Power and Politics

In the first article, Power and Politics in Different Change Discourses, Maes and Van Hootegem examine how different views on power and politics manifest in organizational change, and how they can be integrated into a single model. The authors utilize the metamodel of organizational change to map the different views on power and politics, which offer a more detailed and varied understanding of the use of power and politics within the realm of organizational change. By viewing power and politics from different discourses, the authors can accommodate higher degrees of complexity and nuance. It shows that projects of change rarely run smoothly, but are constantly traversed by all kinds of obstacles and barriers that require specific political astuteness.

#### Strategy

Strategy is a primary means of change. Strategic change is change in the form or quality of the way the organization adapts to the external environment. Organizations change strategies to improve their performance and to survive in the long term. In the article titled Empirical Analysis of Strategic Management in Inter-Governmental Organization, James Wan et al. set out to investigate empirically strategic management in the context of inter-governmental organizations.

#### Culture

The effect of culture change on organizational performance is examined by Phoebe Akoth Okwata, Susan Wasike, and Kifleyesus Andemariam, in their article, Effect of Organizational Culture Change on Organizational Performance of Kenya Wildlife Service Nairobi National Park. Organizational culture is a major factor in ensuring that an organization thrives in terms of performance, because culture determines whether an idea or process is accepted or rejected.

#### Behavior/People

Behavior/people refers to the actors in organizations, their abilities and weaknesses, and the behaviors they exhibit when in interaction with each other.

In the article Issues and Implications of Readiness to Change by Alolabi, Ayupp and Dwaikat, the authors address the need for change at an organizational level. At the organizational level, the readiness for change is defined as the shared resolution by organizational members to implement change. High organizational readiness is characterized by the willingness of organizational members to initiate the programs of change through more tremendous efforts and cooperative behavior.

The article Relation between Organizational Capacity for Change and Readiness for Change by Irena Mladenova aims to investigate the relationship between organizational capacity for change and readiness for change. The analysis is guided by an organizational change typology to highlight their applicability to selected types of change.

Nurul Zayed studies the effect of talent management on discretionary work behavior in hospitality organizations in Nigeria, in his article entitled Talent Management in the Hospitality Sector: Predicting Discretionary Work Behavior.

Change Process

Change processes are the engine of the change system and consists of processes that realize the change.

The article titled A Change Management Approach with the Support of the Balanced Scorecard and the Utilization of Artificial Neural Networks by Theodoros Anagnostopoulos discusses how Artificial Intelligence (AI) has revolutionized the way organizations face decision-making issues, especially in the implementation of organizational changes. The study presents a change management approach with the support of the Balanced Scorecard and the utilization of Artificial Neural Networks.
