This study examines how change management translates into organizational performance by proposing servant leadership as a relational mediating mechanism in Peruvian manufacturing firms. Drawing on dynamic capabilities theory, social exchange theory, and organizational readiness for change, the research develops a process-oriented framework that challenges the traditional assumption that organizational change automatically improves performance outcomes. A cross-sectional quantitative design was employed using structural equation modeling (SEM) with data collected from 312 managers and administrators in manufacturing companies located in Lima, Peru. The findings reveal that change management does not exert a significant direct effect on organizational performance (β = .091, p > .05). However, change management positively influences servant leadership (β = .294, p < .001), while servant leadership significantly enhances organizational performance (β = .359, p < .001). In addition, the indirect effect is significant (β = .105, p < .001), indicating that servant leadership acts as a critical relational mechanism through which organizational change is effectively translated into performance outcomes. These results suggest that the value of organizational change depends not only on structural transformation but also on the organization's capacity to foster trust, alignment, and employee commitment during periods of transition. The study contributes to the organizational change and leadership literature by advancing a process-based explanation of change effectiveness and providing empirical evidence from an underexplored emerging economy context.

This paper reviews context and results of a software tool, named SaTrade, for Model Based System Engineering in System Design of a CubeSat. This tool helps designers to go through system design trade offs easily in System and Subsystem Levels. To achieve this, Modeling for subsystem design has been made using Block Diagram Definitions and implemented in codes with Inputs from System Design and Outputs to Subsystem specifications and Design Integration. Another Feature of SaTrade is change and modification control and management, where it can be from Requirements or other Inputs from System Design or Interfaces. Changes will be affected on the System Design to allow the Designers follow the process by simulations for Integrity check and Evaluation. The first version of SaTrade focuses on Satellite Structure Design and Configuration Management more, using its Neural Network Algorithms dedicated for this purpose, however, it is intended to make paperless automated design available for the whole CubeSat System in the next version.

Managing change is essential to achieving high levels of organizational performance, enabling companies to effectively adapt to highly dynamic environments by considering new structures, adopting technologies, and implementing new processes. In this context, this research examines the effect of change management on organizational performance, mediated by organizational culture, in Peruvian companies in the service sector. This quantitative, non-experimental study collected cross-sectional data from 544 managers of service-providing companies, one of the most important sectors of the Peruvian economy, through an online survey comprising a 21-item Likert-based questionnaire with five options for rating each item. The data were processed in SPSS and AMOS, confirmatory factor analysis was applied to test the proposed model and modeled through structural equations, in order to test the veracity of the hypotheses raised. The results revealed that, in service companies, there is partial mediation of culture, relating change management to organizational performance, with a coefficient of 0.093. Furthermore, change management has a direct positive effect on organizational performance (β=0.273, SE=0.138, p<0.05), as well as on organizational culture (β=0.603, SE=0.145, p<0.01). Likewise, organizational culture has a positive impact on organizational performance (β=0.433, SE=0.071, p<0.01). This study integrates three variables within the service business environment, provides valuable empirical evidence, and addresses an important gap in the literature, highlighting organizational culture as a key mediator in organizational change processes, enabling organizations to achieve improved performance levels.

Construction projects are always problematic and difficult to manage in certain stages. Management in construction industry has been characterized as being weak, insufficient, nebulous, backward and slow to react against changing conditions. This study aims to identify risk and cost managed in the change management of the construction projects. Quantitative study is organized and questionnaire as an instrument is used to collect the information from the construction experts in Klang Valley, Malaysia. Random sampling techniques is used to collect the data, 105 questionnaires are distributed and 90 ones are returned. The correlation analysis shows significant relationship between cost, risk and change management. The reliability test indicates satisfactory result to continue the questionnaire where Cronbach coefficient alpha value exceeds the level of 0.70. The study finds that design changes, client and contractor related changes are mostly occurred in change management of construction projects. Tendering on the basis of an incomplete design, which then changes during the course of the construction has been found as the key reason of the changes. Through a paper based exercise, site memorandums (SM), quoted rates (QR), variation orders (VO) and monthly payment certificates (MPC) are the activities managed by the engineers. Proper planning is the most leading change management in the risk management. Implementation of risk man-agement was found the applied risk management in practice to hindrances. Since this is very vast debated subject, the study has recommended further investigation to include consultant firms for better understanding of the design changes leading to the cost and risk associated.

This paper considers different approaches for establishment of change management in governmental agencies. The proposed model of this paper uses Kotter’s 8-step method in an empirical investigation for a gas distribution firm located in province of Esfahan, Iran. The results of this study reveal that the organization was successful to create sense of urgency, form a powerful coalition, create a vision for change, communicate the vision, create short-term wins and build on the change. However, the organization was not successful on removing obstacles and changes in corporate culture. In addition, the sixth step, create short -term wins, receives the highest rate of success while removing the obstacles maintains the minimum rate of success. Finally, the survey demonstrates that gender and educational background do not have any impact on change management but age, job experience as well as job position influences change management, significantly.

The main purpose of article is to survey the effect of Quality Management System (QMS) on organization efficiency based on the concept of change management. The role of top organization management for QMS implementation and change management solutions to eliminate organization resistance are investigated. In this study, fourteen Deming’s principles are independent variables, organization productivity is dependent variable and the study examines six different hypotheses. Cronbach Alpha coefficient is calculated as 87.62%, which validates research questionnaire. The proposed study of this paper uses t-student to examine all six hypotheses in a case study from a firm named Aria Sanaat factory. The results of this study confirm that there are some positive effects on organizational management variables & establishing training and explanation courses & meetings.

Knowledge management plays an important role in business development specially in educational system. The proposed study designs and distributes a questionnaire among experts who are involved in education systems in province of Tehran, Iran. The population of this survey includes 1680 people who are enrolled in administration levels of this province and using a simple sapling technique is calculated as 313. The questionnaire consists of 30 questions in Likert scale and there are six categories for the proposed study of this paper including the concept of knowledge, management, knowledge tools, knowledge measurement, change management, knowledge content. We have used LISREL software package to find the relationship between entrepreneurship and knowledge management components. Based on the results of this survey, knowledge content is number one priority followed by knowledge tools and concept of knowledge. The other factors including management, knowledge measurement and change management are in lower levels of importance.