Article Per Year (5 Year)
p-Index From 2021 - 2026
0.702
P-Index
This Author published in this journals
All Journal Journal of Industrial Engineering & Management Research (JIEMAR) INTERNATIONAL JOURNAL OF SOCIAL, POLICY AND LAW (IJOSPL) International Journal of Social and Management Studies (IJOSMAS) Universal Journal of Science and Technology
Tourista, Meiko
Unknown Affiliation
Religion Humanities Computer Science & IT Control & Systems Engineering Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Electrical & Electronics Engineering Industrial & Manufacturing Engineering Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Materials Science & Nanotechnology Mechanical Engineering

Published : 4 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 4 Documents
Search

 1 
The Science And Practice Of Change: Engage Star Model For Measurable Organizational Change Tourista, Meiko; Sutanto, Eddi; Azwir, Akbar
UJoST- Universal Journal of Science and Technology Vol. 4 No. 3 (2025): October 2025
Publisher : Faculty of Science and Technology University of Pramita Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.11111/ujost.v4i3.194

Abstract

Organizational change remains the critical nexus between strategic intent and realized value, yet a significant proportion of transformations fail to achieve sustained benefits due to inadequate management of the human element. This paper introduces the ENGAGE Star Model, an integrated and measurable framework designed to systematically guide organizations through the complexities of behavioral and structural transition. Built upon a synthesis of established process standards and psychological adoption models, the ENGAGE Star Model operationalizes change management by focusing on six distinct stages of individual commitment and mastery: Enlighten, Nurture, Guide, Activate, Grow, and Embed. The model’s core contribution is its ability to translate abstract change principles into actionable, data-driven interventions. This research posits that by applying the iterative and human-centric ENGAGE framework, organizations can significantly improve adoption rates, mitigate resistance, and accelerate the realization of strategic benefits. The findings offer a practical and academically rigorous methodology for practitioners seeking to master the science and practice of measurable organizational change.
Redefining Roles In Organizational Change: An Integrated Framework Based On The ENGAGE Star Change Model Tourista, Meiko; Sutanto, Eddi; Azwir, Akbar
Journal of Industrial Engineering & Management Research Vol. 6 No. 6 (2025): December 2025
Publisher : AGUSPATI Research Institute

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.7777/jiemar.v6i6.663

Abstract

Organizational transformation hinges on the effectiveness of roles executing both technical delivery and human adoption, yet current change methodologies lack a unified framework for role integration. This paper introduces the ENGAGE Star Pillars framework, a model designed to establish role governance by explicitly mapping key change functions to the six stages of the ENGAGE adoption cycle (Enlighten to Embed).The framework addresses critical inconsistencies found in existing literature—which often marginalize the Change Agent (e.g., Prosci) or omit Project and Change Manager roles (e.g., Kotter)—by unifying four essential functions under distinct, measurable pillars: Project Management (CCC framework), Sponsorship (CHAMPION), Change Management (EEE framework), and the Change Agent (BEACON). This architecture rests on the foundation of Leadership and Strategy and culminates in measurable Change Success.This study aims to clarify the specific actions and capabilities required of core roles across the entire adoption lifecycle, based on the ENGAGE Star Change Model. The ENGAGE Star Pillars framework serves as a practical, integrated governance model that eliminates accountability ambiguity, significantly accelerates adoption by coordinating the technical and people-centric efforts, and ultimately ensures the realization of strategic outcomes.
Change Health Analysis: A Framework for Evaluating the Readiness and Integration of Change Enablers Tourista, Meiko; Sutanto, Eddi; Azwir, Akbar
INTERNATIONAL JOURNAL OF SOCIAL, POLICY AND LAW Vol. 6 No. 4 (2025): December 2025
Publisher : INTERNATIONAL JOURNAL OF SOCIAL, POLICY AND LAW

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.8888/ijospl.v6i4.245

Abstract

- The successful delivery of organizational change is an inherently complex endeavor, determined overwhelmingly by the readiness and ability of the human capital to adopt new ways of working. High-profile studies consistently indicate that the primary driver of change failure is the inadequate management of the "people side," often manifesting as a deficit in key structural enablers rather than flawed strategy. This study addresses a significant methodological gap: the failure of traditional execution methods to quantify and integrate the health of the three critical and interdependent functional pillars necessary for change success: Sponsorship, Project Management, and Change Management. This paper introduces the Change Health Analysis (CHA) framework, developed as an integral component of the overarching ENGAGE Star Change Model. The CHA is a diagnostic tool designed to overcome the limitations of siloed metrics by providing a quantified, integrated view of change readiness. The framework systematically assesses the strength and balance of the three core enablers (Sponsorship, Project Management (PM), and Change Management (CM)) through three distinct scorecards. Each scorecard detailing five specific assessment factors. The total score for each role is then translated into a clear health indicator (e.g., Excellent, Need Attention, Need Immediate Action) to facilitate timely and targeted intervention plans. By operationalizing the evaluation of these key enablers, the CHA offers a novel, non-proprietary contribution that enables change leaders to identify high-risk areas and proactively develop targeted action plans before execution begins.
The Role of Project Management Offices in Managing Organizational Change for Strategy Execution Effectiveness Tourista, Meiko; Nugraha, Arlies Meta; Erfiyana, Ev
International Journal of Social and Management Studies Vol. 6 No. 5 (2025): International Journal of Social and Management Studies (IJOSMAS)
Publisher : IJOSMAS

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5555/ijosmas.v6i5.548

Abstract

This study addresses the persistent challenge of strategy execution effectiveness in organizations, by investigating the evolving role of Project Management Offices (PMOs) in managing organizational change. Traditionally viewed as governance entities focused on project monitoring and compliance, PMOs are increasingly repositioning themselves as strategic enablers that integrate project governance with change management to bridge the gap between strategy formulation and execution. Through a comprehensive literature review, this research develops a conceptual framework positioning PMO services as antecedents, organizational change management as a mediating factor, and strategy execution effectiveness as the ultimate outcome. The findings reveal that embedding organizational change management into PMO functions significantly enhances an organization’s capacity to realize strategic goals, emphasizing the people dimension of change as crucial to sustaining strategic initiatives. While limited by its descriptive methodology and reliance on secondary data, this work offers valuable theoretical insights and practical implications for organizations seeking to harness PMOs as catalysts for strategic transformation. It underscores the imperative for PMOs to adopt a service-provider mindset that proactively addresses the people side of change, advocating for a symbiotic partnership between PMO professionals and change managers. Ultimately, this research serves as a call to action for senior leaders and practitioners to reconceptualize PMOs not merely as administrative units but as vital agents of strategic change, where successful execution is as much about people engagement as it is about technical rigor.
Co-Authors Azwir, Akbar Erfiyana, Ev Nugraha, Arlies Meta Sutanto, Eddi