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Top1. Introduction
The change management is a constant reality in organizations, however, and since it is a complex process, it is not always managed in an effective and efficient way. As such, organizations are characterized of having a very complex, dynamic, unpredictable environments, this is a constantly subject that trigger, in most of times, team conflicts. Therefore, for these changes to be profitable, it is urgent to develop a set of management skills using strategies based on methodologies that allow the application of good practices. The existence of Information Systems (IS) in organizations allows information to be made available, promoting the triggering of safer, more robust, accessible, and efficient processes among professionals and users. A diverse set of novel and powerful digital technologies, digital platforms and digital infra structures have transformed both innovation and entrepreneurship in significant ways with abroad organizational and policy implications ((Steiber et al., 2020);(Georgiou et al., 2019);(Nambisana et al, 2019); (Simões, 2004). In this way, to allow the proper follow-up regarding the change process and to minimize the negative influence on the normal functioning of the organization, it comes the Change Management ((Pan et al., 2020); (Ammenwerth, et al 2006)). Change management is a process that allows you to monitor all organizational change actions with the object of maintaining and increasing their efficiency and effectiveness ((Irimiás & Mitev, 2020); (Wimelius et al, 2020; Papagiannidis et al, 2020); (Weick, 2000); (Weick & Quinn, 1999)). According to Rance et al (2011), the implementation of methodologies requires the application of changes in the scope of the transition, namely in terms of people's mentality, and of the organization's processes, since in most cases the greatest entropy in the application of change is usually triggered by its stakeholders included in the process, instead of the complexity of implementing the methodology itself. Researchers and experts (Rafferty and Minbashian, 2019); (Tsaousis and Vakola, 2018); (Craft, et al, 2013), constantly alert to the problems of implementing change, and in its various barriers, sometimes get many organizational failures. The impact that new information technologies have had on the functioning of organizations and on the modus operandi of the market has been evident. The potential for competitiveness that information technologies offer to companies has attracted managers to the increasing inclusion of more technology in organizations, challenging them in the management of implicit changes. This technological attraction has often been justified by the illusion of immediate and automatic generation of benefits in terms of efficiency, effectiveness, and competitiveness. Change management also includes identifying and managing gaps between a given organizational context and the desired context. The desired context must be seen in the possibility of introducing innovation in processes, in systems integration, in the development of new products and services, in cultural change, in the introduction of new models and instruments in the field of management.
Organizations are facing daily with environments that are resistant to change, and specifically with regard to health organizations, human resources have a greater tendency to exercise greater resistance to changing processes which is why it is necessary create change management control mechanisms that allow, through the implementation of methodologies, to reduce operations and processes without added value, through methods, techniques, and tools (Jokanovic et al., 2020).
However, many companies are later faced with more fragile operations and with increases in functional and organizational complexity as, in view of the increasing dependence on technologies, they find the existence of several gaps in the IS, such as, for example, the absence of adequate architectural models, the absence of contingency plans, the absence of risk management models, the lack of definition of security policies and plans. Therefore, and to help control these variables, ITIL appears to help and support the application of good practices. In order to apply good practices and to control the existing processes of change within the IS scope, ITIL emerges as tools to support methodologies. ITIL (Cartlidge, et al., 2007) is a methodology created in the late 1980s (initially called CCTA (Central Computer and Telecommunications Agency), which is based on IT service management, applying best practices to help companies to achieve their business objectives, with support from Information System Services.
ITIL (Cartlidge, et al., 2007) consists of the following items: