Saudi Cultural Missions Theses & Dissertations
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Item Restricted Risk Assessment and People Management in the One Billion Trees Project(University of Portsmouth, 2025-01-24) Asiri, Ibrahim Yousef; Brymer, KatharineThis report critically examines the integration of risk assessment and people management strategies within Mongolia’s One Billion Trees Project, a large-scale afforestation initiative launched to combat climate change. It explores how cultural dimensions, leadership approaches, and change management frameworks influence project success. Drawing on Hofstede’s Cultural Dimensions Theory, the report analyzes the cultural factors that shape stakeholder engagement and organizational behavior. Leadership models, particularly transformational and situational leadership, are evaluated for their effectiveness in mobilizing teams and communities. Change management is assessed using Kurt Lewin’s and Kotter’s frameworks to support sustainable behavioral shifts. A comprehensive Risk Breakdown Structure (RBS) and Risk Register are developed to identify and evaluate environmental, operational, financial, political, and reputational risks. Mitigation strategies are proposed based on Probability-Impact (P*I) scoring. The findings emphasize the importance of adaptive leadership, culturally aware stakeholder engagement, and structured risk management in ensuring the long-term success and resilience of afforestation projects.23 0Item Restricted Organisational Development and Change Management(Kingston University, 2024) Almutlaq, Abdulaziz; Fragouli, EvangeliaThis report explores the challenges faced by Blue and Green Technology, a leading printing software and design company in Turkey, during its attempt to implement organisational change. Despite its market presence for over a decade, the company has struggled with a lack of clear organisational structure, poor communication channels, and undefined employee roles, which have hindered its professional growth and customer relations. Using Kotter's Change Management Model and Fogg's Behaviour Model as theoretical frameworks, the report identifies key issues such as the absence of a strategic vision, failure to remove barriers to change, and inadequate communication as primary reasons for the unsuccessful change initiative led by sales manager Neyla. The report further recommends a structured research approach using survey questionnaires and purposive sampling to gather insights from employees about their perceptions of the current organisational structure and barriers to change. Emphasizing the importance of clearly defined roles, transparent communication, and employee involvement, the report concludes with practical suggestions for improving the organisational structure and overcoming resistance to change. Implementing these strategies is expected to enhance the company's operational efficiency, employee morale, and overall business performance.25 0Item Restricted Exploring Digital Transformation Strategies in Healthcare: Integration of Telemedicine and Electronic Health Records (EHR) Systems(University of Warwick, 2024-07-29) Aljamaan, Rayan; Beck, SusanneTelemedicine and Electronic Health Records (EHR) are a combination that significantly drove digital transformation in the healthcare sector. This study addresses the question: How does the integration of telemedicine and Electronic Health Records (EHR) systems affect the efficiency, accessibility, and quality of healthcare services? The importance of this study is best understood in the background of the increasing need for practical, affordable, and patient-centered solutions, particularly in the post-COVID-19 world and the progression of digital health solutions. Methodologically, the study uses a literature review conducted using research retrieved from peer-reviewed scientific journals. Databases used for search include Google Scholar, Scopus, ResearchGate, and ScienceDirect. The collected information was thematically organized into themes and sub-themes to present the results systematically. Generally, the review looks at the literature on telemedicine and EHR systems separately to determine their joint influence on the overall delivery of healthcare services and patients’ satisfaction. The Technology Acceptance Model (TAM) and Diffusion of Innovations (DOI) concepts are used to assess the influencing factors related to the adoption and impacts of these technologies. The main findings show that the successful implementation of telemedicine and EHR provides a better opportunity to increase the access of patients and, at the same time, reduce healthcare workers' workload and increase patient revisit. However, challenges like technical integration, security of information, and training and follow-up still need to be solved. These results imply that it is necessary to deal with these challenges using phased approaches of implementing innovations, involving all relevant stakeholders, and providing ongoing education. Thus, this study contributed to the growing body of knowledge and helped identify possible approaches to improving integration perspectives of digital business models in the healthcare industry.30 0Item Restricted Organizational Change In Saudi Healthcare Settings: Evaluating Organizational And Individual Readiness For Change, And The Mediating Role Of Readiness For Change Between Management Support And Commitment To Change(Saudi Digital Library, 2023-12) Alsaif, Sultan Saleh; Jennings, J’Aime C.; Carini, Robert M.; Creel, Liza M.; McCart, AndrewABSTRACT BACKGROUND: To respond to the constantly changing environment and developments of healthcare, leaders of healthcare organizations have been trying to introduce and implement transformations that allow their organizations to be able to operate effectively and efficiently to meet the shifts in healthcare demand and to deal with new patterns of health issues, comply with the new policies, and to enhance their present in the market. Thus, it is important for managers to determine the level of readiness for implementing organizational changes from to perspectives. These perspectives include organizational readiness for change and individual readiness for change. METHOD: This first manuscript used primary data collected from the employees of a 135-bed hospital in Saudi Arabia to evaluate organizational readiness for change. In the second manuscript, we used primary data collected from healthcare workers in Saudi Arabia to assess readiness for organizational change. The final manuscript used the same data collected for the second paper to evaluate the mediating role of readiness of change in the relationship between management support for change and commitment to change among healthcare workers in Saudi Arabia. FINDINGS: In the first manuscript, the findings of the partial least square structural equation model showed that change valence and informational assessment were found statistically significant as they explained 36.3% of variance in organizational readiness for change. In the analysis of individual readiness for change, discrepancy, personal benefits, and self-efficacy had significant contribution to the individual readiness for change. Lastly, in the third manuscript, a complementary mediating role by individual readiness for change was found in the relationship between management support for change and commitment to change of healthcare workers in Saudi Arabia. CONCLUSION: Our findings suggest that change valence and informational assessment contribute significantly to organizational readiness for change. A more a more comprehensive look at factors affecting organizational readiness and the ability of healthcare organizations to carry out changes is needed to examine what additional factors play important role in enhancing organizational readiness for change. In addition, our findings indicated that workers tend to consider what is in return for them when their organizations a certain change. Individual readiness for change was found as a factor that improve commitment to change among healthcare employees. Further empirical studies are needed to examine possible roles of other factors affecting individual readiness for change and commitment to change.42 0