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THE EFFECT OF CHANGE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE

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Fetiya Ahmed

The purpose of this study is to investigate the pre and post implementation of change management (BSC and strategic planning) on performance of Ethiopian Federal Ministry of Health. Both qualitative and quantitative approaches are employed. The data are gathered from employees of the Ministry through survey questionnaires, and from directorate heads through interviews and focus group discussions. The researcher identified that the major bottleneck for implementation of strategic planning and BSC are lack of adequate resources for training and software, extent of staff participation and lack of adequate resources The research established that the balanced scorecard is a useful tool. It helps organizations to turn visions into reality with accuracy and efficiency. Strategy and BSC implementation therefore require that all business units, support units and employees be aligned and linked to the strategy and scorecard. The study concludes that the main objective of the Balanced ScoreCar...

Assoc. Prof. Cross Ogohi Daniel

This paper is on the effects of change management on the performance of firms in Nigeria. The paper sought to determine the effects of organization enabler on growth and assess the nature of the relationship between management change and organizational effectiveness. The sources of data for the study were primary and secondary. Change Management is also used to define the process of following the change in the automated system, logging best practices or system upgrades. Management of change connects to people's encounter and the organizational process. The secondary source of data generation, which comprises of the use of textbooks written by different authors on the subject matter, journals, magazines, information from the internet and other published and unpublished materials applicable to the work. The study concludes that change is inevitable and managers all over the world are adapting to changing market conditions and at the same time facing the need for creating a proactive rather than a reactive managerial system.

This study investigated the effects change management on the performance of employees in relation to technological changes, organizational leadership, structure and culture. The study adopted a case study research design. The target population was 403 employees. A sample size of 121 employees was selected using simple random sampling technique. Primary data was collected using questionnaires and interview schedules. Analysis was done using descriptive statistics and presented using graphs and tables. The study found that structural changes and organizational leadership influenced university employees’ performance positively. The study further revealed that technological changes have a great impact on employees’ performance due to the rapid technological changes that the world is rapidly adjusting that eases employee’s work load and to increase efficiency and effectiveness at work place. A strong organizational culture creates synergy and momentum that encourages teamwork and enhance...

Cognizance Journal of Multidisciplinary Studies (CJMS)

Cognizance Journal Multidisciplinary Studies , Andy Dumevi

Purpose- This research examines how Ghanaian banks use change management strategies, communication, and employee involvement. The study examines the current practices, and challenges banks face when implementing these strategies and how they affect overall organizational performance. Design/methodology/approach- First, most respondents worked for banks listed on the Ghanaian stock exchange and had seven or more years of experience in the same bank. This experience is critical because it provides a solid understanding of the bank's goals and objectives, as evidenced by the high percentage of respondents who believe they understand the bank's goals and objectives. A qualitative research design was used, with in-depth semi-structured interviews with senior management and employees of the selected Ghanaian banks. The collected data were analyzed using a thematic approach to identify patterns and themes related to change management strategies, communication, and bank employee involvement. Findings- According to the results, banks face challenges in implementing change management strategies, including resistance to change, communication, and employee involvement. However, the study revealed that effective communication, employee involvement, and appropriate change management strategies could improve organizational performance and customer satisfaction. Research limitations/implications- Because the study was limited to a few banks in Ghana, the findings may not be representative of all banks in the country. The study's findings, however, have implications for organizations in Ghana and other developing countries, emphasizing the importance of effective change management strategies, communication, and employee involvement in improving organizational performance. Practical implications- The study's findings benefit banks in Ghana and other developing countries because they suggest that improving communication, employee involvement, and appropriate change management strategies can assist organizations in overcoming resistance to change and improving organizational performance. Originality- This study offers unique insights into change management strategies, communication, and employee involvement in Ghanaian banks, providing valuable information for organizations and policymakers in developing countries. The study emphasizes the importance of effective change management strategies and the role of communication and employee involvement in improving organizational performance.

IOSR Journals

This study investigated the impact of organizational changes on employees' performance. A descriptive survey research designed method was adopted. Data were collected through a survey, using a structured questionnaire validated by experts. Three different branches of Union Bank Plc. Lagos, Nigeria were selected for the study and a sample size of 100 was determined using Taro Yamane techniques out of 134 total populations. The study used multinomial regression analytical model and applying Wald test statistic to tests the relationship between dependent and independent variables. The findings revealed that adopted measures of organizational changes were found to be statistically significant towards enhancing employees' performance of Nigeria bank, while technological and leadership changes are tools for measuring the effectiveness of organizational changes. It was concluded that organizational changes integrate the internal strength of the organization to prepare the organization for any unexpected threat that may occur in the Nigeria banking industry. The study therefore recommended that government should provide conducive environment for banks to enable them cope with any unexpected threat that may occur within the environment.

