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Strategic transformation and organizational change: Multiple case studies
Enterprise transformation is common and usually caused by the need for an enterprise to survive in the marketplace or future industry demands that require such a transformation strategy. To ensure the improvement of an enterprise’s overall health and reduce its deficiencies in the market, organizational change is essential. Organizational change is multifaceted. It encompasses the important elements of not only a primary objective but also overall market competition, internal and external environment, and an enterprise’s competitiveness and level of expertise. Moreover, enterprises are situated in a unique cultural context and market environment, and they face a unique set of threats. Therefore, methods for organizational change must be tailored to the specific circumstances of a company. Therefore, when an enterprise is undergoes organizational change, judgments cannot be made solely on basis of the experience of the leader. In addition to knowing the expected outcome and reasons for organizational change, organizations must know themselves and their competition, understand their current advantages and disadvantages, and be aware of the improvements required as well as, for example, the psychological effects of new policies on personnel. These factors must first be clarified to enable the leader to make correct judgments. This paper examines the organizational change of two companies with an analysis of the management matrix employed to understand crucial points during an organizational change. The finding indicate that enterprises undergoing transformation often focus exploring the external environmental factors and target value despite successful organizational change being reliant on a few key elements relating to the management and employees, including procedural changes, corporate knowledge, psychology, and emotion. The impacts and negative effects of organizational changes on a business can be minimized if the leader emphasizes the six major management elements at each management level, clarifies the needs of each level, and designs a mechanism according to these elements to guide and assist staff members in the change of behavior, which achieve high satisfaction in and enhance organizational identification by members of all levels, along the process of change. Such practices enable a business to undergo pain-free transformation and fulfil the objectives of its organizational change smoothly.
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