Change management best practices in Information Systems projects

This academic review consolidates current research on "best practices in Change Management within Information Systems (IS) projects" to address shortcomings in the amalgamation of organizational, technological, and human aspects in times of accelerated digital change. The chief aim of the review was to compare different change management models applied in IS projects, determine benchmarks for digital transformation alignment, recognize key success factors and their attendant challenges, contrast empirical results concerning user adoption, and examine adaptability to new technologies. A systematic review of a range of qualitative, quantitative, and mixed-method studies from assorted organizational settings was conducted, with a focus on theoretical concepts, empirical findings, and pragmatic approaches. The main findings clarify that comprehensive models that couple change management procedures with IS project execution considerably increase project success, but often lack empirical testing in leadership, communication, and organizational culture which impacting adoption and sustainability; the incorporation of knowledge management and technological innovation remains in its embryonic stages, showing restricted empirical resilience; and adaptability to artificial intelligence, Industry 5.0, and digital change requires pliable and inclusive solutions that current models do not adequately address. Collectively, these findings provide standardized, evidence-based, and technology-aware change management models that optimally balance human and technical factors. This review serves to advance both academic research and practitioner approaches by shedding light on integral enablers and prevailing gaps, and thus guiding future research efforts and optimizing change management results in dynamic IS project contexts. Keywords: IS project, Management, Framework Integration, Approach, Artificial Intelligence, Industry 5.0.