Background: The telecommunication industry in Nigeria is currently characterized by fast-paced competition as a result of rapid technological changes, high product/services innovation, fast customer-switching due to taste among others. Consequently, change management experts now place emphasize the need for future-driven organizations to be always ready for the inevitable change by crafting various strategies for creating it because successful change management is no more an option for organizations to survive the almost saturated marketplace governed by dynamic business environment. Based on the foregoing, this study therefore empirically examines how change management affects organizational performance using the MTN Nigeria Plc. Research Methodology/Approach: Using a survey method, data was collected by administering online structured questionnaires to 300 MTN staffs out of a total population of 1000 using simple random sampling method. Data analysis was done using the one-way Analysis of Variance. The results obtained was used to determine the three hypotheses. Findings: We found revealed that, first, technological changes have significant positive effect on MTN performance. Secondly, this study discovered that customer taste changes have significant positive effect on customer's patronage. Finally, it was found-out that leadership changes have significant positive effect on employee performance at MTN. Conclusion: It is therefore concluded that change management is a strong driver of organizational performance. Therefore, this study advised change managers to be ever-ready for dramatic and dynamic changes present by the business world using organizational-specific change strategies that can effectively forestall the expected resistance, so as to improve organizational performance.

International journal of academic research in business & social sciences

Christopher Gakuu

This study was about investigating how the external change management factors influence performance in Oserian Development Company a leading floricultural industry and the related companies. The concern o f the subject is because change is all pervasive and organizational change management is very important globally and is influenced by different internal and external factors either positively or negatively and Kenya in particular. The project highlights how the various external factors like the technological, economic, market, sociolological and cultural and political/legislative influence change management and thereafter performance. Change management entails thoughtful planning and sensitive implementation, and above all consultation with and involvement o f the people affected by the changes. The study employs a case study design to collect the relevant data which was collected from employees in ODC and the related company and has five chapters. The other objective was to find o...

Mohammad Al hmeidiyeen

Abstract The purpose of this study is to investigate the possible impact of change management and its five dimensions (leadership, organizational dimension of change management, change culture, technological dimension , employee involvement ), on organizational performance and represented in the six selected criteria (overall performance, customer satisfaction, obtaining quality and excellence awards, implementing the organization plans, improving relationships with stakeholders and realizing quality of e-government services) in Greater Amman Municipality (GAM). The study sample consisted of 162 respondents from top, middle and lower management. Results of the study showed that there is a positive effect of the five dimensions of change management on all performance criteria. These results confirm that the change management can contribute to improve organizational performance in government institutions such as the Greater Amman Municipality in the same way in which businesses achieve these improvements.

International Journal of Engineering Business Management

errida engor

The main purpose of this study is identifying the various factors affecting change management success, as well as examine their relevance in the case of a Moroccan construction company. A combination of a literature review and research action was employed to this end. Specifically, an in-depth review of 37 organizational change management models was conducted to identify the factors that affect change management success. Additionally, a research action approach validated the identified factors. Several factors that affect organizational change management success were identified and categorized into 12 categories relevant to the successful implementation of organizational change initiatives within the case company. While further research is needed to explore the relevance of the identified factors in other organizations and sectors, this study provides an integrated understanding of change management success based on the analysis of various organizational change models. Understanding...

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Dissertations / Theses on the topic 'Organizational change – Management'

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Hughes, Michael Wesley. "Implementing ERP in manufacturing organizations : improving success through managing organizational change." Thesis, Georgia Institute of Technology, 1999. http://hdl.handle.net/1853/29332.

Law, Cho-wa. "Change management : a people-oriented approach /." Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18003771.

羅左華 and Cho-wa Law. "Change management: a people-oriented approach." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1996. http://hub.hku.hk/bib/B31267348.

Larsson, Tatiana. "Communication in Organizational Change : Case of a public organization." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-96613.

Warner, Ashley M. "Becoming more open to change recommendations for a change management program /." Online version, 2004. http://www.uwstout.edu/lib/thesis/2004/2004warnera.pdf.

Snabe, Birgitte. "The usage of system dynamics in organizational interventions a participative modeling approach supporting change management efforts /." Wiesbaden : Deutscher Universitäte-Verlag, 2007. http://www.springerlink.com/content/v4x321/.

Unger, Cai. "Key Concepts of Organizational Change - A Bibliometric Network Analysis." Thesis, University of South Alabama, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10643261.

The field of Organizational Change has seen a proliferation of publications of all sorts over the past two decades. In view of the emerging breadth of the field, it is becoming increasingly difficult for practitioners and researchers alike to separate the wheat from the chaff. At the same time, research suggests the majority of Organizational Change efforts are not successful. It is therefore my intent to map the nomological structure of the field of Organizational Change, determine the most dominating concepts, and identify any patterns or trends.

For that purpose I have collected bibliometric data from 1948 to 2016 and conduct a network analysis based on co-occurrence of keywords of Organizational Change.

