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A Framework for Managing Organizational Change in the Context of Digital Transformation

In: Proceedings of the International Conference on Emerging Challenges: Strategic Adaptation in the World of Uncertainties (ICECH 2022)

Author

Listed:
  • Hoang Pham Minh

    (Hanoi University of Science and Technology, School of Economics and Management)

  • Hong Pham Thi Thanh

    (Hanoi University of Science and Technology, School of Economics and Management)

Abstract

Today organizations have confronted a dynamic environment and open-end changes from the VUCA world; they must always competitively struggle to change themselves to increase operational efficiency, financial effectiveness, and strategic capabilities development for survival. Along with changes, they must maintain customer satisfaction and employee engagement in a manner with limited resources. Therefore, understanding the nature of organizational change, and the mechanisms of effectively managing change so that organizations can successfully achieve the goals of change is a vital field for management. For the question, the paper adopted the methodology of the exploratory approach; it examined the literature to present the dimensions and characteristics of organizational change and change management. To integrate all findings from the exploratory study into a unified form, the authors propose a system-based framework for managing organizational change, that hopes to help organizations increase their change success ratio when applying to their own contexts, especially in their digital transformation, which is considered the most complex, open-end and holistic change nowadays.

Suggested Citation

  • Hoang Pham Minh & Hong Pham Thi Thanh, 2023. "A Framework for Managing Organizational Change in the Context of Digital Transformation," Advances in Economics, Business and Management Research, in: Tra Lam Pham & Quang Huy Pham (ed.), Proceedings of the International Conference on Emerging Challenges: Strategic Adaptation in the World of Uncertainties (ICECH 2022), pages 402-422, Springer.
    • Handle: RePEc:spr:advbcp:978-94-6463-150-0_27
    DOI: 10.2991/978-94-6463-150-0_27
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