level were, based on the relevant project, questioned in oral and written form on the operational starting positions, change principles, effects and process-related influencing factors. The first part study comprises four case studies in which a total of 18 persons involved in the project, made up of consultants, operational project leaders and project workers, were questioned. The second part study comprises the written and oral survey of 31 consultants from different schools of thought regarding change management. In the third part study, 47 persons responsible for operational change were questioned in a written survey.<br><br> It was possible to divide each of the projects from the second and third part studies into two statistically valid success groups, whereby the success groups did not differ systematically in terms of features of the operational starting positions. The most important results are as follows:<br><br> Project success in traditional-bureaucratic organization structures is associated with a long-term, continuous, gradually adaptive, pragmatic, solution-oriented procedure. In flexible structures, on the other hand, success comes with a short-term, far-reaching and integrational, conceptual procedure. In traditional-hierarchical management structures, a minimally human-centered and less self-evaluative process with a standardized procedure proves to be conducive to success, while in flexible management structures, a strongly human-centered and markedly self-evaluative procedure with an adaptive approach shows itself to be beneficial. In terms of great operational knowledge of change, a self-evaluative procedure proves to be most promising, while with little knowledge of change, a less self-evaluative procedure should be favored. In view of economic requirements, a long-term, continuous, quick and cascading procedure with a far-reaching and integrational, conceptual approach and little involvement of evaluation by others yields positive effects. In terms of technological requirements, a long-term, continuous, slow and far-reaching procedure with a low amount of evaluation by others is conducive to success. For socio-cultural requirements, a slow, self-evaluative, gradually adaptive and pragmatically focused procedure proves to be successful. In view of political and legal requirements, a procedure that is planned in a linear fashion, is goal-oriented, includes expert consultancy and a minimal amount of process orientation will bring about success. With complete reorganizations as requirements within an organization, a procedure that is planned in a linear fashion, has expert and process consulting aspects and is far-reaching is conducive to success. In terms of requirements within an organization brought about through management change, a short-term, temporary, integrational, conceptual procedure with an adaptive approach will lead to success. With regard to process-related influencing factors, a situation-specific approach by consultants, supportive management behavior, a high level of acceptance of the consultant, a comprehensive involvement of the employees, their active participation and commitment, anchoring of the project in the organization as well as high perceived use of the ensuing change prove to be the most important supporting factors.<br><br> Resistance from staff, problematic management behavior in the change process, a lack of or deficient resources provided in addition to daily business, obstructive organizational (not project-related) developments and anxiety/uncertainty of the staff are the most important inhibitory factors.

