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Change Management Dissertation Topic Ideas

Published by Owen Ingram at January 2nd, 2023 , Revised On August 18, 2023

Choosing a relevant and interesting thesis topic can often be a troublesome experience. The topics you propose to the supervisors and advisor should be innovative and creative, cover both theoretical and practical aspects, and add something new to the field.

The fact that change is a part of our lives in practically every aspect makes change management a fascinating and diverse topic for dissertations . Subjects related to change management are easy to find.

Here are a few intriguing change management thesis topics and ideas to help you get started on your change management dissertation. Make sure you choose subjects that meet your requirements and are related to your interests. In addition, you can create your own dissertation topics based on your interests and preferences.

The Best Change Management Dissertation Topics & Ideas

An examination of the methods and instruments used by British organizations to study and manage change
A study to comprehend the scholarly viewpoint on change management in global firms. What does it do, and how is it controlled?
How can firms in the UK recreate themselves in the COVID-19 era?
A study of the change management techniques used in the UK’s health care industry.
A critical analysis of the technological methods employed for efficient management.
A comparison of first- and third-world countries’ approaches to managing changes in natural resource usage patterns.
Comparative examination of industrialized and developing nations’ approaches to change management pitfalls.
Highlighting the methods for change management used in the public sector. A case study involving the UK.
Assessing the elements that influence change inside an organization. An examination of the British textile industry.
A systematic review of IT industry best practices for change management. A Facebook case study.
Examine the difficulties and obstacles in change management for new businesses in the UK.
Internal control elements are crucial to the effectiveness of change management strategies.
A study to ascertain how data modelling techniques are used to start changes in the UK manufacturing industry.
Social capital techniques’ contribution to the evaluation of change management initiatives.
An innovative study to better understand how organizations might reinvent themselves to fit the new norms and how change management works in times of financial crisis.
An investigation of the effects of policy input on organizational change culture. A case study of financial institutions and banks.
Examining leadership, ethics, and values in the context of change management.
An exploration of the impact of change management during the coronavirus epidemic in the UK’s public sector.
An analysis of the conceptualization of travel and tourism in poor countries using change management.
Examining the connections between information sharing, coherence in the curriculum, and change management in education
An investigation on the things about people who resist change. What are the ways to get over these management and adoption phobias of change?
management of climate change’s role in balancing rising energy demands
Planning for sustainable development and climate change control: a descriptive approach.
Examining the adoption of western methods for change management by Asian organizations, with a concentration on welfare groups.
What effects are there from developments in the auto manufacturing sector? A tesla case study
An examination of how data modelling is being used to spark change in the American manufacturing sector
What adjustments have companies had to make as a result of coronavirus outbreaks? An examination of the UK.

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Free topics for a change management dissertation – what is better than that? Here are some free topics for change management dissertations. It is possible for you to personalize your change management dissertation based on your interests and preferences. For this reason, our top-notch dissertation writers have created this free list of the best change management dissertation topic ideas for you.

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An Agile Approach to Change Management

Sarah Jensen Clayton

Six lessons on moving quickly under pressure.

In the wake of Covid-19, organizations are fundamentally rethinking their product and service portfolios, reinventing their supply chains, pursuing large-scale organizational restructuring and digital transformation, and rebuilding to correct systemic racism from the ground up. Traditional change management process won’t cut it. The author borrows from agile software development processes to reinvent the change management playbook.

The business world has arguably seen more disruption in the last nine months than in the last nine years, bringing new and urgent demand for change. Initiatives are being launched by the dozen, adoption can’t happen fast enough, and the stakes are higher than ever. In the midst of a Covid-induced recession, and with some industries on the brink of extinction, change isn’t about fine-tuning — it’s existential.

Sarah Jensen Clayton is a senior partner with Korn Ferry , co-leading the firm’s culture, change, and communications capability globally. Sarah’s range of expertise includes leadership alignment, change management, culture transformation, M&A and restructuring, diversity, equity and inclusion, employee engagement and internal communication, among other things. She frequently works at the intersection of crisis management and culture transformation, helping leadership teams to recover reputation and drive behavioral change.

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Innovative Change Management Research Topics That Transform Information into Insight

Change management research topics encompass a wide range of subjects that delve into the processes, strategies, and challenges associated with effectively implementing and managing organizational change. However, the journey of exploration to these change management topics is not smooth for all students. Albeit the Research Guardian can help you carve out an extraordinary research project.

What Stops Students from Tapping Their True Research Potential?

Creating Change Management research topics can indeed be challenging for students, as it requires a blend of understanding organizational dynamics, strategic thinking, and a grasp of relevant theories. Here are some common challenges students might face while selecting these topics:

Finding the right balance between a broad topic and a focused research question can be difficult. If the topic is too broad, it might be challenging to cover it. On the other hand, if it is too specific, there might not be enough relevant data available.
Change Management involves drawing from various disciplines such as psychology, sociology, organizational behaviour, and more. Integrating different theoretical frameworks and models effectively can be complex.
Finding change management topics for research that have practical implications and can address current challenges faced by organizations can be a challenge.
In some cases, research might require the cooperation of organizations and their employees. Gaining buy-in from stakeholders can be a challenge.
A lack of existing literature on a chosen topic can hinder the research process.

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Change Management Thesis Topics That Stand Out

Our research department plays a crucial role in assisting students in facing challenges while creating change management dissertation topics. Here’s how our experts can assist students in addressing challenges related to selecting these topics:

We have employed experienced professionals and subject matter experts who are well-versed in the field of change management. These experts can provide personalized guidance to students and help them identify compelling research topics based on their academic background and interests.
Students may struggle with brainstorming and narrowing down their change management dissertation topics. Our academic advisors can help students explore different aspects of change management, understand current trends, and identify gaps in existing research that can be potential areas of investigation.
We assist students in refining their research questions, ensuring they are specific, relevant, and researchable within the given scope and resources.
For empirical research, students often need to develop hypotheses. Our experts can assist students in formulating clear and testable hypotheses that drive their research forward.
We provide constructive feedback on the proposed research topic and any drafts students create. This iterative process helps students refine their ideas and ensure that their research topic aligns with academic standards.

Free List of Change Management Research Topics for 2023

Change management in merger and acquisition transactions.

To explore the effective strategies of change management for integrating cultures of organisations and the alignment of stakeholders during merger and acquisitions.

Objectives:

To investigate the challenges and the complexities of management of change during merger and acquisitions.
To identify the cultural integration and the alignment of stakeholders for successful merger integration.
To evaluate the role of leadership, communication and engagement of employees for facilitating the transitions during merger and acquisitions transactions smoothly.

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Change Management in the Age of Digital Transformation

To examine the practices of change management in government organisations and their impact on the improvement of efficiency and service delivery.

To analyse the challenges faced by government organisations in the implementation of change management strategies.
To identify the effective strategies specifically for public sector organisations.
To assess the consequences and impact of these strategies on the efficiency and service quality of public sector organisations.

Change Management in Government Organisations

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Change Management in Non-profit Organisations

To examine the practices of change management in the non-profit organisations for reconstruction and development of strategies for renewal and sustainability of an organisation.

To investigate the drivers and reasons for reconstruction of organisations in non-profit sector.
To identify the approaches that can facilitate in the successful renewal and long-term sustainability of an organisation.
To assess the impacts of reconstruction on the effectiveness, stakeholder engagement and fulfilment of an organisation.

Change Management in Educational Institutions

To explore the strategies of change management in the implementation of curriculum reforms and academic Innovations in educational institutions.

