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This Author published in this journals
All Journal Community Engagement and Emergence Journal (CEEJ) Indonesian Journal of Innovation Multidisipliner Research
Purwanto Purwanto
Universitas Esa Unggul
Humanities Chemical Engineering, Chemistry & Bioengineering Civil Engineering, Building, Construction & Architecture Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Environmental Science Health Professions Industrial & Manufacturing Engineering

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Change Management as a Strategic Enabler of Sustainability Strategy and Sustainable Organizational Growth in Technology Firms: A Systematic Literature Review Junaidi Junaidi; Purwanto Purwanto
Community Engagement and Emergence Journal (CEEJ) Vol. 7 No. 6 (2026): Community Engagement & Emergence Journal (CEEJ)
Publisher : Yayasan Riset dan Pengembangan Intelektual

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37385/d26tkp85

Abstract

This study examines how change management functions as a strategic enabler for integrating sustainability strategies and supporting sustainable organizational growth in technology firms. Using a systematic literature review (SLR) approach, this study reviews 32 relevant studies published between 2016 and 2026. The findings indicate that sustainability is increasingly positioned as a long-term growth driver because it strengthens brand reputation, customer loyalty, innovation capability, risk management, and financial performance. In technology firms, however, sustainability integration requires more than formal policy adoption; it demands structured change management through leadership commitment, organizational culture alignment, stakeholder engagement, capability development, and cross-functional coordination. The review further shows that firms often face challenges in balancing rapid innovation cycles with long-term sustainability objectives, particularly when measurement systems, incentives, and organizational routines are not yet aligned with environmental, social, and governance (ESG) priorities. This study contributes to the literature by positioning change management as a bridging mechanism between sustainability strategy and sustainable organizational growth. It also highlights the need for sector-specific sustainability frameworks that reflect the distinctive characteristics of technology firms, including high innovation speed, market uncertainty, digital capability, and pressure from consumers, investors, and regulators.
Electronic Performance Monitoring in the Digital Workplace: an Updated Systematic Literature Review (2016–2026) Heni Sulastri; Purwanto Purwanto
Community Engagement and Emergence Journal (CEEJ) Vol. 7 No. 6 (2026): Community Engagement & Emergence Journal (CEEJ)
Publisher : Yayasan Riset dan Pengembangan Intelektual

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37385/bcwwe333

Abstract

Electronic performance monitoring (EPM) has expanded rapidly with remote and hybrid work, enabling organizations to capture fine grained traces of employee activity through digital systems. This systematic literature review synthesizes 75 peer reviewed studies on EPM and related workplace surveillance to clarify core monitoring dimensions, employee focused outcomes, and contextual boundary conditions. Using PRISMA 2020 screening logic, we map how transparency, data granularity, and governance practices shape outcomes such as performance, well being, privacy invasion, trust, and safety compliance. The review contributes an integrative framework and highlights research gaps on longitudinal effects, equity and bias in data driven evaluation, and participatory governance for responsible monitoring.
Hospital Change Management in the Digital Era: A Systematic Literature Review of Leadership, Ambidexterity, and Innovation Yulivitri Yulivitri; Purwanto Purwanto
Community Engagement and Emergence Journal (CEEJ) Vol. 7 No. 6 (2026): Community Engagement & Emergence Journal (CEEJ)
Publisher : Yayasan Riset dan Pengembangan Intelektual

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37385/g4rpyv34

Abstract

Purpose: Hospitals are undergoing digital transformation through electronic health records, telemedicine, virtual care, artificial intelligence, patient portals, and data-driven operations. Yet the implementation of these technologies frequently produces organizational tensions that cannot be explained by technology-adoption logic alone. This systematic literature review examines hospital change management in the digital era by integrating evidence on leadership, ambidexterity, and innovation. Design/methodology/approach: The review followed the SPAR-4-SLR logic of assembling, arranging, and assessing the literature and used a PRISMA-informed screening flow. The evidence boundary was deliberately restricted to Scopus-confirmed Q1/Q2 journal articles. From 1,343 raw records, 1,323 unique records were retained after deduplication. After source-quality, document-type, and topical screening, 175 articles were included in qualitative synthesis. Findings: The review identifies five interrelated patterns. First, hospital digital change is a sociotechnical process that reshapes workflow, accountability, professional identity, and care coordination. Second, readiness is multidimensional, combining digital competence, technological self-efficacy, managerial capability, psychological safety, and learning climate. Third, leadership operates as a translation mechanism between executive digital strategy and frontline clinical practice. Fourth, ambidexterity provides a strategic explanation for how hospitals balance reliability, standardization, and safety with experimentation and innovation. Fifth, innovative work behaviour is a proximal behavioural pathway through which digital change becomes embedded in practice. Originality/value: The review develops a paradox-informed digital leadership framework for hospital change management. It contributes by connecting hospital digital transformation, paradoxical leadership, digital leadership, ambidexterity, and innovative work behaviour into a coherent agenda for future empirical research.
AI-Enabled Change Management and Employee Readiness: A Systematic Literature Review Mario Calvine; Purwanto Purwanto
Indonesian Journal of Innovation Multidisipliner Research Vol. 4 No. 2 (2026): April - Juni
Publisher : Institute of Advanced Knowledge and Science

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.69693/ijim.v4i2.894

Abstract

This systematic literature review synthesized Scopus-indexed evidence on change management in human resource management during AI-enabled organizational transformation. The review addressed a fragmented body of knowledge in which AI-enabled HRM, digital change fatigue, AI learning self-efficacy, perceived algorithmic fairness, and perceived AI transparency are often examined separately, although they jointly shape employee readiness. Five Scopus CSV datasets were merged, deduplicated by DOI and normalized title, and screened using PRISMA 2020 logic. From 3,562 initial records, 88 duplicate records were removed, 2,080 records were screened at the title and abstract stage, 119 reports were assessed for eligibility, and 50 journal or review studies were retained for synthesis. The findings show that AI-enabled change management is not merely a technology implementation issue but a socio-technical HRM challenge. Training, leadership communication, employee participation, and human-centered HR practices strengthen AI learning self-efficacy and employee readiness. Conversely, digital overload, technostress, AI-induced stressors, algorithmic control, and burnout intensify resistance. Perceived algorithmic fairness and AI transparency strengthen trust by reducing opacity and procedural uncertainty in recruitment, performance appraisal, platform work, and managerial decision-making. This review contributes an integrative framework linking HRM practices, self-efficacy, readiness, trust, resistance, and change success, and it encourages longitudinal and cross-sector research on employee-centered AI adoption.
Co-Authors Heni Sulastri Junaidi Junaidi Mario Calvine Yulivitri Yulivitri