L16 - Industrial Organization and Macroeconomics: Industrial Structure and Structural Change; Industrial Price IndicesReturn

Business transformations are critical to making a giant leap to create an outstanding customer experience and dominate the market. This study explores how companies with different Continuous Improvement Maturities manage the people side of a business transformation, focusing on establishing a Continuous Improvement culture. A semi-structured interview with 28 different companies and 30 interview partners from 21 different industries will explore the People Excellence approach’s differences in People Engagement, People Enablement, and People Empowerment. The study also investigates the different views on Continuous Improvement Systems and their impact on the organization. The focus on people, culture, and Leadership to achieve significant and sustainable business results from companies with a strong Continuous Improvement System will be evident, compared to companies with no structured Continuous Improvement System or a fragile Continuous Improvement System.

The objective behind this paper is to explore the main sources of resistance to change and how that resistance effects the whole organization. Employees' duty and overseeing resistance effectively are basic essentials for forceful change management. This paper implements qualitative approach to observe the employees' resistance to change in one of the government organization working under Ministry of Industries of Pakistan. This is a qualitative study in which sample of 10 interviews have been conducted from the managers, deputy managers and executives working in this government organization. As indicated by Kurt Lewin's force field analysis this study shows, a manager looking for to "push" the procedure of organizational change must put all push to decrease the impact of preventing forces while expanding the impact of main driving forces and along these lines work with resistance of employees towards change.