To investigate the challenges and the barriers faced by the educational institutes in the implementation and management of change in curriculum.
To identify the change management frameworks and approaches for the adoption of innovation related to academics.
To assess the impact of initiative of change management in the outcomes of student learning, effectiveness of teachers and the overall quality of education.

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Take a review of different varieties of thesis topics and samples from our website TheResearchGuardian.com on multiple subjects for every educational level.

Change Management in Healthcare Industry

To examine the practices of change management in healthcare organisations and their impact in the safety and quality care of patients. Objectives:

To analyse the challenges and complexities of implementation of strategies of change management in healthcare industry.
To identify the effective strategies for the improvement of patient safety, clinical processes and outcomes.
To assess the leadership role, culture and the engagement of stakeholders of an organisation in driving successful initiatives of change management in healthcare.

Change Management in SMEs (small and medium enterprises)

To explore the practices of change management in SMEs and implementing its strategies to overcome resources restrictions and building capacity.

To investigate the challenges faced by SMEs in the management of change dye to limited number of resources and abilities.
To identify the cost-effective strategies suitable for SMEs.
To assess the impact of initiative of change management on the growth, innovation and competitiveness of small and medium enterprises.

Change Management Strategies for Successful Implementation of Technological Innovations

To explore the effective strategies of change management for the implementation and adoption of technological innovations

To examine the challenges and barriers related to introduction and integration of new strategies of change management.
To identify the frameworks and methodologies for the facilitation of smooth adoption of these innovations.
To evaluate the role of training, communicating and engagement of employees to support the implementation of changes related to technological innovations.

Overcoming of Resistance to Change:

To understand the factors that can contribute minimizing the employee resistance to change and development of strategies to overcome this resistance.

To investigate the psychological and behavioural factors which can contribute in the resistance.
To explore the skills to effectively communicate and engage by using strategies to minimize resistance.
To identify the inventions and approaches that can help in addressing the concerns of employees and facilitating the adoption successfully.

Change Management in Global Organisations

To investigate the impact of cultural factors on the change management in global organisations and developing strategies for collaboration of different cultures.

To examine the impact of cultural difference on the attitude of employees towards change and its acceptance.
To identify the cultural intelligence and competence in successful implementation of change.
To develop the guidelines for the promotion of multicultural collaboration.

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Management Research Paper Topics

The field of management is an extremely broad discipline that draws upon concepts and ideas from the physical and social sciences, particularly mathematics, philosophy, sociology, and psychology. Within business, the field of management includes research paper topics and ideas also common to marketing, economics, finance, insurance, transportation, accounting, computer technologies, information systems, engineering, and business law.

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Aggregate Planning B2B B2E Management Barriers to Entry Best Practices Brainstorming Business Plan Capacity Planning Content Management System Decision Rules and Decision Analysis Decision Support Systems Diversification Strategy Divestment Downsizing and Rightsizing Economies of Scale and Economies of Scope Environmentalism and Sustainability Exit Strategy Exporting and Importing Franchising Free Trade Agreements and Trading Blocs Futuring Gap Analysis Generic Competitive Strategies Globalization Goals and Goal Setting Group Decision Making Knowledge-Based View of the Firm Location Strategy Long Tail Macroenvironmental Forces Make-or-Buy Decisions Manufacturing Resources Planning Market Share Mergers and Acquisitions Miles and Snow Typology Multiple-Criteria Decision Making New Product Development Open and Closed Systems Operations Strategy Opportunity Cost Order-Winning and Order-Qualifying Criteria Porter’s Five Forces Model Product Life Cycle and Industry Life Cycle Production Planning and Scheduling Results-Only Work Environment Strategic Integration Strategic Planning Failure Strategic Planning Tools Strategy Formulation Strategy Implementation Strategy in the Global Environment Strategy Levels SWOT Analysis Synergy Upselling Zero-Based Budgeting

EMERGING TOPICS IN MANAGEMENT

Activity-Based Costing Affirmative Action Angel Investors and Venture Capitalists Artificial Intelligence Assessment Centers B2B B2E Management Balanced Scorecard Bar Coding and Radio Frequency Identification Business Process Reengineering Cafeteria Plan—Flexible Benefits Cellular Manufacturing Chaos Theory Coalition Building Communities of Interest/Communities of Practice Complexity Theory Concurrent Engineering and Design Consulting Contingency Approach to Management Continuing Education and Lifelong Learning Trends Corporate Governance Corporate Social Responsibility Customer Relationship Management Decision Support Systems Diversity Electronic Commerce Electronic Data Interchange and Electronic Funds Transfer Empowerment Enterprise Resource Planning Entrepreneurship Environmentalism and Sustainability Ethics Expatriates Expert Systems Five S Framework Flexible Spending Accounts Futuring Handheld Computers Health Savings Accounts Human Resource Information Systems Innovation Instant Messaging Intellectual Property Rights Intrapreneurship Knowledge-Based View of the Firm Leadership in Energy and Environmental Design Metadata or Meta-Analysis Mobile Commerce Multiple-Criteria Decision Making Non-Compete Agreements Outsourcing and Offshoring Paradigm Shift Popular Press Management Books Quality of Work Life Results-Only Work Environment Robotics Social Networking Spirituality in Leadership Succession Planning Telecommunications Vendor Rating Virtual Corporations Women and Minorities in Management

ENTREPRENEURSHIP

Angel Investors and Venture Capitalists Balance Sheets Brainstorming Break-Even Point Budgeting Business Plan Business Structure Cafeteria Plan—Flexible Benefits Case Method of Analysis Cash Flow Analysis and Statements Competitive Advantage Consumer Behavior Cost Accounting Customer Relationship Management Diversification Strategy Domestic Management Societies and Associations Due Diligence Economics Economies of Scale and Economies of Scope Effectiveness and Efficiency Financial Issues for Managers Financial Ratios First-Mover Advantage Futuring Gap Analysis Generic Competitive Strategies Income Statements Initial Public Offering Innovation Intellectual Property Rights International Business International Management Societies and Associations Intrapreneurship Inventory Management Joint Ventures and Strategic Alliances Knowledge Management Knowledge Workers Leveraged Buyouts Licensing and Licensing Agreements Location Strategy Macroenvironmental Forces Make-or-Buy Decisions Market Share Marketing Concept and Philosophy Marketing Research Miles and Snow Typology Mission and Vision Statements New Product Development Non-Compete Agreements Organizational Development Outsourcing and Offshoring Patents and Trademarks Planning Poison Pill Strategies Popular Press Management Books Porter’s Five Forces Model Pricing Policy and Strategy Problem Solving Process Management Product Design Product Life Cycle and Industry Life Cycle Profit Sharing Research Methods and Processes Scenario Planning Securities and Exchange Commission Shareholders Stakeholders Strategic Planning Tools Strategy Levels Succession Planning SWOT Analysis Synergy Technology Transfer Value Creation Venture Capital Virtual Organizations

FINANCIAL MANAGEMENT AND ACCOUNTING

Activity-Based Costing Angel Investors and Venture Capitalists Balance Sheets Balanced Scorecard Break-Even Point Budgeting Capacity Planning Cash Flow Analysis and Statements Corporate Social Responsibility Cost Accounting Cost-Volume-Profit Analysis Debt vs. Equity Financing Domestic Management Societies and Associations Due Diligence Economics Electronic Data Interchange and Electronic Funds Transfer Employee Benefits Employee Compensation Executive Compensation Exit Strategy Financial Issues for Managers Financial Ratios Flexible Spending Accounts Health Savings Accounts Income Statements Initial Public Offering Insider Trading Internal Auditing International Management Societies and Associations International Monetary Fund Inventory Types Leveraged Buyouts Licensing and Licensing Agreements Long Tail Make-or-Buy Decisions Management Control Nonprofit Organizations Opportunity Cost Patents and Trademarks Profit Sharing Purchasing and Procurement Risk Management Securities and Exchange Commission Stakeholders Succession Planning Venture Capital Zero-Based Budgeting

