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Critical Success Factors (CSFs) of the Organisational Change in the Disruptive Technology Convergence of the Governmental Regulatory Organisation.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Critical Success Factors (CSFs) of the Organisational Change in the Disruptive Technology Convergence of the Governmental Regulatory Organisation./
作者:	Manaves, Pakdee.
出版者:	Ann Arbor : ProQuest Dissertations & Theses, : 2021,
面頁冊數:	337 p.
附註:	Source: Dissertations Abstracts International, Volume: 83-05, Section: B.
Contained By:	Dissertations Abstracts International83-05B.
標題:	Communication. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28827638
ISBN:	9798494458148

Critical Success Factors (CSFs) of the Organisational Change in the Disruptive Technology Convergence of the Governmental Regulatory Organisation.
Manaves, Pakdee.

Critical Success Factors (CSFs) of the Organisational Change in the Disruptive Technology Convergence of the Governmental Regulatory Organisation. - Ann Arbor : ProQuest Dissertations & Theses, 2021 - 337 p.

Source: Dissertations Abstracts International, Volume: 83-05, Section: B.

Thesis (Ph.D.)--The University of Liverpool (United Kingdom), 2021.

This item must not be sold to any third party vendors.

The impacts of the disruptive technology convergence of broadcasting and telecommunications is currently considered as the most important critical external factor among other external environmental factors, which is driven by the development of the high-speed internet infrastructure. The governmental regulatory organisation has to adapt to this significant impacts through the organisational change management. However, the studies of both empirical and theoretical as well as experienced based have not identified the Critical Success Factors (CSFs) that provide statistically significant positive relations for a successful organisational change management. If the Critical Success Factors (CSFs) can be identified during the organisational change implementation process, then the organisational change management team can use it to focus more on critical areas that are highly important to implement the organisational change effectively and successfully. The major objectives of this research are focused on the action research (AR) to (1) develop the Critical Success Factors (CSFs) Taxonomy of the Organisational Change Management, (2) develop the new redesign of the business processes of the Business Process Management (BPM), and (3) develop the Key Performance Indicators (KPIs) Taxonomy of the Business Process Management (BPM). This research study focuses on the new combined broadcasting and telecommunications licensing bureau of the Office of the National Broadcasting and Telecommunications Commission (NBTC). The mixed method research is used to conduct this action research (AR). The qualitative method is implemented through in-depth and semi-structured interview to nine participants, namely senior directors of the NBTC, senior executives of broadcasting operators, senior executives of telecommunications operators, and a senior academic researcher. The quantitative method to analyse and present the research data using statistical analysis through Excel Computer Software to make the research outcomes be more complete. The main findings show that the Critical Success Factors (CSFs) Taxonomy of the Organisational Change Management consists of four categorized factors include (1) Organisational Critical Success Factors (CSFs), (2) Human Capital Critical Success Factors (CSFs), (3) Operations Critical Success Factors (CSFs), and (4) Technology Critical Success Factors (CSFs). These Organisational Critical Success Factors (CSFs) are classified into three classes include class A:CSFs (most important), class B:CSFs (second most important) and class C:CSFs (third most important). In addition, the outcome of the Key Performance Indicators (KPIs) Taxonomy of the Business Process Management (BPM) is classified into three classes include class A:KPIs (most important), class B:KPIs (second most important) and class C:KPIs (third most important). The validation of the acceptability and the usefulness of the Critical Success Factors (CSFs) Taxonomy of the Organisational Change Management and KPIs Taxonomy of the Business Process Management (BPM) results are both highly acceptable to both Organisational Change Management and the Business Process Management (BPM). The validation of the contributions of the proposed Taxonomies to the Organisational Change Management concepts is considered as of a high consistency. Therefore, the proposed Taxonomies provide the benefits to the Organisational Change Management concepts. In addition, the validation of contributions of the proposed taxonomies to the Knowledge Management (KM) is considered as of a high consistency. The implications of this study show that the Critical Success Factors (CSFs) Taxonomy of the Organisational Change Management and the Key Performance Indicators (KPIs) Taxonomy provide great benefits and contributions to both theoretical and practical implications. The theoretical implication shows that the Critical Success Factors (CSFs) Taxonomy of the Organisational Change Management does not create a new academic theory. However, it does provide a complement to the relevant organisational change management concept in terms of the relationship of the Critical Success Factors (CSFs) and the Organisational Change Management theory. The organisational change management can use the Critical Success Factors (CSFs) Taxonomy as the major focused areas that the organisation must allocate time and critical resources enough for these areas to ensure the successful organisational change implementation. The Key Performance Indicators (KPIs) Taxonomy of the Business Process Management (BPM) is complementary to the performance management system and the Business Process Management (BPM) theory. An organisation can use these study results as learning tools to learn new knowledge of the importance and the relationship, and this can enhance the organisational capability to cope with the disruptive technology convergence of broadcasting and telecommunications. Furthermore, the organisation can capture and transfer both explicit and tacit knowledge and experience of the success of the Organisational Change Management and the Business Process Management (BPM) related to the Critical Success Factors (CSFs) and the Key Performance Indicators (KPIs) respectively to other bureaus or to a new generation of employees within their organisation to build up the competence and capability of the Organisational Change Management and the Business Process Management (BPM) as a Knowledge Management (KM) system.

