Among all the works that have been studied, Jayatilleke and Lai (2018) demonstrated the highest accuracy and completeness of the theoretical overview of organizational change management. On twenty-three pages, the authors characterize the change as a phenomenon of progress or regression, show the importance of managing it, and evaluate known management models. This article can be called a guide for beginners who are interested in the most comprehensive analysis of corporate change and how to manage it.
In the second section of their work, Jayatilleke and Lai take an approach unusual for scientific articles, where vital information that the reader is concerned about is presented in the form of small answers to a question. This contributes to a better understanding of what is read since the answer is not overloaded with additional information and can always be found. The reader can conclude that the idea behind Jayatilleke and Lai’s work is to identify different approaches to defining the same concepts in the context of organizational change.
On the other hand, the work leads to a discussion about the importance of communication between employees in introducing change and the objectivity of the information collected to analyze management models. In the final section, Jayatilleke and Lai provide a list of additional problems that cannot be solved by existing management technologies. This, in turn, prompts the reader to conclude that effective management requires the development of better methods.
Change management cannot be implemented internally if the persons concerned do not support the idea of a changing environment. In their work, Mathar and Gaur (2020) asked themselves how to select a change agent that would be most effective and productive in helping to consolidate the company’s changing culture. It is important to note that the solution proposed by the authors of the research is simple and at the same time accurate: Mathar and Gaur proposed to search for the most appropriate employee through the integration of social networks and graph theory. Their article leads the reader to the conclusion that the ideal change agents within a company should have significant social influence and connect different groups of employees.
From this point of view, the graph and network theory suggested by the authors is a useful tool, since it allows tracking employee sociality through such networks as Facebook and Twitter. The only issue that remains unresolved in their research is the confidentiality of the data being analyzed and the performance since not all employees are willing to use social networks.
Of significant research, interest was the work of Besliu (2018), which describes in a very concise form a large amount of theoretical information on change control. The author’s work provides a very detailed classification of existing organizational changes and, importantly, describes the determinants that lead to changes in general.
The scientific value of Besliu’s work is because it presents a two-pronged approach to the concept of corporate change: on the one hand, they contribute to the progress of the company, but on the other hand, change must be controlled. Unlike the authors of other researched articles, Besliu practically does not focus on the role of people in the process of change. Instead, the study elaborates on the chronology of change, pointing out that ten stages need to be passed in order for organizational change to be non-destructive.
References
Besliu, D.C. (2018) ‘Institutional management of change resistance of the employees against organizational transformations’, Scientific Research & Education in the Air Force 2(3), 351-358.
Jayatilleke, S. and Lai, R. (2018) ‘A systematic review of requirements change management’, Information and Software Technology, 93(1), 163-185.
Mathar, D. and Gaur, M. (2020) ‘Change management: identifying change agents using social network analysis in an ERP implementation’, International Journal of Computer Engineering & Technology, 11(1), 1-9.