エネルギー転換：マレーシア電力事業における変革マネジメントの探求
The Energy Transition: Exploring Change Management in Malaysia's Power Utilities (原題)
Zeittey Karmilla Kaman, Noriza Rahim, Sabariah Yaakub
🤖 gxceed AI 要約
日本語
マレーシアのエネルギー転換政策（NETR、MyRER）は電力事業者に構造変革を求めるが、組織の準備不足が課題。本研究はリーダーシップ、文化、従業員エンゲージメントなど人的側面の変革マネジメントに着目し、文脈固有の枠組みの欠如を指摘する。技術・経済的側面に偏る既存研究に対し、組織的障壁を理論的・実証的に探求する。
English
Malaysia's energy transition policies (NETR, MyRER) require structural change in power utilities, but organizational readiness lags. This study focuses on human-centric change management—leadership, culture, employee engagement—highlighting the lack of a context-specific framework. It addresses the gap in existing scholarship that emphasizes technical and economic feasibility over organizational dimensions.
Unofficial AI-generated summary based on the public title and abstract. Not an official translation.
📝 gxceed 編集解説 — Why this matters
日本のGX文脈において
日本の電力自由化・再エネ導入拡大やGX移行においても、組織変革マネジメントは重要な論点。本論文は技術・経済だけでなく人的側面の重要性を示し、日本企業の変革推進に示唆を与える。
In the global GX context
Globally, the energy transition is often framed as technical, but organizational readiness is a key barrier. This paper contributes to the literature by emphasizing change management in utilities, relevant to global discussions on just transition and implementation gaps.
👥 読者別の含意
🔬研究者:組織変革とエネルギー転換の交差領域の研究に示唆。
🏢実務担当者:電力事業者の変革マネジメント戦略立案に活用可能。
🏛政策担当者:政策実施における組織的障壁の認識に有用。
📄 Abstract（原文）
Malaysia's decarbonization strategy is formally established through the National Energy Transition Roadmap (NETR) (Ministry of Economy, 2023) and the Malaysia Renewable Energy Roadmap (MyRER) (SEDA, 2021). These policies necessitate a structural shift from centralized fossil-fuel systems to decentralized renewable energy architectures, positioning power utilities as the primary executors of this transition. However, empirical data suggests a significant disparity between policy objectives and organizational readiness; PricewaterhouseCoopers (PwC), 2024 reports that 59% of Malaysian corporations remain in the initial stages of transition, while 41% lack the cross-functional coordination and expertise required for implementation. The primary barriers to Malaysia's energy transition are not technological, but organizational. Progress is currently stifled by internal structural resistance, misaligned leadership, and deficient change management capabilities, all of which are compounded by a lack of workforce readiness. Despite the importance of these factors, the human-centric dimensions of the transition specifically leadership behavior, institutional culture, and employee engagement remain theoretically and empirically under explored. While existing scholarship extensively addresses technical and economic feasibility, it frequently neglects the critical organizational dimensions of change management. This study addresses the absence of a context-specific framework for managing internal shifts in leadership, culture, and employee readiness. Change management represents a critical enabler for the energy transition, as it modulates how organizations adapt to emerging technologies, regulatory frameworks, stakeholder expectations, and cultural norms. Prior research has highlighted persistent challenges such as institutional inertia, fragmented governance, inconsistent policy execution, and workforce resistance that collectively hinder progress in renewable energy deployment (Sovacool et al., 2020). JEL Codes: Keywords: energy transition, change management, kurt lewin, kotter's eight steps, generic inquiry.
🔗 Provenance — このレコードを発見したソース
- openalex https://doi.org/10.35609/gcbssproceeding.2026.1(19)first seen 2026-08-29 04:36:04
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