Det allmänna trycket på förändringar ökar ständigt, liksom organisationers behov av att hantera och genomföra dessa. Samtidigt är förändringsprojekt komplexa och har en hög misslyckandegrad. Interna förändringsprojekt kan involvera både projektledning och förändringsledning. Skillnaden mellan dessa kan enklast beskrivas som att projektledningens fokus ligger på den tekniska lösningen medan förändringsledningen riktar energin mot att skapa förståelse och acceptans hos projektets berörda individer. Under det senaste decenniet har forskning riktat fokus mot interna förändringsprojekt och behov av kompetenser hos projektledaren. Projektbeställarens perspektiv gällande interna förändringsprojekt och då specifikt skillnaden mellan förändringsledning och projektledning, är inte studerad. Frågan är hur medveten projektbeställaren är om dessa två sidor samt om kompetenser från respektive sida beaktas i valet av projektledare. Syftet med denna studie är att ge en indikation på vilka framgångsfaktorer som projektbeställaren beaktar i interna förändringsprojekt och om dessa faktorer speglas i form av kompetenser som projektledaren önskas ha. Studien undersöker även hur projektbeställaren ser på sin roll vad gäller ansvar och uppgifter. Studien utgick från en kvalitativ metod med explorativ ansats där data samlades in via sex semistrukturerade intervjuer med projektbeställare inom en offentlig organisation. Datamaterialet behandlades sedan med en tematisk analys utifrån ett teoretiskt ramverk med faktorer inom blocken förändringsledning och projektledning. Studien visar att det finns god kännedom gällande förändringars framgångsfaktorer som nämns i teori men att de inte alltid förknippas med kraven på projektledaren. De kompetenser som projektbeställare beaktar hos en generell projektledare utökas med förändringskompetenser när uppdraget gäller interna förändringsprojekt, men då starkt beroende på vilken syn projektbeställaren har på interna förändringsprojekt. Rollen som projektbeställare beskrivs innefatta flertalet ansvar och uppgifter, varav några var utanför denna undersöknings teoretiska ramar. / The global pressure for change and adaption is constantly increasing as well as the organizations need to coop and manage this ever increasing demand for change. Furthermore, change projects are very complex in its nature and suffer from a high rate of failure. Change projects may include both project management and change management. The difference between change management and project management can be described as following: the main focus of project management lies in the technical aspect whilst change management directs the energy towards creating acceptance from the projects receiving individuals. During the last decade, research has been initiated in the field of internal change projects and the need of necessary competencies of the project manager. Still internal change projects and more specifically the difference between change management and project management, have not yet been studied from the project owner’s perspective. The question remains if the project owner is aware of these two sides and if their competencies are reflected in the choice of a suitable project manager. The purpose of this study is to give an indication of which success factors project owners valuates within an internal change project and if those reflect as desired competencies of the potential project manager. This study also includes the role of the project owner and what they themselves define their duty and responsibilities. The design of this study is based from a qualitative methodology with an explorative approach where data was collected from an organization in the public sector via six semi-structured interviews of project owners. The data was later analyzed with a thematic analyze method constructed from a theoretical framework of factors included by the two areas: project management and change management. The result of this study indicates that the project owner have good knowledge regarding the success factors of change which is mentioned in theory. However these success factors are not usually associated with the project managers qualifications. The competencies identified by the project owner to be important by a general project manager are expanded with change management competencies if the project is classified as an internal change project. The addition of required change management competencies is though highly dependent on the project owner’s vision of internal change projects. The role as project owner is described to include a variety of duties and responsibilities of which some of them not covered by the initial theory of this study.

Während die landläufigen Vorstellungen von „Bibliothek“ bislang beunruhigend statisch bleiben, erzwingen die fortschreitende Digitalisierung von Medien und die Mobilisierung des Mediengebrauchs längst neue Bedeutungsinhalte. In Fachkreisen entwickelt sich die Idee service- und erlebnisorientierter Lernräume anstelle des klassischen Medienspeichers zu einem gängigen Leitbild. Doch wie aussichtsreich ist diese neue Schwerpunktbildung? Und wie wird dieser Anspruch tatsächlich erfüllt und nachhaltig gesichert? Ausgehend von den Umbrüchen in der gesamten Informations- und Medienbranche beschreibt der Beitrag wesentliche Rahmenbedingungen für das Innovationsmanagement in Bibliotheken und die Schlussfolgerungen, die daraus zu ziehen sind. Anschließend werden einige konkrete Entwicklungschancen für physische Bibliotheksorte vorgestellt. / Up to now, the general image of a “library” has remained alarmingly unchanged. But the advancing digitization of media and the mobilization of media use require new meaning and content. Among experts the idea of service- and experience-oriented learning spaces evolves as a common concept, replacing the classical media storehouses. But how promising is this new concept? And how is this claim met and sustainably ensured? Based on changes in the information and media sector, the article describes the general framework for innovation management in libraries and the related conclusions. Subsequently, some concrete development opportunities for physical libraries are presented.

Der vorliegende Beitrag stellt mit dem Change Management-Methodenbaukasten einen konzeptionellen Ansatz vor, mit dem die hochschulweite E-Learning-Integration aus Perspektive des Marketings und der Organisations- bzw. Personalentwicklung professionalisiert werden kann. Dabei werden sowohl die einzelnen Elemente als auch die theoretischen Grundlagen des Konzeptes, welche sich aus der Akzeptanz- und Organisationsforschung herleiten, detailliert dargestellt. Der Change Management-Methodenbaukasten ist ein wertvolles Werkzeug, um zukünftigen Change Management-Aktivitäten systematisch und strategisch zu planen und umzusetzen. Damit wird ein wichtiger Beitrag zur Ausbreitung des E-Learning an Hochschulen sowie zur Gestaltung des Lehr- und Lernkultur-Wandels geleistet.

