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"Komitmen perubahan diperlukan untuk mencapai efektivitas organisasi. Penelitian ini dilakukan untuk melihat hubungan antara jarak kekuasaan (power distance) dan komitmen perubahan. Selain itu, penelitian ini juga melihat hubungan jarak kekuasaan (power distance) terhadap ketiga dimensi komitmen perubahan, yaitu komitmen afektif, komitmen kontinuan, dan komitmen normatif. Pengukuran jarak kekuasaan menggunakan Global Culture and Leadership Scale dan komitmen perubahan menggunakan Commitment to Change Inventory. Hasil perhitungan dari 164 responden, menunjukkan bahwa jarak kekuasaan memiliki hubungan negatif yang signifikan dengan komitmen perubahan, r=-651, p< .01, lebih spesifik lagi hasil perhitungan menunjukan bahwa jarak kekuasaan memiliki hubungan negatif yang signifikan dengan komitmen afektif perubahan r=-476, p< .01, komitmen kontinuan perubahan r=-547, p< .01, dan komitmen normatif perubahan, r=-594, p< .01. Berdasarkan hal ini dapat disimpulkan bahwa semakin besar jarak kekuasaan dalam organisasi maka komitmen perubahan individu akan semakin rendah.

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Commitment to change is required to achieve organizational effectiveness. This study was conducted to see the relationship between power distance and commitment to change. In addition, this study also tries to identify the effects of power distance to the three dimensions of commitment to organizational change. This research used Global Culture and Leadership Scale and Commitment to Change Inventory for Commitment to change. The results from 164 respondent showed that power distance has negative significant correlation with commitment to change, r=-.651, p<.01. Specifically, results showed that power distance has negative significant correlation with affective commitment to change r=-476, p< .01; continuance commitment to change r=-547, p< .01; normative commitment to change r=-594, p< .01. Based on these results, it can be concluded that the lower the power distance in organization, the higher individual commitment to change."

"Is your organization planning a large-scale change initiative? Do you know what needs to be done to manage and facilitate this process smoothly? And just as important, do you know how to alleviate the fears of those going through this process? Change can be messy, scary, and challenging. But with the right process, tools, and facilitation efforts in place, it can be a smooth and positive experience. This issue of Infoline will provide you with the process, tools, and tactics you need by walking you through the eight simple steps of a change process and ultimately will provide you with the know-how you need to become a skilled and knowledgeable change agent."

"Situasi dan perkembangan external suatu entitas bisnis seperti pasar dan pelanggan, serta kondisi internal - nya akan saling mempengaruhi. Hal ini sangat terkait dengan perkembangan ekonomi, sosial, bahkan politik dan keamanan. Perubahan situasi dan perkembangan pasar dan pelanggan menjadi suatu keniscayaan. Dampak dari hal tersebut, change (perubahan) pada entitas bisnis menjadi strategic objective (kebutuhan strategis). Agar pertumbuhan kinerja suatu entitas bisnis dapat berlangsung dalam kurun waktu jangka panjang, maka diperlukan perencanaan, persiapan dan pengelolaan sumber daya dan setiap faktor yang mempengaruhi perubahan tersebut. Memanfaatkan historical data proses dan pelaksanaan perubahan entitas bisnis lain sebagai lessons learned untuk merencanakan, menyiapkan, dan mengelola sumber daya dan faktor - faktor tersebut menjadi salah satu altematif solusi. Penelitian berikut merupakan studi kasus atas pelaksanaan proses perubahan atau transformasi perusahaan yang bergerak di bidang EPC (Engineering, Procurement, and Construction). Tujuan perubahan perusahaan tersebut adalah perbaikan kinerja keuangan dan peruuasan pangsa pasar dalam kerangka perbaikan posisi bisnisnya dari survival menuju stability and growth. Dengan menggunakan data historis pelaksanaan perubahan organisasi bisnis di Amerika dan Eropa serta hasil penelitian faktor keberhasilan dan kegagalannya (Lee, 1995) dilakukan pemetaan organization's change character (karakter) dan organization's change condition (kondisi aktual) perubahan, dalam rangka identifikasi dan rencana penanggulangan resiko. Faktor leadership (kepemimpinan), resistance (penolakan), serta system management change (perubahan sistem pengelolaan) perusahaan merupakan prioritas untuk pencapaian kinerja perubahan.

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Business entities internal condition significantly be effected by its external market and customer situation and changes. Economic, social, politics, and security are driven aspects of market and customer change. Changing then is a natural and continuous event. In this situation business entities have their own strategic objective and necessities to change. Considering long term company performance the change must be planned, prepared, and managed property on company's resources and every influence factors. Change process and implementation of some business organizations which documented as historical data could be utilized as lessons learned by other company in planning, preparing, and managing its resources and influence factors to change. This research is a case study of an EPC company change implementation and transformation. The objective of its change is to improve financial performance, market expanding and its business position from survival to stability and growth. Historical data of American and European business organization change process and implementation and research on change success and failure factors (Lee, 1995) is utilize in recognizing and determining organization's change character and condition to identify and manage risk factors. Leadership, resistance, and system management change are identified as prioritize aspects to manage in order to achieve company performance improvement in change."