GENERAL MANAGEMENT TOPICS

Aggregate Planning The Art and Science of Management Autonomy B2B B2E Management Balanced Scorecard Barriers to Entry Best Practices Black Friday Brainstorming Budgeting Business Plan Business Structure Communication Competitive Advantage Competitive Intelligence Contingency Approach to Management Continuous Improvement Corporate Governance Corporate Social Responsibility Delegation Disaster Recovery Diversity Divestment Downsizing and Rightsizing Economics Effectiveness and Efficiency Electronic Commerce Empowerment Financial Issues for Managers Financial Ratios Forecasting Generic Competitive Strategies Globalization Goals and Goal Setting Human Resource Management Innovation International Management Knowledge-Based View of the Firm Knowledge Management Leadership Styles and Bases of Power Leadership Theories and Studies Line-and-Staff Organizations Logistics and Transportation Management Control Management Functions Management Information Systems Management Science Management Styles Management Thought Managing Change Mission and Vision Statements Motivation and Motivation Theory Operations Management Organization Theory Organizational Analysis and Planning Organizational Behavior Organizational Chart Organizational Culture Organizational Learning Organizational Structure Organizational Development Organizing Paradigm Shift Participative Management Patents and Trademarks Paternalism Pioneers of Management Planning Process Management Quality and Total Quality Management Request for Proposal/Quotation Social Networking Strategic Integration Strategy Formulation Strategy Implementation Strategy in the Global Environment Strategy Levels Subject Matter Expert Succession Planning Training Delivery Methods Trends in Organizational Change

HUMAN RESOURCE MANAGEMENT

Affirmative Action Artificial Intelligence Assessment Centers Autonomy Nonverbal Communication Brainstorming Cafeteria Plan—Flexible Benefits Coalition Building Communication Continuing Education and Lifelong Learning Trends Discrimination Diversity Downsizing and Rightsizing Electronic Data Interchange and Electronic Funds Transfer Employee Assistance Programs Employee Benefits Employee Compensation Employee Evaluation and Performance Appraisals Employee Handbook and Orientation Employee Recruitment Employee Screening and Selection Employment Law and Compliance Empowerment Executive Compensation Flexible Spending Accounts Group Dynamics Health Savings Accounts Human Resource Information Systems Human Resource Management Japanese Management Job Analysis Knowledge-Based View of the Firm Knowledge Workers Mentoring Morale Motivation and Motivation Theory Nepotism Non-Compete Agreements Organizational Behavior Organizational Chart Organizational Culture Performance Measurement Personality and Personality Tests Privacy, Privacy Laws, and Workplace Privacy Quality of Work Life Reinforcement Theory Results-Only Work Environment Safety in the Workplace Scalable or JIT Workforce Sensitivity Training Social Networking Stress Succession Planning Sweatshops Task Analysis Teams and Teamwork Theory X and Theory Y Theory Z Time Management Training Delivery Methods Virtual Organizations Women and Minorities in Management

INNOVATION AND TECHNOLOGY

Artificial Intelligence Bandwidth Bar Coding and Radio Frequency Identification Communication Competitive Intelligence Complexity Theory Computer Networks Computer Security Computer-Aided Design and Manufacturing Computer-Integrated Manufacturing Content Management System Data Processing and Data Management Decision Rules and Decision Analysis Decision Support Systems Delegation Electronic Commerce Electronic Data Interchange and Electronic Funds Transfer Environmentalism and Sustainability Experience and Learning Curves Expert Systems Forecasting Fuzzy Logic Handheld Computers Information Assurance Innovation The Internet Knowledge Centers Knowledge Management Knowledge Workers Leadership in Energy and Environmental Design Management Information Systems Manufacturing Control via the Internet Metadata or Meta-Analysis Mobile Commerce Nanotechnology Product Design Project Management Robotics Service-Oriented Architecture Technology Management Technology Transfer Telecommunications Virtual Corporations Virtual Organizations Web 2.0 WiMax

INTERNATIONAL AND GLOBAL MANAGEMENT

B2B Competitive Advantage Diversity European Union Expatriates Exporting and Importing First-Mover Advantage Franchising Free TradeAgreements and Trading Blocs Futuring Globalization International Business International Management International Management Societies and Associations International Monetary Fund International Organization for Standards Japanese Management Licensing and Licensing Agreements Location Strategy Macroenvironmental Forces Outsourcing and Offshoring Patents and Trademarks Popular Press Management Books Profit Sharing Strategy in the Global Environment Sweatshops Transnational Organization Value-Added Tax Vendor Rating Virtual Organizations World-Class Manufacturer

LEADERSHIP RESEARCH TOPICS

The Art and Science of Management Assessment Centers Best Practices Communication Contingency Approach to Management Corporate Governance Corporate Social Responsibility Delegation Domestic Management Societies and Associations Entrepreneurship Executive Compensation Expert Systems Goals and Goal Setting Human Resource Management International Management Societies and Associations Japanese Management Job Analysis Joint Ventures and Strategic Alliances Knowledge Management Knowledge Workers Leadership Styles and Bases of Power Leadership Theories and Studies Line-and-Staff Organizations Management and Executive Development Management Functions Management Levels Management Styles Management Thought Managing Change Mechanistic Organizations Mentoring Mission and Vision Statements Morale Motivation and Motivation Theory Open and Closed Systems Operant Conditioning Organizational Culture Paradigm Shift Participative Management Personality and Personality Tests Pioneers of Management Problem Solving Reinforcement Theory Sensitivity Training Span of Control Spirituality in Leadership Strategy Formulation Succession Planning Teams and Teamwork Theory X and Theory Y Theory Z Women and Minorities in Management

LEGAL ISSUES

Affirmative Action Cafeteria Plan—Flexible Benefits Computer Networks Computer Security Corporate Governance Corporate Social Responsibility Discrimination Diversity Downsizing and Rightsizing Due Diligence Electronic Data Interchange and Electronic Funds Transfer Employee Assistance Programs Employee Benefits Employee Compensation Employee Evaluation and Performance Appraisals Employee Recruitment Employee Screening and Selection Employment Law and Compliance Ethics Executive Compensation Human Resource Management Insider Trading Intellectual Property Rights Job Analysis Leveraged Buyouts Management Audit Management Control Mergers and Acquisitions Nepotism Non-Compete Agreements Patents and Trademarks Personality and Personality Tests Privacy, Privacy Laws, and Workplace Privacy Quality of Work Life Risk Management Safety in the Workplace Stress Succession Planning Sunshine Laws Sweatshops Technology Transfer Whistle Blower Women and Minorities in Management

MANAGEMENT INFORMATION SYSTEMS

Balanced Scorecard Bandwidth Bar Coding and Radio Frequency Identification Barriers to Entry Complexity Theory Computer Networks Computer Security Computer-Aided Design and Manufacturing Computer-Integrated Manufacturing Content Management System Data Processing and Data Management Decision Rules and Decision Analysis Decision Support Systems Distribution and Distribution Requirements Planning Electronic Commerce Electronic Data Interchange and Electronic Funds Transfer Service-Oriented Architecture Statistical Process Control and Six Sigma Systems Design, Development, and Implementation Technology Management Technology Transfer

