Saudi Cultural Missions Theses & Dissertations
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Item Restricted Exploring the engagement of project leaders in organizational change management process in the AEC industry(University College London (UCL), 2024-08) Bushnag, Majed Mohammad; Natalya, SergeevaThis dissertation explores the integration of Project Management (PM) and Organizational Change Management (OCM) within the Architecture, Engineering, and Construction (AEC) industry, with a specific focus on the roles, practices, and engagement of Project Leaders (PLs) in the OCM process. The research aims to enhance understanding of how PLs contribute to OCM. Using a qualitative methodology, the study involved in-depth interviews with five senior managers to gather detailed insights. The findings reveal insufficient integration between PM and OCM, highlighting the need for more alignment between the two fields. Also, the findings reveal that PLs have a key role in OCM. However, their engagement often focus on the execution phases of change than in the strategic phases. The research underscores the necessity of engaging PLs throughout the entire OCM process and developing their change leadership skills. By studying PLs roles in OCM, this research bring to light the significant role of middle management in facilitating organizational changes (OCs) within project-based organisations (PBOs). The conclusion stresses the importance of integrating PM and OCM, adopting flexible OCM approaches, and enhancing PLs’ roles in both the strategic and execution phases of the OCM process. This research offers valuable insights for both academia and practitioners, providing a framework for enhancing PLs’ engagement in OCM, and also improving overall OCM process to implementing OCs successfully.13 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.38 0Item Restricted ORGANIZATION DEVELOPMENT EXPERTS’ PERSPECTIVES ON LEADING ORGANIZATIONS IN SAUDI ARABIA DURING A GLOBAL PANDEMIC AND TRANSITIONS DUE TO SAUDI VISION 2030(2023-08) Alshawan, Fahad Sulaiman; Rothwell, William J; Brendel, William TThis qualitative study interviewed 11 experts about organization development (OD) practices in Saudi Arabia during the massive changes caused by the Vision 2030 national development project and the COVID-19 pandemic. It asked how OD professionals could provide competitive, differentiating value to help Saudi organizations adapt effectively to rapid change. Interviews covered facilitating and hindering factors. Facilitating factors included leaders’ attitudes and support for OD practices, cultural characteristics, change acceleration, communication and collaborative engagement, and effective strategic management. Hindering factors included excessive time and cost, a lack of collaborative engagement, leaders’ negative mindsets and misunderstanding of OD, a lack of human resources, dealing with different attitudes, measuring organizational maturity, COVID-19, the rapid pace of regulations, poor communication, and unequal compensation and benefits. Interviewees recommended leveraging helpful cultural factors, developing unique tools by collaborating with other organizations and experts, leading change as an ongoing process rather than simple projects, investing in talent development to address shortages, prioritizing leadership development, and emphasizing courageous leadership to encourage direct and open conversations about complex issues. The study outlines specific steps to transition Saudi organizations toward better OD practices in order to effectively deal with extraordinary change.19 0