My network analysis suggests five major findings. First, the field of Organizational Change has reached a level of maturity, which reduces the likelihood of breakthrough innovations. Second, only five concepts are dominating the field of Organizational Change today, which I label the “Top Five”: Change management, leadership, organizational culture, organizational learning, and innovation. Third, we are barking up the wrong tree, which means there is an inherent inconsistency between the topicality of the field, i.e. the dominance of very few topics, and the low success rate of Organizational Change projects. Fourth, it is still unclear how to exactly define and reliably measure change. Finally fifth, there seems to be too much focus on the paradigm that change is always preferably over an equilibrium.

I therefore propose three suggestions for further research. First, look beyond the Top Five concepts and create more dissonant discussion within the field, including a critical review of established paradigms. Second, revisit the established definitions and measurements of change, which includes questioning the widespread assumption that the majority of change efforts are failing. Finally third, conduct a network analysis based on a network of social actors of the field of organizational change, i.e. authors of organizational change.

MacIntosh, Malcolm Leslie. "The management of change in four manufacturing organizations." Title page, contents and abstract only, 2001. http://web4.library.adelaide.edu.au/theses/09PH/09phm15188.pdf.

servati, mohsen. "game of change; a game theoretic approach to organizational change management." Thesis, Jönköping University, JTH, Industrial Engineering and Management, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-12707.

      Organizational change and game theory were separately investigated over time. Due to lack of scientific research on the relationships of those two fields of knowledge, an investigation of the game theoretic applications in managing change was performed in this research. Game theoretic applications were structured concerning the analytical use of game theory, strategic formulation with game theory and equilibrium analysis. By a qualitative flexible research method, main problematic areas of organizational change were identified with suitable game theoretic applications. Those problem areas are: making cooperation and coalition in change, group dynamic difficulties and the problem of incentive rewards. In each problem area, game theoretic solutions were discussed to help managers to make better decisions. Four mechanisms were inferred to support the game theoretic analysis of change management problems. Those mechanisms are: sub games, practical games, specific modeling and behavioral studies of games. Finally, an instructional framework was developed to conclude findings and illuminate the game theoretic approach in organizational change.

Du, Plessis Johannes Jacobus. "Organisational change management in the IT department." Pretoria : [s.n.], 2008. http://upetd.up.ac.za/thesis/available/etd-08222008-121322.

Mitchell, Lorianne D. "Emotional Reactions to Organizational Change." Digital Commons @ East Tennessee State University, 2013. https://dc.etsu.edu/etsu-works/3052.

Stubbs, Lee. "Is the open organisations profile a valid and reliable measure of openness in organisations?" ePublications@bond, 2007. http://epublications.bond.edu.au/theses/15.

Engelbrecht, David Johannes. "Progressive change management keys towards organisational effectiveness." Thesis, Stellenbosch : Stellenbosch University, 2001. http://hdl.handle.net/10019.1/52415.

Swearingen, Robert. "The Ship of Change: A Model for Organizational Diagnosis and Change Management." Diss., North Dakota State University, 2019. https://hdl.handle.net/10365/31717.

Banish, Bryan J. (Bryan John) 1971, and Muhammad I. 1960 Nawaz. "The role of culture in organizational change." Thesis, Massachusetts Institute of Technology, 2003. http://hdl.handle.net/1721.1/29712.

Snabe, Birgitte Milling Peter. "The usage of system dynamics in organizational interventions a participative modeling approach supporting change management efforts /." Wiesbaden : Deutscher Universitäts-Verlag, 2007. http://site.ebrary.com/id/10231917.

Chavez, Elisa. "The change equation| A correlation study of status quo bias in managers." Thesis, University of Phoenix, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10017972.

The purpose of the research study was to predict managerial resistance to status quo bias given the presence of dissatisfaction, vision, and a process outlined for change in the environment. According to the 79 participants surveyed in the study, dissatisfaction, vision, and a process outlined for change provided a statistically significant model for predicting manager resistance to status quo bias for the sample studied. Leaders may be able to use the results of the study to determine manager readiness for change. However, at best the study found only 45.3% of the reasons that predict managerial resistance to status quo bias, providing an opportunity for future researchers to validate empirically other factors that may predict manager resistance to status quo bias.

Milam, Ron. "Manager influence on collaborative change initiatives." Thesis, Pepperdine University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=1566766.

Ensuring all residents in Southern California have access to healthy food is one of many examples of an issue too complex and challenging for any one organization to change on its own. More and more, organizations work in collaboration and designate individuals to manage these collaborative change initiatives. This research uncovers the specific influence managers of collaborative change initiatives have in shaping positive outcomes for the collaborations they serve. Based on interviewing 11 managers and funders from six leading collaborative change initiatives, there are two contextual ways in which managers influence collaboration: their position itself carries influence and their ability to navigate the collaborative context they operate in. The main findings of this research share five key ways in which managers influence the collaborations they serve: their own personal characteristics and skills, the relationships they cultivate, the membership they support and empower, the processes they manage, and the culture they shape.