MANAGEMENT SCIENCE AND OPERATIONS RESEARCH

Bar Coding and Radio Frequency Identification Business Process Reengineering Computer-Aided Design and Manufacturing Concurrent Engineering and Design Decision Rules and Decision Analysis Decision Support Systems Distribution and Distribution Requirements Planning Expert Systems Location Strategy Logistics and Transportation Maintenance Make-or-Buy Decisions Manufacturing Resources Planning Models and Modeling Multiple-Criteria Decision Making New Product Development Operating System Operations Management Operations Scheduling Operations Strategy Product Design Production Planning and Scheduling Productivity Concepts and Measures Product-Process Matrix Project Management Purchasing and Procurement Quality and Total Quality Management Research Methods and Processes Reverse Supply Chain Logistics Scenario Planning Service Operations Service Process Matrix Simulation Statistical Process Control and Six Sigma Statistics Subject Matter Expert Systems Analysis Systems Design, Development, and Implementation Technology Transfer Warehousing and Warehouse Management World-Class Manufacturer

PERFORMANCE MEASURES AND ASSESSMENT

Activity-Based Costing Balance Sheets Balanced Scorecard Benchmarking Best Practices Break-Even Point Budgeting Cash Flow Analysis and Statements Continuous Improvement Cost Accounting Cost-Volume-Profit Analysis Cycle Time Debt vs. Equity Financing Due Diligence Effectiveness and Efficiency Executive Compensation Financial Issues for Managers Financial Ratios Forecasting Gap Analysis Goals and Goal Setting Management Audit Management Control Management Information Systems Market Share Multiple-Criteria Decision Making Nepotism Order-Winning and Order-Qualifying Criteria Performance Measurement Pricing Policy and Strategy Profit Sharing Simulation Stakeholders Value Analysis Value Chain Management Value Creation Vendor Rating Zero-Based Budgeting Zero Sum Game

PERSONAL GROWTH AND DEVELOPMENT FOR MANAGERS

The Art and Science of Management Brainstorming Coalition Building Communication Consulting Contingency Approach to Management Continuing Education and Lifelong Learning Trends Continuous Improvement Customer Relationship Management Delegation Diversity Employee Assistance Programs Empowerment Entrepreneurship Facilitator Feedback Goals and Goal Setting Group Dynamics Intrapreneurship Knowledge Workers Leadership Styles and Bases of Power Managing Change Mentoring Morale Motivation and Motivation Theory Multimedia Organizing Participative Management Personality and Personality Tests Planning Popular Press Management Books Problem Solving Profit Sharing Safety in the Workplace Sensitivity Training Spirituality in Leadership Strategic Planning Tools Stress Succession Planning SWOT Analysis Teams and Teamwork Time Management Trends in Organizational Change Value Creation

PRODUCTION AND OPERATIONS MANAGEMENT

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Change Management: From Theory to Practice

Jeffrey phillips.

1 University Libraries, Florida State University, 116 Honors Way, Tallahassee, FL 32306 USA

James D. Klein

2 Department of Educational Psychology & Learning Systems, College of Education, Florida State University, Stone Building-3205F, Tallahassee, FL 32306-4453 USA

This article presents a set of change management strategies found across several models and frameworks and identifies how frequently change management practitioners implement these strategies in practice. We searched the literature to identify 15 common strategies found in 16 different change management models and frameworks. We also created a questionnaire based on the literature and distributed it to change management practitioners. Findings suggest that strategies related to communication, stakeholder involvement, encouragement, organizational culture, vision, and mission should be used when implementing organizational change.

Organizations must change to survive. There are many approaches to influence change; these differences require change managers to consider various strategies that increase acceptance and reduce barriers. A change manager is responsible for planning, developing, leading, evaluating, assessing, supporting, and sustaining a change implementation. Change management consists of models and strategies to help employees accept new organizational developments.

Change management practitioners and academic researchers view organizational change differently (Hughes, 2007 ; Pollack & Pollack, 2015 ). Saka ( 2003 ) states, “there is a gap between what the rational-linear change management approach prescribes and what change agents do” (p. 483). This disconnect may make it difficult to determine the suitability and appropriateness of using different techniques to promote change (Pollack & Pollack, 2015 ). Hughes ( 2007 ) thinks that practitioners and academics may have trouble communicating because they use different terms. Whereas academics use the terms, models, theories, and concepts, practitioners use tools and techniques. A tool is a stand-alone application, and a technique is an integrated approach (Dale & McQuater, 1998 ). Hughes ( 2007 ) expresses that classifying change management tools and techniques can help academics identify what practitioners do in the field and evaluate the effectiveness of practitioners’ implementations.

There is little empirical evidence that supports a preferred change management model (Hallencreutz & Turner, 2011 ). However, there are many similar strategies found across change management models (Raineri, 2011 ). Bamford and Forrester’s ( 2003 ) case study showed that “[change] managers in a company generally ignored the popular change literature” (p. 560). The authors followed Pettigrew’s ( 1987 ) suggestions that change managers should not use abstract theories; instead, they should relate change theories to the context of the change. Neves’ ( 2009 ) exploratory factor analysis of employees experiencing the implementation of a new performance appraisal system at a public university suggested that (a) change appropriateness (if the employee felt the change was beneficial to the organization) was positively related with affective commitment (how much the employee liked their job), and (b) affective commitment mediated the relationship between change appropriateness and individual change (how much the employee shifted to the new system). It is unlikely that there is a universal change management approach that works in all settings (Saka, 2003 ). Because change is chaotic, one specific model or framework may not be useful in multiple contexts (Buchanan & Boddy, 1992 ; Pettigrew & Whipp, 1991 ). This requires change managers to consider various approaches for different implementations (Pettigrew, 1987 ). Change managers may face uncertainties that cannot be addressed by a planned sequence of steps (Carnall, 2007 ; Pettigrew & Whipp, 1991 ). Different stakeholders within an organization may complete steps at different times (Pollack & Pollack, 2015 ). Although there may not be one perspective change management approach, many models and frameworks consist of similar change management strategies.

Anderson and Ackerman Anderson ( 2001 ) discuss the differences between change frameworks and change process models. They state that a change framework identifies topics that are relevant to the change and explains the procedures that organizations should acknowledge during the change. However, the framework does not provide details about how to accomplish the steps of the change or the sequence in which the change manager should perform the steps. Additionally, Anderson and Ackerman Anderson ( 2001 ) explain that change process models describe what actions are necessary to accomplish the change and the order in which to facilitate the actions. Whereas frameworks may identify variables or theories required to promote change, models focus on the specific processes that lead to change. Based on the literature, we define a change strategy as a process or action from a model or framework. Multiple models and frameworks contain similar strategies. Change managers use models and frameworks contextually; some change management strategies may be used across numerous models and frameworks.

The purpose of this article is to present a common set of change management strategies found across numerous models and frameworks and identify how frequently change management practitioners implement these common strategies in practice. We also compare current practice with models and frameworks from the literature. Some change management models and frameworks have been around for decades and others are more recent. This comparison may assist practitioners and theorists to consider different strategies that fall outside a specific model.