Change management is a discipline fundamental to the task of building ever more complex computing systems. Properly managed change provides a means whereby alterations to existing components of a complex artefact and their relationships can be evaluated, managed and evolved. This thesis takes as its example Official RAAF Publications, some of which need to be revised as a result of changes to the system they describe. The thesis develops a model of change propagation providing a set of operations to examine and record the changes to a set of publications. Additional operations enable coping with reversing decisions and handling the unexpected arrival of externally generated amendments. The model is extended to cover a finer granularity of entities (at the page level) to determine whether this greater level of detail would ease some tasks. A further extension provides the notion of relationships between the publications of concern, focusing on a dependency relationship between two publications. This enables exploration of the possibility of improving the process by reducing the risk of missing publications needing revision and providing a means by which some tasks can be partly automated thus speeding up the process. The models presented were developed in Sum, a variant of the Z specification language, to gain greater insight into the essential details of the operations and data structures involved. By ignoring implementation details the essential logical steps of each model can be emphasised and their differences and similarities contrasted. This thesis demonstrates that fine-grained change management is feasible. The thesis develops processes that automatically track the status of changes as they are propagated through a set of documents. The greater knowledge of work done on individual pages allows only the page(s) of concern to be affected. The work also enables recommendations to be made as to the applicability of each model and, by comparing the models, provides insight into the amount of work and resources required for tackling change at different levels of granularity.

Change management is a discipline fundamental to the task of building ever more complex computing systems. Properly managed change provides a means whereby alterations to existing components of a complex artefact and their relationships can be evaluated, managed and evolved. This thesis takes as its example Official RAAF Publications, some of which need to be revised as a result of changes to the system they describe. The thesis develops a model of change propagation providing a set of operations to examine and record the changes to a set of publications. Additional operations enable coping with reversing decisions and handling the unexpected arrival of externally generated amendments. The model is extended to cover a finer granularity of entities (at the page level) to determine whether this greater level of detail would ease some tasks. A further extension provides the notion of relationships between the publications of concern, focusing on a dependency relationship between two publications. This enables exploration of the possibility of improving the process by reducing the risk of missing publications needing revision and providing a means by which some tasks can be partly automated thus speeding up the process. The models presented were developed in Sum, a variant of the Z specification language, to gain greater insight into the essential details of the operations and data structures involved. By ignoring implementation details the essential logical steps of each model can be emphasised and their differences and similarities contrasted. This thesis demonstrates that fine-grained change management is feasible. The thesis develops processes that automatically track the status of changes as they are propagated through a set of documents. The greater knowledge of work done on individual pages allows only the page(s) of concern to be affected. The work also enables recommendations to be made as to the applicability of each model and, by comparing the models, provides insight into the amount of work and resources required for tackling change at different levels of granularity.

Change management is a discipline fundamental to the task of building ever more complex computing systems. Properly managed change provides a means whereby alterations to existing components of a complex artefact and their relationships can be evaluated, managed and evolved. This thesis takes as its example Official RAAF Publications, some of which need to be revised as a result of changes to the system they describe. The thesis develops a model of change propagation providing a set of operations to examine and record the changes to a set of publications. Additional operations enable coping with reversing decisions and handling the unexpected arrival of externally generated amendments. The model is extended to cover a finer granularity of entities (at the page level) to determine whether this greater level of detail would ease some tasks. A further extension provides the notion of relationships between the publications of concern, focusing on a dependency relationship between two publications. This enables exploration of the possibility of improving the process by reducing the risk of missing publications needing revision and providing a means by which some tasks can be partly automated thus speeding up the process. The models presented were developed in Sum, a variant of the Z specification language, to gain greater insight into the essential details of the operations and data structures involved. By ignoring implementation details the essential logical steps of each model can be emphasised and their differences and similarities contrasted. This thesis demonstrates that fine-grained change management is feasible. The thesis develops processes that automatically track the status of changes as they are propagated through a set of documents. The greater knowledge of work done on individual pages allows only the page(s) of concern to be affected. The work also enables recommendations to be made as to the applicability of each model and, by comparing the models, provides insight into the amount of work and resources required for tackling change at different levels of granularity.