The purpose of this research is to address the practices of project change management in the context of Government-Linked Companies (GLCs) in Malaysia, focusing on Project Managers (PMs), Project Team Members (PTMs), Change Managers (CMs) and any other Top Managers involved in a project. Also, checking the validity of a number of critical success factors from Project Implementation Profile (PIP) in the context of GLCs in Malaysia. PIP is a comprehensive managerial tool that was introduced by Pinto and Slevin. Later Belout and Gauvereau have enhanced and re-tested it in their study. Government-linked companies were previously government agencies or public enterprises established to provide services for social purposes. The Malaysian Government considers the importance of the Government-linked companies’ (GLCs) role. Critical success factors (or CSFs) are the actions and processes that can be controlled or affected by management to achieve the goals set by an organization. Many studies has been conducted on Malaysian government-linked companies, but few focused on examining the validity of the critical success factors in these companies where these factors will lead to successful project implementation and assess in change management.
Management of organizational Knowledge is considered crucial in the present knowledge era. As a result, organizational readiness for knowledge management (KM) has been studied comprehensively from diverse viewpoints lately. KM enablers such as organizational culture, organizational structure and information technology infrastructures, and organizational members' perception towards KM are assumed to be the predictors of KM readiness . Nevertheless, those dimensions could be part of KM readiness rather than just merely being its predictors considering the inevitable nature of those variables for KM implementation. Accordingly, the current study hypothesis that these factors with behavioral intention of organizational members form a holistic dimension of organizational readiness for KM. To verify this claim a questionnaire based survey was conducted among 313 executives in the Sri Lankan telecommunication industry. To validate the research instruments used a first order measurement model was formulated using AMOS version 16. Then, to test hypotheses a second order analysis was performed. The indices for model fit are good and the structural coefficients are significant showing the data fit to the model. Hence, the present work recommends that the KM enablers, organizational members' perception and their behavioral intentions can be the dimensions of organizational readiness for KM.
The space of higher education has been receiving enough disruptions lately from the vast amount of advancements in technology. They are forced to adapt to the dynamic demands, tools, and other technological changes that can be overwhelming. This adaptation to technological changes is often referred as digital transformation, which is unavoidable, unless if the institution is ready to be deemed irrelevant. This paper will start the discussion on the topic of this transformation; the role of university, why the transformation is needed, and what are the challenges that come with such transformation.
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