Common Strategies in the Change Management Literature

We examined highly-cited publications ( n > 1000 citations) from the last 20 years, business websites, and university websites to select organizational change management models and frameworks. First, we searched two indexes—Google Scholar and Web of Science’s Social Science Citation Index. We used the following keywords in both indexes: “change management” OR “organizational change” OR “organizational development” AND (models or frameworks). Additionally, we used the same search terms in a Google search to identify models mentioned on university and business websites. This helped us identify change management models that had less presence in popular research. We only included models and frameworks from our search results that were mentioned on multiple websites. We reached saturation when multiple publications stopped identifying new models and frameworks.

After we identified the models and frameworks, we analyzed the original publications by the authors to identify observable strategies included in the models and frameworks. We coded the strategies by comparing new strategies with our previously coded strategies, and we combined similar strategies or created a new strategy. Our list of strategies was not exhaustive, but we included the most common strategies found in the publications. Finally, we omitted publications that did not provide details about the change management strategies. Although many of these publications were highly cited and identified change implementation processes or phases, the authors did not identify a specific strategy.

Table Table1 1 shows the 16 models and frameworks that we analyzed and the 15 common strategies that we identified from this analysis. Ackerman-Anderson and Anderson ( 2001 ) believe that it is important for process models to consider organizational imperatives as well as human dynamics and needs. Therefore, the list of strategies considers organizational imperatives such as create a vision for the change that aligns with the organization’s mission and strategies regarding human dynamics and needs such as listen to employees’ concerns about the change. We have presented the strategies in order of how frequently the strategies appear in the models and frameworks. Table Table1 1 only includes strategies found in at least six of the models or frameworks.

Common strategies in the change management literature

A = ADKAR (Hiatt, 2006 ); AA = Ackerman Anderson and Anderson ( 2001 ); B = Bridges ( 1991 ); BB = Buchanan and Boddy ( 1992 ); BH = Beckhard and Harris ( 1987 ); C = Carnall ( 2007 ); CW = Cummings and Worley ( 1993 ); FB = French and Bell ( 1999 ); GE = GE CAP model (Neri et al., 2008 ; Polk, 2011 ); K = Kotter ( 2012 ); KSJ = Kanter et al. ( 1992 ); L = Lewin’s Three-step model (Bakari et al., 2017 ; Lewin, 1951 ); LK = Luecke ( 2003 ); M = McKinsey’s 7-S framework (Cox et al., 2019 ; Waterman et al., 1980 ); N = Nadler and Tushman ( 1997 ); PW = Pettigrew and Whipp (1993)

Strategies Used by Change Managers

We developed an online questionnaire to determine how frequently change managers used the strategies identified in our review of the literature. The Qualtrics-hosted survey consisted of 28 questions including sliding-scale, multiple-choice, and Likert-type items. Demographic questions focused on (a) how long the participant had been involved in the practice of change management, (b) how many change projects the participant had led, (c) the types of industries in which the participant led change implementations, (d) what percentage of job responsibilities involved working as a change manager and a project manager, and (e) where the participant learned to conduct change management. Twenty-one Likert-type items asked how often the participant used the strategies identified by our review of common change management models and frameworks. Participants could select never, sometimes, most of the time, and always. The Cronbach’s Alpha of the Likert-scale questions was 0.86.

The procedures for the questionnaire followed the steps suggested by Gall et al. ( 2003 ). The first steps were to define the research objectives, select the sample, and design the questionnaire format. The fourth step was to pretest the questionnaire. We conducted cognitive laboratory interviews by sending the questionnaire and interview questions to one person who was in the field of change management, one person who was in the field of performance improvement, and one person who was in the field of survey development (Fowler, 2014 ). We met with the reviewers through Zoom to evaluate the questionnaire by asking them to read the directions and each item for clarity. Then, reviewers were directed to point out mistakes or areas of confusion. Having multiple people review the survey instruments improved the reliability of the responses (Fowler, 2014 ).

We used purposeful sampling to distribute the online questionnaire throughout the following organizations: the Association for Talent Development (ATD), Change Management Institute (CMI), and the International Society for Performance Improvement (ISPI). We also launched a call for participation to department chairs of United States universities who had Instructional Systems Design graduate programs with a focus on Performance Improvement. We used snowball sampling to gain participants by requesting that the department chairs forward the questionnaire to practitioners who had led at least one organizational change.

Table Table2 2 provides a summary of the characteristics of the 49 participants who completed the questionnaire. Most had over ten years of experience practicing change management ( n = 37) and had completed over ten change projects ( n = 32). The participants learned how to conduct change management on-the-job ( n = 47), through books ( n = 31), through academic journal articles ( n = 22), and from college or university courses ( n = 20). The participants had worked in 13 different industries.

Characteristics of participants

( n = 49)

Table Table3 3 shows how frequently participants indicated that they used the change management strategies included on the questionnaire. Forty or more participants said they used the following strategies most often or always: (1) Asked members of senior leadership to support the change; (2) Listened to managers’ concerns about the change; (3) Aligned an intended change with an organization’s mission; (4) Listened to employees’ concerns about the change; (5) Aligned an intended change with an organization’s vision; (6) Created measurable short-term goals; (7) Asked managers for feedback to improve the change, and (8) Focused on organizational culture.

Strategies used by change managers

Table Table4 4 identifies how frequently the strategies appeared in the models and frameworks and the rate at which practitioners indicated they used the strategies most often or always. The strategies found in the top 25% of both ( n > 36 for practitioner use and n > 11 in models and frameworks) focused on communication, including senior leadership and the employees in change decisions, aligning the change with the vision and mission of the organization, and focusing on organizational culture. Practitioners used several strategies more commonly than the literature suggested, especially concerning the topic of middle management. Practitioners focused on listening to middle managers’ concerns about the change, asking managers for feedback to improve the change, and ensuring that managers were trained to promote the change. Meanwhile, practitioners did not engage in the following strategies as often as the models and frameworks suggested that they should: provide all members of the organization with clear communication about the change, distinguish the differences between leadership and management, reward new behavior, and include employees in change decisions.

A comparison of the strategies used by practitioners to the strategies found in the literature

Common Strategies Used by Practitioners and Found in the Literature

The purpose of this article was to present a common set of change management strategies found across numerous models and frameworks and to identify how frequently change management practitioners implement these common strategies in practice. The five common change management strategies were the following: communicate about the change, involve stakeholders at all levels of the organization, focus on organizational culture, consider the organization’s mission and vision, and provide encouragement and incentives to change. Below we discuss our findings with an eye toward presenting a few key recommendations for change management.

Communicate About the Change

Communication is an umbrella term that can include messaging, networking, and negotiating (Buchanan & Boddy, 1992 ). Our findings revealed that communication is essential for change management. All the models and frameworks we examined suggested that change managers should provide members of the organization with clear communication about the change. It is interesting that approximately 33% of questionnaire respondents indicated that they sometimes, rather than always or most of the time, notified all members of the organization about the change. This may be the result of change managers communicating through organizational leaders. Instead of communicating directly with everyone in the organization, some participants may have used senior leadership, middle management, or subgroups to communicate the change. Messages sent to employees from leaders can effectively promote change. Regardless of who is responsible for communication, someone in the organization should explain why the change is happening (Connor et al., 2003 ; Doyle & Brady, 2018 ; Hiatt, 2006 ; Kotter, 2012 ) and provide clear communication throughout the entire change implementation (McKinsey & Company, 2008 ; Mento et al., 2002 ).

Involve Stakeholders at All Levels of the Organization

Our results indicate that change managers should involve senior leaders, managers, as well as employees during a change initiative. The items on the questionnaire were based on a review of common change management models and frameworks and many related to some form of stakeholder involvement. Of these strategies, over half were used often by 50% or more respondents. They focused on actions like gaining support from leaders, listening to and getting feedback from managers and employees, and adjusting strategies based on stakeholder input.