ISBN: 9798494458148Subjects--Topical Terms:

524709
Communication.

Critical Success Factors (CSFs) of the Organisational Change in the Disruptive Technology Convergence of the Governmental Regulatory Organisation.
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520 $a The impacts of the disruptive technology convergence of broadcasting and telecommunications is currently considered as the most important critical external factor among other external environmental factors, which is driven by the development of the high-speed internet infrastructure. The governmental regulatory organisation has to adapt to this significant impacts through the organisational change management. However, the studies of both empirical and theoretical as well as experienced based have not identified the Critical Success Factors (CSFs) that provide statistically significant positive relations for a successful organisational change management. If the Critical Success Factors (CSFs) can be identified during the organisational change implementation process, then the organisational change management team can use it to focus more on critical areas that are highly important to implement the organisational change effectively and successfully. The major objectives of this research are focused on the action research (AR) to (1) develop the Critical Success Factors (CSFs) Taxonomy of the Organisational Change Management, (2) develop the new redesign of the business processes of the Business Process Management (BPM), and (3) develop the Key Performance Indicators (KPIs) Taxonomy of the Business Process Management (BPM). This research study focuses on the new combined broadcasting and telecommunications licensing bureau of the Office of the National Broadcasting and Telecommunications Commission (NBTC). The mixed method research is used to conduct this action research (AR). The qualitative method is implemented through in-depth and semi-structured interview to nine participants, namely senior directors of the NBTC, senior executives of broadcasting operators, senior executives of telecommunications operators, and a senior academic researcher. The quantitative method to analyse and present the research data using statistical analysis through Excel Computer Software to make the research outcomes be more complete. The main findings show that the Critical Success Factors (CSFs) Taxonomy of the Organisational Change Management consists of four categorized factors include (1) Organisational Critical Success Factors (CSFs), (2) Human Capital Critical Success Factors (CSFs), (3) Operations Critical Success Factors (CSFs), and (4) Technology Critical Success Factors (CSFs). These Organisational Critical Success Factors (CSFs) are classified into three classes include class A:CSFs (most important), class B:CSFs (second most important) and class C:CSFs (third most important). In addition, the outcome of the Key Performance Indicators (KPIs) Taxonomy of the Business Process Management (BPM) is classified into three classes include class A:KPIs (most important), class B:KPIs (second most important) and class C:KPIs (third most important). The validation of the acceptability and the usefulness of the Critical Success Factors (CSFs) Taxonomy of the Organisational Change Management and KPIs Taxonomy of the Business Process Management (BPM) results are both highly acceptable to both Organisational Change Management and the Business Process Management (BPM). The validation of the contributions of the proposed Taxonomies to the Organisational Change Management concepts is considered as of a high consistency. Therefore, the proposed Taxonomies provide the benefits to the Organisational Change Management concepts. In addition, the validation of contributions of the proposed taxonomies to the Knowledge Management (KM) is considered as of a high consistency. The implications of this study show that the Critical Success Factors (CSFs) Taxonomy of the Organisational Change Management and the Key Performance Indicators (KPIs) Taxonomy provide great benefits and contributions to both theoretical and practical implications. The theoretical implication shows that the Critical Success Factors (CSFs) Taxonomy of the Organisational Change Management does not create a new academic theory. However, it does provide a complement to the relevant organisational change management concept in terms of the relationship of the Critical Success Factors (CSFs) and the Organisational Change Management theory. The organisational change management can use the Critical Success Factors (CSFs) Taxonomy as the major focused areas that the organisation must allocate time and critical resources enough for these areas to ensure the successful organisational change implementation. The Key Performance Indicators (KPIs) Taxonomy of the Business Process Management (BPM) is complementary to the performance management system and the Business Process Management (BPM) theory. An organisation can use these study results as learning tools to learn new knowledge of the importance and the relationship, and this can enhance the organisational capability to cope with the disruptive technology convergence of broadcasting and telecommunications. Furthermore, the organisation can capture and transfer both explicit and tacit knowledge and experience of the success of the Organisational Change Management and the Business Process Management (BPM) related to the Critical Success Factors (CSFs) and the Key Performance Indicators (KPIs) respectively to other bureaus or to a new generation of employees within their organisation to build up the competence and capability of the Organisational Change Management and the Business Process Management (BPM) as a Knowledge Management (KM) system.
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