For this annotated Bibliography:

• In what ways the readings answer important "so what?" questions in the field of change management?
• How are these readings potentially valuable to research in the field?
• Are there any important gaps (i.e., contradictions, arguments, disagreements, or areas of divergence) within this set of readings that point to potential topics for future research?
• How would you follow up to extend or explore these gaps?

Annotated Bibliography

Balaniuk, I., Shelenko, D., Shpykuliak, O., Sas, L., Cherneviy, Y., & Diuk, A. (2023). Determinants of Performance Indicators of Agricultural Enterprises.Management Theory & Studies for Rural Business & Infrastructure Development,45(1), 29-41. https://doi.org/10.15544/mts.2023.04

The purpose of this study is the determination of relationships, as well as trends between the volume of profits, the number of agricultural enterprises, the number of employees, the area of agricultural land, and the total cost of products and services in agricultural enterprises of Ukraine. The influence of factors on increasing the profitability of agricultural enterprises in modern economic conditions. Balaniuk noted that the main performance indicators of agricultural enterprises, which were used in the study, were net profit and profitability. The findings of this study showed that social and economic problems existed due to the insufficient level of prognostic indicators of the development of agricultural enterprises. Maintaining a competitive position in the information market is one of the successes for agricultural enterprises so forecasting their activities ensures a reliable need for it. The study showed several factors were investigated for their influence on the variability of net earnings, including the number of enterprises, the area of farmland, the number of employees, and the complete expenditure on agricultural products and services. The forecast showed the growth of net profit with small reductions and its further stabilization until 2030. Scientifically innovative research is the substantiation of the possibility of using the STELLA program for a further attempt to forecast the progress of agrarian business entities.

Girod, S. J. G., Birkinshaw, J., & Prange, C. (2023). Business Agility: Key Themes and Future Directions.California Management Review,65(4), 5-21. https://doi.org/10.1177/00081256231186641

Girod (2023), noted that the need for business agility, that is, the capacity to adapt to changing external circumstances (and even to shape them), is high on the agenda of executives around the world, as they face up to increasing levels of uncertainty.

Girod (2023), define business agility as the capacity to adapt to changing external circumstances (and even to shape them). The research of this study shows that the notion of business agility needs to move beyond the appeal of a general concept and into a detailed analysis of how and why it is implemented. The article highlight that business agility is not simply about agile ways of working, rather, it results from the inter-relationships of capabilities at the strategy, organizational, and individual levels. Underlining that business agility is first and foremost a question of managerial ambition. Overall, the findings and theoretical framework of this study contributes to the strategic agility literature by corroborating insights that self-steering teams would not deliver on their objectives if middle managers were not involved, in addition, the study showed the pivotal role of line managers in orchestrating the sought-after, and contradictory, goals of enacting both team autonomy and team alignment to a firm strategy.

Kanitz, R., Gonzalez, K., Berger, S., Reinwald, M., Huettermann, H., & Franczak, J. (2023). Am I the only one? Consequences of change championing (a)symmetry on group and individuallevel change outcomes. Journal of Organizational Behavior (John Wiley & Sons, Inc.), 44(7), 1048-1065. https://doi.org/10.1002/job.2683

This study shows the effects ofemployee change championing (i.e., discretionary behaviors to promote change to others) and how critical it is for implementing organizational change successfully. This study extant research has been focused on individual-level championing without considering the broader group context in which championing occurs. The study adopts a multilevel perspective to provide insights into the effects of change championing at both the group and the individual level. Data collection consisted of two data points in time from 267 employees in 69 groups undergoing an organizational change in a German technology company. Multilevel modeling results show that group championing asymmetry (i.e., the degree to which group members differ in their championing) weakens the positive effects of group championing level on change implementation effectiveness. Additionally, the author shed light on the individual-level processes that underpin group championing dynamics. The findings reveal that employees who are embedded in groups with high average championing levels perceive a more positive change impact (but do not experience higher levels of enthusiasm) and report higher levels of individual championing at a later point in time compared to employees in groups with lower championing levels. The study expands the championing literature to the group-level and offers a multilevel perspective on the championing dynamics between individuals and group.

Lawrence, E. T., Tworoger, L. C., Ruppel, C. P., & Mujtaba, B. G. (2022). A Team-Based Roadmap for Healthcare Change in a Turbulent Environment: a Longitudinal Study of a Not-for-Profit Hospital Transitioning into a for-Profit Organization.Public Organization Review,22(4), 967-985. https://doi.org/10.1007/s11115-021-00544-2

The author explained how significant changes are continuing in the healthcare industry. Hospitals are clustering into multi-institutional groupings, the population is aging, and Americans are spending more on healthcare. This study was developed from longitudinal research and describes how a 50-person management staff, led by a committed chief executive officer (CEO), was able to successfully implement a team-based structure and strategy to achieve a radical change from a nonprofit hospital to a for-profit organization over a 12-year period. The purpose of this research study is to present longitudinal data that charts patient satisfaction, employee engagement, and physician satisfaction during a 12-year time period. The findings of this study addressed many of the issues and practical steps taken to establish a team-based leadership model for the new organizational template. Action research was the methodology used to conduct this study due the many problems in healthcare and the complexity of solving the healthcare issues. Action research has been used in healthcare to take a more holistic view of the problems in context by allowing the researchers to workork explicitly with and for people rather than undertaking research on them. This type of research combines theory and practice in a way that is participatory, consists of democratic processes and pursues practical solutions to problems. This paper contributes to the body of knowledge about how leadership and a teambased culture can be used to improve patient satisfaction, employee engagement, physician satisfaction, and overall organizational performance.

Shil, N. C., Hoque, M., & Akter, M. (2021). Understanding management accountants' satisfaction: A conceptual study.Journal of Accounting & Management Information Systems / Contabilitate Si Informatica de Gestiune,20(2), 221-263. https://doi.org/10.24818/jamis.2021.02003

The study attempts to explain management accountants' satisfaction in terms of the job they do and the system they use, develops a profile of factors impacting such satisfaction, and analyzes the implications of satisfaction on contextual factors like value creation, profitability etc. The research design and methodology used a structured questionnaire survey, the study deploys a quantitative research methodology to identify the satisfiers of management accountants covering a rich profile of respondents from 113 manufacturing firms having their headquarters located in Dhaka, the capital city of Bangladesh. Contingency approach primarily leads to develop the basic theme of the study and it adopts positivistic paradigm of quantitative research. The results were analyzed through different descriptive and inferential statistical tools to draw conclusions through inductive method. The findings of the study revealed management accountants' satisfaction is influenced by several factors which confirms the findings of other studies done on job satisfaction of employees. However, this study indentified that management accountants' satisfaction does not depend on the system they use. Moreover, the result of the findings revealed that the satisfaction of management accountants fails to explain the changes in profitability of the firm. The study also showed thatsome practical implications in that management accountants are strategic partners to lead any venture towards success. Future researchers may want to extend their studies in this area. At the same time, the findings of the study shed light on some modifications to the existing thoughts, like management accountants are indifferent on management accounting systems they use; management accountants share same motivators with other employees; and management accountants' satisfaction fails to cause profitability of the firms.