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Facing Global Dynamics with Effective Strategy: A Tasted Organizational Change Management Approach

International Journal of Cyber and IT Service Management · Vol. 5 No. 1 (2025) · pp. 1–11

DOI
10.34306/ijcitsm.v5i1.177
ISSN
2808-554X, 2797-1325
Published
2025-02-17
Publisher
Pandawan Sejahtera Indonesia
Language
en
License
creativecommons.org/licenses/by/4.0/

Abstract

In an era of rapid globalization and digital transformation, organizations must adopt adaptive strategies to navigate complex market shifts. This study explores a tested Organizational Change Management (OCM) approach to enhance business resilience and sustainability. Using a quantitative research methodology, we conducted a structured survey involving 200 business executives across various industries to analyze the effectiveness of strategic OCM models. The results indicate that organizations implementing structured OCM frameworks experience a 35% increase in operational efficiency, a 28% improvement in employee adaptability, and a 40% reduction in resistance to change. Our study introduces a novel hybrid model, integrating Kotters Change Model with Agile methodologies, ensuring a balance between structured change and adaptive flexlibility. The findings contribute to existing literature by demonstrating how real time data driven decision making enhances the success rate of organizational transformations. This research provides valuable insights for business leaders and policymakers in aligning corporate strategies with global market dynamics, fostering innovation, and maintaining competitive advantages.

Keywords

Collaboration network of the authors

40 authors · 121 co-authorship links · 63 across different organisations · showing the 40 most connected

Hover or tap a name to highlight its co-authors. Double-click to open the author's page.

  • Universitas Raharja
  • Universitas Catur Insan Cendekia Cirebon
  • Universitas Bina Insan
  • Maranatha Christian University
  • The University of Queensland
  • Universitas Muhammadiyah Prof Dr Hamka
  • Universitas Esa Unggul
  • Other organisations
  • Affiliation unknown
  • Different organisations
  • Same organisation
  • Affiliation unknown
  • Thicker line = more joint articles · bigger circle = more articles
Show as table
Co-authorOrganisationJoint articles
Untung RahardjaUniversitas Raharja3
Ihsan Nuril HikamUniversitas Raharja3
Aditya Kurniawan ChandraUniversitas Catur Insan Cendekia Cirebon2
Mochamad Heru Riza ChakimUniversitas Raharja2
Sheila Aulia AnjaniUniversitas Raharja2
Nanda SeptianiUniversitas Raharja2
Suwandi SuwandiUniversitas Catur Insan Cendekia Cirebon1
Eka Purnama HarahapUniversitas Raharja1
Chairun NasUniversitas Catur Insan Cendekia Cirebon1
Riya WidayantiUniversitas Esa Unggul1
Ethan AptmanAffiliation unknown1
Alexander WilliamsThe University of Queensland1
Greian April PangilinanCentro Escolar University1
AliyahUniversitas Cendekia Abditama1
Dimas Bagus SaputraUniversitas Raharja1
Fitra Putri OgandaUniversitas Raharja1
Nadia Nur AzizahUniversitas Raharja1
Shofiyul MillahUniversitas Raharja1
Adam FaturahmanUniversitas Raharja1
Sandy KosasiSTMIK Pontianak1
Dhiyah Ayu Rini KusumawardhaniUniversitas Raharja1
Nuke Puji Lestari SantosoUniversitas Raharja1
Marviola Grace HardiniUniversitas Raharja1
Dwi JulianingsihUniversitas Raharja1
Sudadi PranataUniversitas Catur Insan Cendekia Cirebon1
Irma IdayatiUniversitas Bina Insan1
Ade FamalikaUniversitas Bina Insan1
DerliUniversitas Bina Insan1
Zaharuddin ZaharuddinUniversitas Islam Negeri Raden Fatah Palembang1
Sri Handari WahyuningsihMuhammadiyah University of Yogyakarta1
Ariesya AprilliaMaranatha Christian University1
Chandra KuswoyoMaranatha Christian University1
Allen KristiawanMaranatha Christian University1
Ridan Ahsani Te AwhinaAffiliation unknown1

Affiliations come from OpenAlex; journal OAI-PMH metadata carries none. Authors without an OpenAlex ID are matched by name, which can merge or split people.

