RESPONSIBILITY, CONTROL, AND CHANGE MANAGEMENT IN THE CZECH REPUBLIC CORPORATE INFORMATION SYSTEM

Abstract

Introduction. The article examines change management in corporate information systems as an independent managerial problem emerging under conditions of continuous digital transformation of organizational processes. The study is based on the premise that changes in information systems cannot be interpreted solely as technical implementation because they affect decision-making architecture, responsibility distribution, and organizational control mechanisms. The purpose of the article is to develop a conceptual model of change governance in corporate information systems aimed at preserving governance capacity under conditions of digital transformation and the growing use of analytical and AI-based digital tools.

Materials and Methods. The empirical part of the study is based on a quantitative survey of 471 organizations operating in the Czech Republic as of the end of 2025, primarily multinational organizations representing different sectors of the economy. Human resource management processes are used as the empirical context, not as an independent object of analysis, but as a process-sensitive domain that makes it possible to identify the consequences of different approaches to managing changes in corporate information systems. The methodological approach combines descriptive and comparative analysis of change management practices and their institutional formalization.

Results. The study identifies key managerial characteristics of the change management process in corporate information systems based on the organizational practice in the Czech Republic and analyzes their relationship with process sustainability and governance capacity within organizational subsystems. The results demonstrate that the decisive factor in preserving governance capacity during organizational change is not the technical configuration of implemented solutions, but the relationship between change process management, the structure of responsibility, and the functioning of control mechanisms. The study also demonstrates that the use of analytical tools and selected elements of artificial intelligence does not eliminate the need for managerial control or transfer responsibility to digital instruments. On the contrary, it increases the importance of interpretation, coordination, and institutional formalization of managerial decision-making.

Discussion. The scientific contribution of the article lies in the development of a conceptual model of change governance in corporate information systems that allows digital transformation of organizational processes to be interpreted as a problem of managerial decision-making and governance capacity rather than as a predominantly technological task. The proposed conceptual model makes it possible to interpret artificial intelligence and digital tools not as autonomous management mechanisms, but as factors that amplify the consequences of managerial decisions and increase requirements for responsibility, control, interpretation, and organizational resilience in digital environments.