Higdon, Lora Elizabeth. "Change management for small business leaders." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10182301.

Small business owners face challenges associated with leading change, and many times lack the necessary resources to manage it properly. The purpose of this descriptive qualitative study was to determine what challenges leaders of small businesses face in managing change, what strategies and practices those leaders employ, and how the leaders of small businesses measure success in managing change. This study also determined what advice leaders of small businesses would suggest for managing change. Four research questions were created to assist with this process, and 13 semi-structured interviews were conducted in various cities throughout the state of Michigan. The participants were small business owners of privately held American companies that had been in business for a minimum of 5 years. Twelve interview questions were asked to answer the 4 research questions. Many themes emerged. Some of the challenges that participants face while managing change are resistance to change, communication issues, lack of confidence, lack of resources, lack of knowledge/experience, absence of strategy, conflicts of interest, and lack of emotional intelligence. The participants shared many different strategies for successful management of change and also offered their lessons learned over the years. The main overall theme presented by all of the participants in this study was the importance of knowledge and experience for management of change in small businesses.

Tluchowska, Malgorzata. "Management of group processes during organisational change /." [St. Lucia, Qld.], 2002. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe17057.pdf.

Huising, Ruthanne. "The pursuit of organizational change : becoming and being an agent for change." Thesis, Massachusetts Institute of Technology, 2008. http://hdl.handle.net/1721.1/44744.

Ip, Pui-lam Stephen. "The strategic role of airline revenue management systems and the importance of change management /." Hong Kong : University of Hong Kong, 1997. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18832155.

Vitale, Dean C. Armenakis Achilles A. "Organizational change recipients and choosing an opinion leader a mixed methods investigation /." Auburn, Ala, 2008. http://repo.lib.auburn.edu/EtdRoot/2008/SUMMER/Management/Dissertation/Vitale_Dean_35.pdf.

Walford, Bernard. "Evolution of a project organisation in a client authority." Thesis, Hong Kong : University of Hong Kong, 1989. http://sunzi.lib.hku.hk/hkuto/record.jsp?B25946869.

Paulsen, Neil. "Group identification, communication and employee outcomes during organizational change /." St. Lucia, Qld, 2002. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe16732.pdf.

Smith, A. B. (Riana). "Change dynamics within project management an assessment tool /." Pretoria : [s.n.], 2007. http://upetd.up.ac.za/thesis/available/etd-11222007-152309.

Sampath, Raj. "Exploring Organizational Change through an Understanding of Intrapreneurship." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4098.

Taylor, Eileen. "Leading organizational change in higher education." Thesis, Indiana Wesleyan University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3685153.

Leaders are frequently required to lead change due to mergers, expansions into new markets, and new initiatives to enter global markets compounding the need for change leadership. Frequent change is more the rule rather than the exception. Change is more needed today yet a poor result from leading change can adversely impact a leader's influence. How does a leader know when to lead a change initiative or when to take the easier route and simply stay with the status quo?

An in depth study of what appeared to be a very risky and highly successful organizational change initiative was thought to possibly shed light on answering these difficult leadership questions. This inductive qualitative case study discovered a university that achieved a successful, sustainable organizational change. The leader overcame the organizational change odds of one-third to two-thirds of the outcomes are often unsuccessful (Beer & Nohria; Bibler; as cited in Gilley, Dixon, & Gilley, 2008). "The rate of failure to deliver sustainable change at times reaches 80–90%" (Cope as cited in Gilley, Dixon, & Gilley, 2008, p. 153).

The leader in the private university organization in the Midwest that led the successful organizational change was inspired by his personal vision. He did not lead change using a theoretical framework. He was successful in persuading the board to authorize implementation of his vision. The president established goals to lead the way for workers to help achieve the organizational change. He effectively communicated his vision and goals and met resistance due to the status quo. The president overcame the challenges of status quo, and the successful organizational change resulted in an effervescent campus environment with record breaking-fundraising. Regardless of the type or size of the major change, organizations that seek to make change may glean insights from this study of how leaders of one organization approached significant change.

Phillips, James Edward. "Effects of Change Valence and Informational Assessments on Organizational Readiness for Change." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4016.

Wile, Kristina. "Theories of organizational change--a system dynamics perspective." Thesis, Massachusetts Institute of Technology, 1994. http://hdl.handle.net/1721.1/12084.

Mahoney, James Scott. "Clipped wings : management discourses during organisational change at Australia's Civil Avilation Authority /." Canberra, 2007. http://erl.canberra.edu.au/public/adt-AUC20081113.153047/index.html.