Whereas the models and frameworks often identified strategies regarding senior leadership and employees, it is interesting that questionnaire respondents indicated that they often implemented strategies involving middle management in a change implementation. This aligns with Bamford and Forrester’s ( 2003 ) research describing how middle managers are important communicators of change and provide an organization with the direction for the change. However, the participants did not develop managers into leaders as often as the literature proposed. Burnes and By ( 2012 ) expressed that leadership is essential to promote change and mention how the change management field has failed to focus on leadership as much as it should.

Focus on Organizational Culture

All but one of the models and frameworks we analyzed indicated that change managers should focus on changing the culture of an organization and more than 75% of questionnaire respondents revealed that they implemented this strategy always or most of the time. Organizational culture affects the acceptance of change. Changing the organizational culture can prevent employees from returning to the previous status quo (Bullock & Batten, 1985 ; Kotter, 2012 ; Mento et al., 2002 ). Some authors have different views on how to change an organization’s culture. For example, Burnes ( 2000 ) thinks that change managers should focus on employees who were resistant to the change while Hiatt ( 2006 ) suggests that change managers should replicate what strategies they used in the past to change the culture. Change managers require open support and commitment from managers to lead a culture change (Phillips, 2021 ).

In addition, Pless and Maak ( 2004 ) describe the importance of creating a culture of inclusion where diverse viewpoints help an organization reach its organizational objectives. Yet less than half of the participants indicated that they often focused on diversity, equity, and inclusion (DEI). Change managers should consider diverse viewpoints when implementing change, especially for organizations whose vision promotes a diverse and inclusive workforce.

Consider the Organization’s Mission and Vision

Several of the models and frameworks we examined mentioned that change managers should consider the mission and vision of the organization (Cummings & Worley, 1993 ; Hiatt, 2006 ; Kotter, 2012 ; Polk, 2011 ). Furthermore, aligning the change with the organization’s mission and vision were among the strategies most often implemented by participants. This was the second most common strategy both used by participants and found in the models and frameworks. A mission of an organization may include its beliefs, values, priorities, strengths, and desired public image (Cummings & Worley, 1993 ). Leaders are expected to adhere to a company’s values and mission (Strebel, 1996 ).

Provide Encouragement and Incentives to Change

Most of the change management models and frameworks suggested that organizations should reward new behavior, yet most respondents said they did not provide incentives to change. About 75% of participants did indicate that they frequently gave encouragement to employees about the change. The questionnaire may have confused participants by suggesting that they provide incentives before the change occurs. Additionally, respondents may have associated incentives with monetary compensation. Employee training can be considered an incentive, and many participants confirmed that they provided employees and managers with training. More information is needed to determine why the participants did not provide incentives and what the participants defined as rewards.

Future Conversations Between Practitioners and Researchers

Table Table4 4 identified five strategies that practitioners used more often than the models and frameworks suggested and four strategies that were suggested more often by the models and frameworks than used by practitioners. One strategy that showed the largest difference was provided employees with incentives to implement the change. Although 81% of the selected models and frameworks suggested that practitioners should provide employees with incentives, only 25% of the practitioners identified that they provided incentives always and most of the time. Conversations between theorists and practitioners could determine if these differences occur because each group uses different terms (Hughes, 2007 ) or if practitioners just implement change differently than theorists suggest (Saka, 2003 ).

Additionally, conversations between theorists and practitioners may help promote improvements in the field of change management. For example, practitioners were split on how often they promoted DEI, and the selected models and frameworks did not focus on DEI in change implementations. Conversations between the two groups would help theorists understand what practitioners are doing to advance the field of change management. These conversations may encourage theorists to modify their models and frameworks to include modern approaches to change.

Limitations

The models and frameworks included in this systematic review were found through academic research and websites on the topic of change management. We did not include strategies contained on websites from change management organizations. Therefore, the identified strategies could skew towards approaches favored by theorists instead of practitioners. Additionally, we used specific publications to identify the strategies found in the models and frameworks. Any amendments to the cited models or frameworks found in future publications could not be included in this research.

We distributed this questionnaire in August 2020. Several participants mentioned that they were not currently conducting change management implementations because of global lockdowns due to the COVID-19 pandemic. Because it can take years to complete a change management implementation (Phillips, 2021 ), this research does not describe how COVID-19 altered the strategies used by the participants. Furthermore, participants were not provided with definitions of the strategies. Their interpretations of the strategies may differ from the definitions found in the academic literature.

Future Research

Future research should expand upon what strategies the practitioners use to determine (a) how the practitioners use the strategies, and (b) the reasons why practitioners use certain strategies. Participants identified several strategies that they did not use as often as the literature suggested (e.g., provide employees with incentives and adjust the change implementation because of reactions from employees). Future research should investigate why practitioners are not implementing these strategies often.

Additionally, the COVID-19 pandemic may have changed how practitioners implemented change management strategies. Future research should investigate if practitioners have added new strategies or changed the frequency in which they identified using the strategies found in this research.

Our aim was to identify a common set of change management strategies found across several models and frameworks and to identify how frequently change management practitioners implement these strategies in practice. While our findings relate to specific models, frameworks, and strategies, we caution readers to consider the environment and situation where the change will occur. Therefore, strategies should not be selected for implementation based on their inclusion in highly cited models and frameworks. Our study identified strategies found in the literature and used by change managers, but it does not predict that specific strategies are more likely to promote a successful organizational change. Although we have presented several strategies, we do not suggest combining these strategies to create a new framework. Instead, these strategies should be used to promote conversation between practitioners and theorists. Additionally, we do not suggest that one model or framework is superior to others because it contains more strategies currently used by practitioners. Evaluating the effectiveness of a model or framework by how many common strategies it contains gives an advantage to models and frameworks that contain the most strategies. Instead, this research identifies what practitioners are doing in the field to steer change management literature towards the strategies that are most used to promote change.

Declarations

This research does not represent conflicting interests or competing interests. The research was not funded by an outside agency and does not represent the interests of an outside party.

Publisher's Note

Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

Contributor Information

Jeffrey Phillips, Email: ude.usf@spillihpbj .

James D. Klein, Email: ude.usf@nielkj .

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100+ Management Topics For Your Research Papers

As a student, you are probably very interested to learn about more ways to improve your grades. Management students, like all other students, should focus on learning. It is the best way to improve your grades, after all. However, there is another simple way you can improve the grades you get on your academic papers: finding exceptional management topics. Let’s talk about topics and show you why they are so important for students of all ages.

Great Management Topics = Top Grades

Finding great project management research topics usually means getting a top grade on the essay. Did you notice that some of your classmates are getting high grades without even trying too much? How do they do it? The simple answer is that they manage to impress the professor. It’s not easy, but it can be done. And you can do it too. For example, if you manage to find some business management research topics that nobody in your class thought about, you are almost guaranteed a top grade.

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Where Can You Find the Best Management Topics?

Whether we’re talking about research topics in healthcare management or other management topics, you need to know where to find the best topics. Yes, you could try the Internet. However, keep in mind that most of your peers are using the same source to get topics. A good approach would be to ask industry experts for some interesting business management research paper topics. For example, you can ask around in forums and on blogs. Also, we advise you to check our great list of business topics .

Another great way to get some ideas is to read as many articles on management topics as possible. You’ll find plenty of examples and you can tweak them as much as you like. You’ll probably end up with a long list of unique topics.