Metadata source: OAI-PMH (metadata jurnal) https://iiast.iaic-publisher.org/ijcitsm/index.php/IJCITSM/oai, first harvested 6 Nov 2026, last seen 8 Nov 2026.
Original metadata (oai_dc) 
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	<dc:title xml:lang="en">Facing Global Dynamics with Effective Strategy: A Tasted Organizational Change Management Approach</dc:title>
	<dc:creator xml:lang="en">Aprianto, Ronal</dc:creator>
	<dc:creator xml:lang="en">Lukita, Chandra</dc:creator>
	<dc:creator xml:lang="en">Sutarman, Asep</dc:creator>
	<dc:creator xml:lang="en">Sunarjo, Richard Andre</dc:creator>
	<dc:creator xml:lang="en">Muti, Rifqa Nabila</dc:creator>
	<dc:creator xml:lang="en">Dolan, Ellen</dc:creator>
	<dc:subject xml:lang="en">OCM</dc:subject>
	<dc:subject xml:lang="en">Business Strategy</dc:subject>
	<dc:subject xml:lang="en">Agile</dc:subject>
	<dc:subject xml:lang="en">Global Market Adaptation</dc:subject>
	<dc:subject xml:lang="en">Management</dc:subject>
	<dc:description xml:lang="en">In an era of rapid globalization and digital transformation, organizations must adopt adaptive strategies to navigate complex market shifts. This study explores a tested Organizational Change Management (OCM) approach to enhance business resilience and sustainability. Using a quantitative research methodology, we conducted a structured survey involving 200 business executives across various industries to analyze the effectiveness of strategic OCM models. The results indicate that organizations implementing structured OCM frameworks experience a 35% increase in operational efficiency, a 28% improvement in employee adaptability, and a 40% reduction in resistance to change. Our study introduces a novel hybrid model, integrating Kotters Change Model with Agile methodologies, ensuring a balance between structured change and adaptive flexlibility. The findings contribute to existing literature by demonstrating how real time data driven decision making enhances the success rate of organizational transformations. This research provides valuable insights for business leaders and policymakers in aligning corporate strategies with global market dynamics, fostering innovation, and maintaining competitive advantages.</dc:description>
	<dc:publisher xml:lang="en">Pandawan Sejahtera Indonesia</dc:publisher>
	<dc:date>2025-02-17</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
	<dc:type>info:eu-repo/semantics/publishedVersion</dc:type>
	<dc:format>application/pdf</dc:format>
	<dc:identifier>https://iiast.iaic-publisher.org/ijcitsm/IJCITSM/article/view/177</dc:identifier>
	<dc:identifier>10.34306/ijcitsm.v5i1.177</dc:identifier>
	<dc:source xml:lang="en">International Journal of Cyber and IT Service Management; Vol. 5 No. 1 (2025): April; 1-11</dc:source>
	<dc:source>2808-554X</dc:source>
	<dc:source>2797-1325</dc:source>
	<dc:source>10.34306/ijcitsm.v5i1</dc:source>
	<dc:language>en</dc:language>
	<dc:relation>https://iiast.iaic-publisher.org/ijcitsm/IJCITSM/article/view/177/105</dc:relation>
	<dc:rights xml:lang="en">Copyright (c) 2025 Ronal Aprianto, Chandra Lukita, Asep Sutarman, Richard Andre Sunarjo, Rifqa Nabila Muti, Ellen Dolan</dc:rights>
	<dc:rights xml:lang="en">https://creativecommons.org/licenses/by/4.0/</dc:rights>
</oai_dc:dc>