Davis, Carolyn D. "Organizational innovation the role of top management in different stages of innovation implementation /." Diss., Available online, Georgia Institute of Technology, 2004:, 2003. http://etd.gatech.edu/theses/available/etd-04062004-164628/unrestricted/davis%5Fcarolyn%5Fd%5F200312%5Fphd.pdf.

Kubheka, Praise-God Ntandokayise Mandla. "Factors influencing employee engagement during change." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/3135.

Tonaszuck, David M. (David Michael) 1966. "The impact of leadership on systematic organizational change." Thesis, Massachusetts Institute of Technology, 2000. http://hdl.handle.net/1721.1/82679.

Mgquba, Nolukhanyo. "Factors influencing effectiveness of change management interventions in a selected petrochemical company in the Western Cape, South Africa." Thesis, Cape Peninsula University of Technology, 2017. http://hdl.handle.net/20.500.11838/2663.

Skordouli, Rosemary. "Operationalisation of strategic change in business schools identity deconstructing and integration management /." Thesis, Available from the University of Aberdeen Library and Historic Collections Digital Resources, 2009. http://digitool.abdn.ac.uk:80/webclient/DeliveryManager?application=DIGITOOL-3&owner=resourcediscovery&custom_att_2=simple_viewer&pid=58977.

Self, Dennis R. "Assessing the management of readiness an empirical examination using a mixed-methods approach/." Auburn, Ala., 2005. http://repo.lib.auburn.edu/2005%20Summer/doctoral/SELF_DENNIS_21.pdf.

Gowdy, Daniel Troyce. "Serving change| Understanding the efficacy of servant leader behaviors to influence follower commitment to organizational change." Thesis, Indiana Wesleyan University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=3742928.

Leading successful organizational change is central to an effective leadership approach. Servant leadership with its emphasis on follower growth and development, may be beneficial for organizational change. This study added to the understanding of servant leadership and commitment to organizational change by surveying participants ( n = 244) of a large non-profit specialized healthcare organization implementing an electronic medical records system to assess if perceived servant leader behaviors correlate with followers’ attitude toward change. This study utilized Winston and Fields’ (in press) Essential Servant Leadership Behaviors (ESLB) scale to assess servant leadership’s ability to predict follower commitment to change mindset and interaction time with supervisor as a mediating mechanism. The survey results showed ESLB was found to be a statistically significant but weak positive predictor of affective commitment to change and a statistically significant but weak negative predictor of continuance commitment to change. The results showed evidence that servant leadership behaviors are appropriate for not just maintaining status quo but are also influential during disruptive times of organizational change. No significant relationship was found between ESLB and normative commitment to change. Interaction time with supervisor was not a mediating variable between ESLB and follower commitment to change.

Herbert, Stacie Lynn. "A comprehensive literature review and critical anaylsis of servant leadership theory." Menomonie, WI : University of Wisconsin--Stout, 2005. http://www.uwstout.edu/lib/thesis/2005/2005herberts.pdf.

Sewell, Martha H. "The organizational change process analysis through two case studies." Thesis, Massachusetts Institute of Technology, 1985. http://hdl.handle.net/1721.1/15324.

Nilsson, Towe. "A Transparent Agile Change : Predicting a Transparent Organizational Change from Change Recipients’ Beliefs and Trust in Management." Thesis, Linnéuniversitetet, Institutionen för psykologi (PSY), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-95495.

DeLay, IV Hardy L. "Leadership Strategies for Developing and Implementing Organizational Change." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4135.

Lee, Yiu-kuen Louis, and 李耀權. "Organizational change in Customs and Excise Department." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1992. http://hub.hku.hk/bib/B31964308.

Frew, Michael K. "Managers' experience of organizational transformation /." Full-text version available from OU Domain via ProQuest Digital Dissertations, 1994.

Martin, Graeme. "Exploring the links between strategic change and organizational outcomes." Thesis, Abertay University, 1999. https://rke.abertay.ac.uk/en/studentTheses/7934d416-300c-4ba4-aa0c-34770c840d6c.

Novitskaya, Anna, and Momina Rajput. "Role of Organizational Culture in Creating Readiness for Change Project." Thesis, Umeå universitet, Företagsekonomi, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-85603.

Mantashe, Lunga Xolisa. "Understanding change and implications of divisional management model (DMM ) in a merged multi- campus University in South Africa." Thesis, University of Fort Hare, 2014. http://hdl.handle.net/10353/6103.

Britton, Leola. "An investigation into the competencies associated with change leadership : a case study analysis of an information technology organisation." Thesis, Nelson Mandela Metropolitan University, 2010. http://hdl.handle.net/10948/1227.

Paul, Gary William. "Strategies to create a post-merged organisational culture conducive to effective performance management." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/d1010857.

Scott, Kristoffer, and Tasmin Hoque. "Ideella organisationer och den lärande funktionen : En fallstudie av KFUM Sverige." Thesis, Södertörns högskola, Institutionen för samhällsvetenskaper, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-30501.

