Enacting Research Methods in Information Systems

Question: Discuss about the Enacting Research Methods in Information Systems. Answer: Introduction: The organizational change is concerned with the incorporation of new business processes, cultural changes or changes in the organizational structure (Petrou, Demerouti Schaufeli, 2016). The modern-day organizations are constantly undergoing change. The organizational change can be related to an objective phenomenon and it is also connected with social construction. There are changes in the organizational strategy, operational methods, structure, organizational culture or technology (Carter et al., 2013). There can be continuous changes or intermittent changes that affect the organizations. The organizational change occurs when there is a transition from a current state to the desired future situation of an organization (Petrou, Demerouti Schaufeli, 2016). The management of the organizational change involves the planning as well as implementation of the change process. There can be employee resistance in the process of implementation of the change. The resistance to change should be addressed properly by identification of the root causes of the same and providing suitable solution (Petrou, Demerouti Schaufeli, 2016). For example, in an organization, where there was no management information system, the senior management decided to implement an improved Decision Making Software (DSS) for increasing the organizational productivity. The organization must realize the importance of the change process that they are experiencing. The change management process would enable the employees to imbibe new skills as well as expertise (Tummers et al., 2015). The leaders as well as managers engage in continuous efforts to manage the change process. The organizational change would allow the project managers to analyze each stage of the project and identify the growth opportunities. The change process motivates the employees and the teams are able to achieve their desired goals (Tummers et al., 2015). The change gives the managers opportunity to align the existing resources to satisfy the organizational needs. The successful change process corresponds to addressing the concerns of the employees (Petrou, Demerouti Schaufeli, 2016). The managers can successfully reduce the risk by bringing in required changes in the organizations (Tummers et al., 2015). The successful change would bring in more return on investment (ROI) for th e company. For example, the successful implementation of management information system would enable the contemporary organizations to improve their operational efficiency. This would increase their customer satisfaction levels which would increase their sales. The increase in the sales would definitely imply an increase in the ROI of the company. The change process leads to the growth and development of the employees which in turn leads to enhanced organizational productivity. It is extensively studied that almost 70% of the change process are not successful in the organizations (Baskerville Wood-Harper, 2016). They do not achieve the desired change goals or they fail miserably. There are several reasons for the failure of the change initiatives. There can be lack of detailed knowledge regarding the change process, lack of skilled process, hidden conflicts against change, opposing organizational culture and others (Baskerville Wood-Harper, 2016). The change process may fail completely in an organizational context. Kodak faced several issues with the change management process (Forbes.com, 2016). It made efforts to venture into the digital world in a fast manner, however, they failed in the process (Forbes.com, 2016). The internal employees did not take adequate steps to combat with the change process. There were several barriers in the change process which were not addressed properly (Forbes.com, 2016). The company took initiatives to implement digital transformation, however, did not take adequate measure to combat the obstacles. There were challenges of new technology, high competition and low margins, which were not considered by the management. The company failed to undertake strategic decisions (Forbes.com, 2016). There were also issues with the leadership of the firm. There were instances when the organization didnt perform sufficient market research, which was the reason behind the under-achieve of the change plan (Li, Goh Cavusoglu, 2013). There are instances when the organizations did not perform the market scan or the competitive analysis which prevented the change process to reach their full potential (Li, Goh Cavusoglu, 2013). The lack of background data has an effect on the change planning and the change process cannot be implemented successfully. For example, Nokia did not perform sufficient competitive analysis and hence failed to analyze the potential of Apple or Google (Li, Goh Cavusoglu, 2013). The company failed to perform a detailed macroenvironmental analysis and hence didnt formulate suitable policies. Nokia was unable to gauge the products of the competitors and how technology was utilized by the competitors (Li, Goh Cavusoglu, 2013). The company failed to perform correct market segments which made it unable to capture the tar get market. The company made generalized market strategy as they did not have access to data concerning the target market (Li, Goh Cavusoglu, 2013). Nokia did not analyze the customer behaviors which made them formulate in appropriate change management policies. References Baskerville, R. L., Wood-Harper, A. T. (2016). A critical perspective on action research as a method for information systems research. InEnacting Research Methods in Information Systems: Volume 2(pp. 169-190). 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