Change management

Political instabilities, technology advancements, changing customer tastes, globalization, and cultural changes are among the factors constantly forcing telecommunication organizations to change. Thus, change is certain in telecommunication organizations nowadays. Managers in this departments realize the significance of change management in the change process. This is shown and published in numerous studies. However, there seems to be lack of managerial structures that help telecommunication companies implement effective change management practices. This paper presents a managerial framework for the implementation of change management in telecommunication departments. The framework is constructed using empirical findings from one case study of East Azerbaijan telecommunication companies. It consists of four main dimensions, namely change planning, change management, change reinforcement, and change feedback collection. The value of this framework is that it represents an initial attempt to explore factors of successful change management in telecommunication departments. The paper concludes with research and practice applications of the managerial framework.

Purpose : The main purpose of this study is to present a change management model in the automotive industry based on general industry policies in the fourth-generation industrial revolution. Method : To achieve this goal, first the effective factors and indicators affecting change management are identified based on the data model of the foundation and then these factors and indicators are categorized. Given that the purpose of this research is exploratory, the use of the grounded theory research method and semi-structured interviews with experts and professors led to the development of research model criteria. Findings : Based on the interviews and previous studies, the factors affecting the management of change in internal and external categories have been identified. Finally, change management strategies have been identified in three components: selecting acceptable managers, using consultants and expert staff, and creating a sense of empathy and trust. Conclusion : The use of expert managers and appropriate leaders causes change management to be implemented productively. Ultimately, these strategies result in increased survival under the components of greater brand acceptance and profitability. Change management strategies have been identified in three components: selecting acceptable managers, using consultants and expert staff, and creating a sense of empathy and trust. Changes are more about the individual's feelings than emotions and are technical, and associating them with change is the most difficult stage of change

The purpose of research is to reconstruct the role of team building and Teamwork in the accepting and creation of organizational changes in schools. In this qualitative research, phenomenological method was used. The participants in this research were nine school principals of the first education district of Mashhad, who participated in the interview in a targeted manner, considering their managerial, team building and Teamwork experience. The analysis of the results was done by using the seven-step Colaizzi method. In response to the first question, what is the managers' understanding of the experience of team building and Teamwork? After analyzing the results, managers' general experiences were evaluated regarding the role of team building and Teamwork in accepting and creating effective change. In response to the second question, what is the position of team building and Teamwork in accepting and creating organizational changes? The results show that managers have a correct and appropriate understanding of the concept of team building and Teamwork and consider it as a very influential factor in accepting and creating organizational changes. In response to the third question, what are the influential factors of team building and Teamwork in accepting and making organizational changes? Factors such as participation, responsibility and accountability, commitment, common and clear goals, ability and diverse expertise, capable and competent leadership, free-thinking, cooperation and conflict, support and trust, review and feedback, dynamic relationships, and Constructors were identified by school team building managers as the factors of team building and Teamwork that are most effective.

Purpose : This study aimed to investigate the impact of change management on organizational innovation and performance, examining the mediating role of employees' innovative behavior in the context of the digital age. Method : This research was applied in purpose and utilized a survey method for data collection. The statistical population consisted of managers and employees of Science and Technology Parks (STPs) across the country. The sample size (n=210) was determined using the standard technique for structural equation modeling (SEM), which recommends 10 to 15 observations per questionnaire item. After confirming the validity and reliability of the measurement tool, the data were analyzed using SmartPLS software. Findings : The findings demonstrated that change management exerts a significant positive effect on organizational performance, organizational innovation, and employees' innovative behavior. Furthermore, employees' innovative behavior was found to significantly enhance both organizational innovation and performance, while organizational innovation itself had a positive impact on performance. Mediation analysis confirmed that the relationships between change management and organizational performance are partially mediated through two pathways: directly through employees' innovative behavior and indirectly via the sequential influence on organizational innovation. Conclusion : The study concludes that in the digital age, implementing effective change management practices is crucial. Such practices foster innovative behaviors among employees, which subsequently promote organizational innovation and, ultimately, lead to improved overall organizational performance.