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Since Day One, President Biden has led and delivered on the most ambitious climate agenda in history, including by securing the Inflation Reduction Act, the largest-ever climate investment, and taking executive action to cut greenhouse gas emissions across every sector of the economy. The President’s Investing in America agenda has already catalyzed more than $860 billion in business investments through smart, public incentives in industries of the future like electric vehicles (EVs), clean energy, and semiconductors. With support from the Bipartisan Infrastructure Law, CHIPS and Science Act, and Inflation Reduction Act, these investments are creating new American jobs in manufacturing and clean energy and helping communities that have been left behind make a comeback.

The Biden-Harris Administration is committed to taking ambitious action to drive the investments needed to achieve our nation’s historic climate goals – cutting greenhouse gas emissions in half by 2030 and reaching net zero by 2050. President Biden firmly believes that these investments must create economic opportunities across America’s diverse businesses – ranging from farms in rural communities, to innovative technology companies, to historically- underserved entrepreneurs.

As part of this commitment, the Biden-Harris Administration is today releasing a Joint Statement of Policy and new Principles for Responsible Participation in Voluntary Carbon Markets (VCMs) that codify the U.S. government’s approach to advance high-integrity VCMs. The principles and statement, co-signed by Treasury Secretary Janet Yellen, Agriculture Secretary Tom Vilsack, Energy Secretary Jennifer Granholm, Senior Advisor for International Climate Policy John Podesta, National Economic Advisor Lael Brainard, and National Climate Advisor Ali Zaidi, represent the U.S. government’s commitment to advancing the responsible development of VCMs, with clear incentives and guardrails in place to ensure that this market drives ambitious and credible climate action and generates economic opportunity.

The President’s Investing in America agenda has crowded in a historic surge of private capital to take advantage of the generational investments in the Inflation Reduction Act and Bipartisan Infrastructure Law. High-integrity VCMs have the power to further crowd in private capital and reliably fund diverse organizations at home and abroad –whether climate technology companies, small businesses, farmers, or entrepreneurs –that are developing and deploying projects to reduce carbon emissions and remove carbon from the atmosphere. However, further steps are needed to strengthen this market and enable VCMs to deliver on their potential. Observers have found evidence that several popular crediting methodologies do not reliably produce the decarbonization outcomes they claim. In too many instances, credits do not live up to the high standards necessary for market participants to transact transparently and with certainty that credit purchases will deliver verifiable decarbonization. As a result, additional action is needed to rectify challenges that have emerged, restore confidence to the market, and ensure that VCMs live up to their potential to drive climate ambition and deliver on their decarbonization promise. This includes: establishing robust standards for carbon credit supply and demand; improving market functioning; ensuring fair and equitable treatment of all participants and advancing environmental justice, including fair distribution of revenue; and instilling market confidence.

The Administration’s Principles for Responsible Participation announced today deliver on this need for action to help VCMs achieve their potential. These principles include:

• Carbon credits and the activities that generate them should meet credible atmospheric integrity standards and represent real decarbonization.
• Credit-generating activities should avoid environmental and social harm and should, where applicable, support co-benefits and transparent and inclusive benefits-sharing.
• Corporate buyers that use credits should prioritize measurable emissions reductions within their own value chains.
• Credit users should publicly disclose the nature of purchased and retired credits.
• Public claims by credit users should accurately reflect the climate impact of retired credits and should only rely on credits that meet high integrity standards.
• Market participants should contribute to efforts that improve market integrity.
• Policymakers and market participants should facilitate efficient market participation and seek to lower transaction costs.

The Role of High-Quality Voluntary Carbon Markets in Addressing Climate Change President Biden, through his executive actions and his legislative agenda, has led and delivered on the most ambitious climate agenda in history. Today’s release of the Principles for Responsible Participation in Voluntary Carbon Markets furthers the President’s commitment to restoring America’s climate leadership at home and abroad by recognizing the role that high- quality VCMs can play in amplifying climate action alongside, not in place of, other ambitious actions underway.

High-integrity, well-functioning VCMs can accelerate decarbonization in several ways. VCMs can deliver steady, reliable revenue streams to a range of decarbonization projects, programs, and practices, including nature-based solutions and innovative climate technologies that scale up carbon removal. VCMs can also deliver important co-benefits both here at home and abroad, including supporting economic development, sustaining livelihoods of Tribal Nations, Indigenous Peoples, and local communities, and conserving land and water resources and biodiversity. Credit-generating activities should also put in place safeguards to identify and avoid potential adverse impacts and advance environmental justice.