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Management Training Topics

Looking for amazing management training topics? Why don’t you pick one of the following examples:

The best employee management tactics every company should employ in 2022.
The various leadership styles around the world.
How does a company train its HR department adequately?
Is employee training necessary for coronavirus eradication?
How do employees adapt to change without proper training?
Does training influence employees’ loyalty?
The importance of evaluating the performance of a team.
Evolving technologies require thorough training programs.

Project Management Topics

Finding great project management topics can be a daunting task. To help you out, our expert writers have put together this list:

Effective ways to manage international teams of remote workers.
Effective project management methods that will work best in 2022.
Define the Distance Education Management System.
The Starbucks project management team: a case study.
Global projects are the new form of organization.
Outsourcing management problems in 2022.
The negative side of outsourcing to India.
The negative effects of stress and excessive work in the modern world.

Healthcare Management Research Paper Topics

Are you in need of excellent healthcare management research paper topics? Here are some of the best examples we can think of:

Top methods to increase the effects of preventative care.
Complying with the new privacy laws as a public hospital.
How do hospitals acquire talent?
Best way to retain talent in the healthcare industry.
What are hospital ratings and how do their effect these institutions?
Patient safety should be a manager’s primary concern.
Can manpower be used to gauge a hospital’s performance?
Case Study: The supply chain of drugs and medicine in a large hospital.

Risk Management Topics

When it comes to risk management topics, we doubt you will find topics more interesting than the following:

Methods of accounting in case of natural disasters.
How to protect assets as part of an integrated financial risk management strategy.
Grouping clients into risk pools: best practices.
What are the factors that influence risk management in the healthcare industry?
Big data and its effects on risk management in the UK.
The effects of advancing technology on risk management.
3 ways to tackle the supply chain risk in 2022.

Management Meetings Topics

What do you talk about during a management meeting? Let’s find out! Here are some of the most interesting management meetings topics:

What do managers like to discuss during meetings?
Supply chain and operations management can be integrated.
Methods to discuss a change of pace in the company.
Analyzing the marketing activities and their impact.
The main steps of product development.

Sport Management Research Topics

Our sport management research topics are unique and original. You can use any of the following topics for free right now:

The influence of music during training.
Managing water intake during weightlifting exercises.
Does mathematic coaching help with sports performance?
Risk management in a sports organization.
The legal risks sports organizations face in the UK.
Discussing safety issues in football.
The different leadership methods in sports management.

Operations Management Topics

It can be very difficult to find original operations management topics, we know. This is why we are here to help. Take a look at these new topics:

Should you manufacture in-house or outsource?
The difference between the main operations management strategies.
What is the scope of operations management in the financial sector in the United States?
The best research methods for operations management.
Methods for bottleneck elimination.
What is Lean manufacturing and what does it imply?
The impact of the IT industry on operations management.

Management Topics for Presentation

Are you looking for management topics for the presentation? Although not the easiest thing to do, our expert managed to create some unique topics for you:

The recruitment process in the Al Etihad company.
The unique problems of organizing a sports organization.
How do hospitals plan for biological attacks?
Are business ethics the same for employees and managers?
Managing lawsuits as a pharmaceutical company.
Managing waste disposal as a fertilizer company in the UK.
How does the COVID-19 virus affect the management of organizations?
Using social media for company management purposes.

Research Topics in Human Resource Management

When you need to research topics in human resource management, you need our list. Here are some topics that we think you will find very interesting:

Discussing equal employment opportunities in the UK.
What is strategic HR planning?
How is talent aligned to business?
What are soft skills and hard skills?
The many benefits of salary bonuses.
Eliminating sexual harassment at the workplace.
Eliminating drug use at the workplace.

Stress Management Topics

Do you need to write an amazing essay about stress management? In this case, you need to write on one of our stress management topics:

Progressive muscle relaxation therapy.
The best breathing exercises for stress.
Keep a positive attitude to reduce stress.
The effects of physical exercise on stress levels.
Does discrimination cause stress?
The link between stress and depression.
Top 4 methods to manage stress effectively.

Controversial Topics in Business Management

Writing about controversial topics in business management will surely catch the eye of your professor. Here are some examples:

What is sexual harassment at work?
Let’s discuss the paid parental leave policy.
The importance of health insurance coverage in the US.
The worst cases of public relations blunders in the UK.
Is workplace violence real?
What causes drug use at the workplace in the US?
Is bureaucracy useful in 2022?

Anger Management Group Topics

Don’t waste your time looking for anger management group topics and just write a paper on one of the original topics:

Here is why you should think before you speak.
Does exercise relieve anger?
The best strategies for anger management in 2022.
Playing video games can help you manage your anger.
Is anger your friend?
The best relaxing exercises for anger management.
Are our anger management groups working?

Financial Management Topics

It’s difficult to find original financial management topics, but we managed to put together some unique topics for you:

The difficulties of financial management in emerging countries.
Work from home and the financial aspect of teleworking.
How does a remote financial department work?
Managing the finances of an SME during its expansion phase.
Taking loans or self-funding your operations?
A report on the financial workings of Netflix.
How does Tesla get money without making a profit?
Ford finances in Europe: a case study.

Easy Management Topics

Don’t want to spend too much time on the essay? Here are some easy management topics for you:

Using computers in the learning process is not as easy as you think.
Do you study abroad just to have an excuse to travel more?
What are the various drinking styles when discussing college students?
The sustainable organizations of the twenty-first century.
Analyzing supply chain management from an environmental perspective.
The main factors that affect the success of women managers.
Methods of strategic planning in new SMEs.

Hot Topics in Pain Management

Here are the hot topics in pain management that you should be writing an essay on right now:

The role of nurses in pain management in the United States.
Defining modern pain science.
Low back pain is more complex than you think.
How do pain management drugs work?
Should painkillers be prescribed to children?
How addictive are painkillers?

It doesn’t matter that you need human resource management topics or management meeting topics. What matters the most is to learn how to pick the right topic. You can read dozens of articles on how to pick the right topic and waste hours learning the basics. Or you can just pick one of the topics our thesis writers thought of. It’s 100% free!

Fall 2024 CSCI Special Topics Courses

Cloud computing.

Meeting Time: 09:45 AM‑11:00 AM TTh Instructor: Ali Anwar Course Description: Cloud computing serves many large-scale applications ranging from search engines like Google to social networking websites like Facebook to online stores like Amazon. More recently, cloud computing has emerged as an essential technology to enable emerging fields such as Artificial Intelligence (AI), the Internet of Things (IoT), and Machine Learning. The exponential growth of data availability and demands for security and speed has made the cloud computing paradigm necessary for reliable, financially economical, and scalable computation. The dynamicity and flexibility of Cloud computing have opened up many new forms of deploying applications on infrastructure that cloud service providers offer, such as renting of computation resources and serverless computing. This course will cover the fundamentals of cloud services management and cloud software development, including but not limited to design patterns, application programming interfaces, and underlying middleware technologies. More specifically, we will cover the topics of cloud computing service models, data centers resource management, task scheduling, resource virtualization, SLAs, cloud security, software defined networks and storage, cloud storage, and programming models. We will also discuss data center design and management strategies, which enable the economic and technological benefits of cloud computing. Lastly, we will study cloud storage concepts like data distribution, durability, consistency, and redundancy. Registration Prerequisites: CS upper div, CompE upper div., EE upper div., EE grad, ITI upper div., Univ. honors student, or dept. permission; no cr for grads in CSci. Complete the following Google form to request a permission number from the instructor ( https://forms.gle/6BvbUwEkBK41tPJ17 ).

