Definición de una estrategia de mejora en la gestión de cambio para la implantación de una ERP en el sector público: Caso de estudio departamento financiero de EMCALI EICE ESP

Autor: Domínguez Naranjo, Carlos Andrés

Publikováno v: [1] A. M. Garc??a-Cabrera, F. R. ??lamo-Vera, and F. G. B. Hern??ndez, “Antecedentes de la resistencia al cambio: Factores individuales y contextuales,” Cuad. Econ. y Dir.la Empres., vol. 14, no. 4, pp. 231–246, 2011. [2] M. Anderson, R. D. Banker, N. M. Menon, and J. A. Romero, “Implementing enterprise resource planning systems: Organizational performance and the duration of the implementation,” Inf. Technol. Manag., 2011. [3] A. A. Reyes Castro and L. S. Gonzalez Santafe, “Gestión estrategica del talento humano consideraciones de juicio para el desarrollo eficiente de proyectos desde la optica del chaos manifiesto,” Suma Negocios, vol. 5, no. 11, pp. 49–61, 2014. [4] A. César, C. França, and F. Q. B. Da Silva, “An Empirical Study on Software Engineers Motivational Factors.” [5] S. Laumer, C. Maier, A. Eckhardt, and T. Weitzel, “User personality and resistance to mandatory information systems in organizations: A theoretical model and empirical test of dispositional resistance to change,” J. Inf. Technol., 2016. [6] A. C. C. França and F. Q. B. Da Silva, “Developing motivational programs for software engineers through an experimental method,” in SBES 2009-23rd Brazilian Symposium on Software Engineering, 2009. [7] I. Asghar and M. Usman, “Motivational and de-motivational factors for software engineers: An empirical investigation,” in Proceedings-11th International Conference on Frontiers of Information Technology, FIT 2013, 2013. [8] C. Esmeralda Pardo Enciso Olga Lucia Díaz Villamizar Magister en Administración Profesora Fundación Universidad Konrad Lorenz claudiaepardoe and konradlorenzeduco Magister en Administración Profesora Fundación Universidad Konrad Lorenz, “Desarrollo del talento humano como factor clave para desarrollo ganizacional, una visión desde los líderes de gestión humana en empresas de Bogotá D.C.,” Suma Negocios, vol. 5, pp. 39–48, 2014. [9] a R. Yohannis, Y. D. Prabowo, and a Waworuntu, “Defining gamification: From lexical meaning and process viewpoint towards a gameful reality,” Inf. Technol. Syst. Innov. (ICITSI), 2014 Int. Conf., no. June 2015, pp. 284–289, 2014. [10] K. Werbach, “(Re)defining gamification: A process approach,” in Lecture Notes in Computer Science (including subseries Lecture Notes in Artificial Intelligence and Lecture Notes in Bioinformatics), 2014. [11] S. Deterding and J. Antin, “Gamification: Designing for Motivation Gamification is not a Dirty Word.” [12] J. Pollack and R. Pollack, “Using Kotter’s Eight Stage Process to Manage an Organisational Change Program: Presentation and Practice.” [13] M. Waissbluth, “Gestion del cambio en el sector público,” Comp. Gen. Pharmacol.pp. 1–23, 2008. [14] R. T. Pascale, Managing on the Edge : How the Smartest Companies Use Conflict to Stay Ahead. 1991. [15] A. Zimmermann, GESTIÓN DEL CAMBIO ORGANIZACIONAL CAMINOS Y HERRAMIENTAS. 2000. [16] K. R. Sushil Markandeya, “SAP ABAP Hands-On Test Projects with Business
Universidad de San Buenaventura-Cali
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Universidad de San Buenaventura
instacron:Universidad de San Buenaventura

The resistance to change is something natural that occurs in the whole human being and that is why an adequate change management helps to improve the perception of what we want to change. To support change management, we propose the use of gamificati

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