To deliver on these benefits, VCMs must consistently deliver high-integrity carbon credits that represent real, additional, lasting, unique, and independently verified emissions reductions or removals. Put simply, stakeholders must be certain that one credit truly represents one tonne of carbon dioxide (or its equivalent) reduced or removed from the atmosphere, beyond what would have otherwise occurred. In addition, there must be a high level of “demand integrity” in these markets. Credit buyers should support their purchases with credible, scientifically sound claims regarding their use of credits. Purchasers and users should prioritize measurable and feasible emissions reductions within their own value chains and should not prioritize credit price and quantity at the expense of quality or engage in “greenwashing” that undercuts the decarbonization impact of VCMs. The use of credits should complement, not replace, measurable within-value-chain emissions reductions.

VCMs have reached an inflection point. The Biden-Harris Administration believes that VCMs can drive significant progress toward our climate goals if action is taken to support robust markets undergirded by high-integrity supply and demand. With these high standards in place, corporate buyers and others will be able to channel significant, necessary financial resources to combat climate change through VCMs. A need has emerged for leadership to guide the development of VCMs toward high-quality and high-efficacy decarbonization actions. The Biden-Harris Administration is stepping up to meet that need.

Biden-Harris Administration Actions to Develop Voluntary Carbon Markets

These newly released principles build on existing and ongoing efforts across the Biden-Harris Administration to encourage the development of high-integrity voluntary carbon markets and to put in place the necessary incentives and guardrails for this market to reach its potential. These include:

• Creating New Climate Opportunities for America’s Farmers and Forest Landowners. Today, The Department of Agriculture’s (USDA) Agricultural Marketing Service (AMS) published a Request for Information (RFI) in the Federal Register asking for public input relating to the protocols used in VCMs. This RFI is USDA’s next step in implementing the Greenhouse Gas Technical Assistance Provider and Third-Party Verifier Program as part of the Growing Climate Solutions Act. In February 2024, USDA announced its intent to establish the program, which will help lower barriers to market participation and enable farmers, ranchers, and private forest landowners to participate in voluntary carbon markets by helping to identify high-integrity protocols for carbon credit generation that are designed to ensure consistency, effectiveness, efficiency, and transparency. The program will connect farmers, ranchers and private landowners with resources on trusted third-party verifiers and technical assistance providers. This announcement followed a previous report by the USDA, The General Assessment of the Role of Agriculture and Forestry in the U.S. Carbon Markets , which described how voluntary carbon markets can serve as an opportunity for farmers and forest landowners to reduce emissions. In addition to USDA AMS’s work to implement the Growing Climate Solutions Act, USDA’s Forest Service recently announced $145 million inawards under President Biden’s Inflation Reduction Act to underserved and small- acreage forest landowners to address climate change, while also supporting rural economies and maintaining land ownership for future generations through participation in VCMs.
• Conducting First-of-its-kind Credit Purchases. Today, the Department of Energy (DOE) announced the semifinalists for its $35 million Carbon Dioxide Removal Purchase Pilot Prize whereby DOE will purchase carbon removal credits directly from sellers on a competitive basis. The Prize will support technologies that remove carbon emissions directly from the atmosphere, including direct air capture with storage, biomass with carbon removal and storage, enhanced weathering and mineralization, and planned or managed carbon sinks. These prizes support technology advancement for decarbonization with a focus on incorporating environmental justice, community benefits planning and engagement, equity, and workforce development. To complement this effort, the Department of Energy also issued a notice of intent for a Voluntary Carbon Dioxide Removal Purchase Challenge, which proposes to create a public leaderboard for voluntary carbon removal purchases while helping to connect buyers and sellers.
• Advancing Innovation in Carbon Dioxide Removal (CDR) Technology. Aside from direct support for voluntary carbon markets, the Biden-Harris Administration is investing in programs that will accelerate the development and deployment of critical carbon removal technologies that will help us reach net zero. For example, DOE’s Carbon Negative Shot pilot program provides $100 million in grants for small projects that demonstrate and scale solutions like biomass carbon removal and storage and small mineralization pilots, complementing other funding programs for small marine CDR and direct air capture pilots. DOE’s Regional Direct Air Capture Hubs program invests up to $3.5 billion from the Bipartisan Infrastructure Law in demonstration projects that aim to help direct air capture technology achieve commercial viability at scale while delivering community benefits. Coupled with DOE funding to advance monitoring, measurement, reporting, and verification technology and protocols and Department of the Treasury implementation of the expanded 45Q tax credit under the Inflation Reduction Act, the U.S. is making comprehensive investments in CDR that will enable more supply of high- quality carbon credits in the future.
• Leading International Standards Setting. Several U.S. departments and agencies help lead the United States’ participation in international standard-setting efforts that help shape the quality of activities and credits that often find a home in VCMs. The Department of Transportation and Department of State co-lead the United States’ participation in the Carbon Offsetting and Reduction Scheme for International Aviation (CORSIA), a global effort to reduce aviation-related emissions. The Department of State works bilaterally and with international partners and stakeholders to recognize and promote best practice in carbon credit market standard-setting—for example, developing the G7’s Principles for High-Integrity Carbon Markets and leading the United States’ engagement on designing the Paris Agreement’s Article 6.4 Crediting Mechanism . The U.S. government has also supported a number of initiatives housed at the World Bank that support the development of standards for jurisdictional crediting programs, including the Forest Carbon Partnership Facility and the Initiative for Sustainable ForestLandscapes, and the United States is the first contributor to the new SCALE trust fund.
• Supporting International Market Development. The U.S. government is engaged in a number of efforts to support the development of high-integrity VCMs in international markets, including in developing countries, and to provide technical and financial assistance to credit-generating projects and programs in those countries. The State Department helped found and continues to coordinate the U.S. government’s participation in the LEAF Coalition , the largest public-private VCM effort, which uses jurisdictional-scale approaches to help end tropical deforestation. The State Department is also a founding partner and coordinates U.S. government participation in the Energy Transition Accelerator, which is focused on sector-wide approaches to accelerate just energy transitions in developing markets. USAID also has a number of programs that offer financial aid and technical assistance to projects and programs seeking to generate carbon credits in developing markets, ensuring projects are held to the highest standards of transparency, integrity, reliability, safety, and results and that they fairly benefit Indigenous Peoples and local communities. This work includes the Acorn Carbon Fund, which mobilizes $100 million to unlock access to carbon markets and build the climate resilience of smallholder farmers, and supporting high-integrity carbon market development in a number of developing countries. In addition, the Department of the Treasury is working with international partners, bilaterally and in multilateral forums like the G20 Finance Track, to promote high-integrity VCMs globally. This includes initiating the first multilateral finance ministry discussion about the role of VCMs as part of last year’s Asia Pacific Economic Cooperation (APEC) forum.
• Providing Clear Guidance to Financial Institutions Supporting the Transition to Net Zero. In September 2023, the Department of the Treasury released its Principles for Net- Zero Financing and Investment to support the development and execution of robust net- zero commitments and transition plans. Later this year, Treasury will host a dialogue on accelerating the deployment of transition finance and a forum on further improving market integrity in VCMs.
• Enhancing Measuring, Monitoring, Reporting, and Verification (MMRV) The Biden-Harris Administration is also undertaking a whole-of-government effort to enhance our ability to measure and monitor greenhouse gas (GHG) emissions, a critical function underpinning the scientific integrity and atmospheric impact of credited activities. In November 2023, the Biden-Harris Administration released the first-ever National Strategy to Advance an Integrated U.S. Greenhouse Gas Measurement, Monitoring, and Information System , which seeks to enhance coordination and integration of GHG measurement, modeling, and data efforts to provide actionable GHG information. As part of implementation of the National Strategy, federal departments and agencies such as DOE, USDA, the Department of the Interior, the Department of Commerce, and the National Aeronautics and Space Administration are engaging in collaborative efforts to develop, test, and deploy technologies and other capabilities to measure, monitor, and better understand GHG emissions.
• Advancing Market Integrity and Protecting Against Fraud and Abuse. U.S. regulatory agencies are helping to build high-integrity VCMs by promoting the integrity of these markets. For example, the Commodity Futures Trading Commission (CFTC) proposed new guidance at COP28 to outline factors that derivatives exchanges may consider when listing voluntary carbon credit derivative contracts to promote the integrity, transparency, and liquidity of these developing markets. Earlier in 2023, the CFTC issued a whistleblower alert to inform the American public of how to identify and report potential Commodity Exchange Act violations connected to fraud and manipulation in voluntary carbon credit spot markets and the related derivative markets. The CFTC also stood up a new Environmental Fraud Task Force to address fraudulent activity and bad actors in these carbon markets. Internationally, the CFTC has also promoted the integrity of the VCMs by Co-Chairing the Carbon Markets Workstream of the International Organization of Securities Commission’s Sustainable Finance Task Force, which recently published a consultation on 21 good practices for regulatory authorities to consider in structuring sound, well-functioning VCMs.
• Taking a Whole-of-Government Approach to Coordinate Action. To coordinate the above actions and others across the Administration, the White House has stood up an interagency Task Force on Voluntary Carbon Markets. This group, comprising officials from across federal agencies and offices, will ensure there is a coordinated, government- wide approach to address the challenges and opportunities in this market and support the development of high-integrity VCMs.

The Biden-Harris Administration recognizes that the future of VCMs and their ability to effectively address climate change depends on a well-functioning market that links a supply of high-integrity credits to high-integrity demand from credible buyers. Today’s new statement and principles underscore a commitment to ensuring that VCMs fulfill their intended purpose to drive private capital toward innovative technological and nature-based solutions, preserve and protect natural ecosystems and lands, and support the United States and our international partners in our collective efforts to meet our ambitious climate goals.

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