CSCI 5980/8980

Machine learning for healthcare: concepts and applications.

Meeting Time: 11:15 AM‑12:30 PM TTh Instructor: Yogatheesan Varatharajah Course Description: Machine Learning is transforming healthcare. This course will introduce students to a range of healthcare problems that can be tackled using machine learning, different health data modalities, relevant machine learning paradigms, and the unique challenges presented by healthcare applications. Applications we will cover include risk stratification, disease progression modeling, precision medicine, diagnosis, prognosis, subtype discovery, and improving clinical workflows. We will also cover research topics such as explainability, causality, trust, robustness, and fairness.

Registration Prerequisites: CSCI 5521 or equivalent. Complete the following Google form to request a permission number from the instructor ( https://forms.gle/z8X9pVZfCWMpQQ6o6 ).

Visualization with AI

Meeting Time: 04:00 PM‑05:15 PM TTh Instructor: Qianwen Wang Course Description: This course aims to investigate how visualization techniques and AI technologies work together to enhance understanding, insights, or outcomes.

This is a seminar style course consisting of lectures, paper presentation, and interactive discussion of the selected papers. Students will also work on a group project where they propose a research idea, survey related studies, and present initial results.

This course will cover the application of visualization to better understand AI models and data, and the use of AI to improve visualization processes. Readings for the course cover papers from the top venues of AI, Visualization, and HCI, topics including AI explainability, reliability, and Human-AI collaboration. This course is designed for PhD students, Masters students, and advanced undergraduates who want to dig into research.

Registration Prerequisites: Complete the following Google form to request a permission number from the instructor ( https://forms.gle/YTF5EZFUbQRJhHBYA ). Although the class is primarily intended for PhD students, motivated juniors/seniors and MS students who are interested in this topic are welcome to apply, ensuring they detail their qualifications for the course.

Visualizations for Intelligent AR Systems

Meeting Time: 04:00 PM‑05:15 PM MW Instructor: Zhu-Tian Chen Course Description: This course aims to explore the role of Data Visualization as a pivotal interface for enhancing human-data and human-AI interactions within Augmented Reality (AR) systems, thereby transforming a broad spectrum of activities in both professional and daily contexts. Structured as a seminar, the course consists of two main components: the theoretical and conceptual foundations delivered through lectures, paper readings, and discussions; and the hands-on experience gained through small assignments and group projects. This class is designed to be highly interactive, and AR devices will be provided to facilitate hands-on learning. Participants will have the opportunity to experience AR systems, develop cutting-edge AR interfaces, explore AI integration, and apply human-centric design principles. The course is designed to advance students' technical skills in AR and AI, as well as their understanding of how these technologies can be leveraged to enrich human experiences across various domains. Students will be encouraged to create innovative projects with the potential for submission to research conferences.

Registration Prerequisites: Complete the following Google form to request a permission number from the instructor ( https://forms.gle/Y81FGaJivoqMQYtq5 ). Students are expected to have a solid foundation in either data visualization, computer graphics, computer vision, or HCI. Having expertise in all would be perfect! However, a robust interest and eagerness to delve into these subjects can be equally valuable, even though it means you need to learn some basic concepts independently.

Sustainable Computing: A Systems View

Meeting Time: 09:45 AM‑11:00 AM Instructor: Abhishek Chandra Course Description: In recent years, there has been a dramatic increase in the pervasiveness, scale, and distribution of computing infrastructure: ranging from cloud, HPC systems, and data centers to edge computing and pervasive computing in the form of micro-data centers, mobile phones, sensors, and IoT devices embedded in the environment around us. The growing amount of computing, storage, and networking demand leads to increased energy usage, carbon emissions, and natural resource consumption. To reduce their environmental impact, there is a growing need to make computing systems sustainable. In this course, we will examine sustainable computing from a systems perspective. We will examine a number of questions: • How can we design and build sustainable computing systems? • How can we manage resources efficiently? • What system software and algorithms can reduce computational needs? Topics of interest would include: • Sustainable system design and architectures • Sustainability-aware systems software and management • Sustainability in large-scale distributed computing (clouds, data centers, HPC) • Sustainability in dispersed computing (edge, mobile computing, sensors/IoT)

Registration Prerequisites: This course is targeted towards students with a strong interest in computer systems (Operating Systems, Distributed Systems, Networking, Databases, etc.). Background in Operating Systems (Equivalent of CSCI 5103) and basic understanding of Computer Networking (Equivalent of CSCI 4211) is required.

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EDITORIAL article

This article is part of the research topic.

Crucial Air Quality, Atmospheric Environment, and Climate Change in Low- and Middle-Income Countries

Crucial Air Quality, Atmospheric Environment, and Climate Change in Low-and Middle-Income Countries Provisionally Accepted

1 Ministry of Natural Resources and Environment, Thailand
2 Thammasat University, Thailand
3 Kasetsart University, Thailand
4 North South University, Bangladesh
5 Bandung National Institute of Technology (Itenas), Indonesia

The final, formatted version of the article will be published soon.

Management of air pollution and climate change is an urgent issue that requires tackling both 13 problems simultaneously. It was addressed to be a significant milestone in the meeting of Conference 14 of the Parties (COP). Most countries have agreed to transition away from fossil fuels (Arora, 2024). 15The relationship between air quality and climate change is complex. Pollutants emitted into the 16 atmosphere not only reduce air quality but also exacerbate global warming by increasing greenhouse 17 gas concentrations. Reducing emissions like carbon dioxide and particulate matter is crucial for both 18 improving air quality and mitigating the impacts of climate change (Im et al., 2022). Many developing 19 countries in South Asia and Southeast Asia have faced severe air pollution problems, particularly with 20 PM2.5 exceeding the World Health Organization (WHO) air quality guideline value in Asian cities 21 (Sooktawee et al., 2023;Verma et al., 2023;Jawaa et al., 2024). They have also experienced climate 22 change impacts, both extreme and slow-onset events such as warm days and nights, intense heat waves, 23unpredictable floods, sea level rise, saltwater intrusion (Hussain et al., 2020;Limsakul et al., 2023). 24This Research Topic aims to collect original research papers on air quality, the atmospheric 25 environment, and climate change that focuses on low-to upper-middle-income economy countries. 26The content of this issue is mostly research related to air pollution, particulate matter with diameter 27 less than 2.5 micron (PM2.5), bio-particle, remote sensing, and its relationship with climatic factors. 28Seven articles are published in this research topic with contributions from 35 authors. We briefly 29 selected their findings and highlights from each paper summarized as follows: 30Ratanavalachai and Trivitayanurak carried out air quality dispersion modeling to reveal source 31 contributions of PM2.5 for the central business area in Bangkok, Thailand. Emission inventory of 32 mobile sources in this study was developed in hourly variation. Interestingly, PM2.5 from outside the 33 study domain was an input and declared as advected-in PM2.

Keywords: Air Quality, Atmospheric pollutant, PM2.5, climate, Developing country

Received: 05 Apr 2024; Accepted: 11 Apr 2024.

Copyright: © 2024 Sooktawee, Kanabkaew, Lalitaporn, Khan, Permadi and Limsakul. This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY) . The use, distribution or reproduction in other forums is permitted, provided the original author(s) or licensor are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.

* Correspondence: Mx. Pichnaree Lalitaporn, Kasetsart University, Bangkok, Thailand

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