1

A Study to Examine the Impacts of Change Management on the Performance of Alibaba

Group Company in China.

Name

Institution
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Table of Contents

CHAPTER ONE: INTRODUCTION..............................................................................................2

1.1Background of Study..............................................................................................................2

1.1.1 Alibaba Marketplaces.....................................................................................................3

1.1.2 Alibaba Group Organization Structure...........................................................................5

1.1.3 Change Management......................................................................................................6

1.1.4 Profitability of Alibaba Group Company.......................................................................7

1.2 Statement of Problem............................................................................................................8

1.3 Research Objectives...............................................................................................................9

1.4 Justification of Study.............................................................................................................9

1.5 Importance of Study............................................................................................................10

1.6 Limitations of Study............................................................................................................10

CHAPTER TWO: LITERATURE REVIEW................................................................................11

2.0 Introduction..........................................................................................................................11

2.1 Theoretical Literature..........................................................................................................11

2.1.1 Lewin’s change management model............................................................................11

2.1.2 Kotter’s change management theory............................................................................12

2.1.3 ADKAR change management model...........................................................................13

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2.1.4 Nudge theory................................................................................................................14

2.1.5 Bridges transition model...............................................................................................15

2.3 Conceptual Framework........................................................................................................15

CHAPTER THREE: RESEARCH METHODOLOGY................................................................16

3.1 Introduction..........................................................................................................................16

3.2 Research design...................................................................................................................16

3.3 Scope of study......................................................................................................................16

3.4 Target Population.................................................................................................................17

3.5 Sampling procedure and Sampling size...............................................................................17

3.6 Research instruments...........................................................................................................17

3.7 Data collection Procedure....................................................................................................18

3.8 Methods of Data analysis.....................................................................................................18

References......................................................................................................................................19

CHAPTER ONE: INTRODUCTION

1.1Background of the Study

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Huang (2016), argued that Alibaba Group has grown to one of the most notable web-based

businesses. The organization was founded in 1999 in Hangzhou, China, by Jack Ma, an English

teacher. The idea was to launch a website that would assist small-scale Chinese exporters and

entrepreneurs in selling their wares. A watershed moment occurred in 2005 when Alibaba Group

established a fundamental relationship with Yahoo. Alibaba.com, an electronic advancement

stage, was launched in 2007; two years later, Alibaba Cloud was based. Additionally, a

significant achievement occurred this year with the acquisition of HiChina, China's leading

Internet structure expert community. AliExpress was launched in 2010 and enabled Chinese

exporters to reach customers worldwide.

The world's largest online exchange association opened its doors to the public in 2014, when it

made its first stock sale. The Chinese association spread globally, establishing offices in Hong

Kong, the United States of America, the United Kingdom, Taiwan, and India. Today, the

association and its auxiliary associations work with discount and retail online business

communities, in addition to electronic associations that deal with publicizing, electronic portion,

cloud-based preparing, and association organizations, to name a few. Its primary activities are

carried out through three websites: Tmall, which offers online arrangements for restricted items

and focuses on China's working class; Taobao, China's most prominent shopping site; and

Alibaba.com, which connects Chinese exporters with various associations worldwide.

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1.1.1 Alibaba Marketplaces

Taobao.com

Yee et al. (2019), pointed out that, in May 2003, Alibaba launched Taobao Marketplace,

following eBay's acquisition of Eachnet, China's market leader in online exchange at the time,

for US$180 million. It established a strong foundation for itself as a significant player in China's

buyer web business market. To compete with eBay's growth, Taobao offered free vendor listings.

It pioneered text messaging to facilitate buyer-merchant correspondence and the establishment of

Alipay, an escrow-based payment system. Within two years, Taobao surpassed Alibaba as the

market leader in central China. tween 2003 and 2005, a significant portion of the pie increased

from 8% to 59%, while eBay's share of the overall business decreased from 79 to 36%. eBay's

Chinese website was shut down in 2006.

Taobao Marketplace facilitates direct-to-consumer retail by enabling independent ventures and

individual entrepreneurs to establish online stores primarily targeted at buyers in Chinese-

speaking regions and remittable via online records. Its areas frequently provide facilitated

assistance. Sellers can list items that are available for purchase at a reasonable price or through

trade. Sell-offs are a low level of business, with the majority of items ing sold at cost. Buyers can

communicate with sellers via the site's reviews, comments, and complaints. The combined trade

volume of Taobao Marketplace and Tmall.com reached 3 trillion yuan in 2017, surpassing the 1

billion item postings in 2016. In China, purchasers can communicate with one another and obtain

refreshments from merchants.

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Tmall.com

Tmall.com was launched in April 2008 as Taobao Mall, a dedicated business-to-consumer stage

integrated into Taobao's buyer web business webpage. Tmall and Taobao are fundamentally

distinct in that Tmall is a B2C platform, whereas Taobao is a C2C platform. Tmall.com is a

Chinese-language business-to-consumer online retail website that was deactivated from Alibaba

Group's Taobao platform. It serves as a business hub for domestic and international

organizations to sell brand-name products to Greater China consumers. As of February 2018, it

had accumulated over 500 million monthly unique customers. It has recently opened its

organizations to brands, both for online deals and brand awareness advancement.

4. 1688.com

It is the primary focus of China's online business markdowns. Vendors can use this discount

channel to purchase items from privately held wholesalers.

Alibaba.com

The Alibaba Group's very first venture. It is a massive discount business centre for international

English exchange. The company connects many buyers and sellers and provides various

products, including customer gadgets, hardware, and design. Alibaba.com charges a fee for

posting trades, similar to a monthly membership fee, to keep shops active in the commercial

centre.

AliExpress

It is a global retail stage that obligates customers all over the world. In China, customers can buy

directly from manufacturers.

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1.1.2 Alibaba Group Organization Structure

Wang (2019) discussed the Alibaba Group Organizational structure. At its inception, the Alibaba

Group consisted of five subsidiary companies: Yahoo! China, Taobao, Alibaba.com, Alipay, and

Alibaba Cloud Computing. In any case, the affiliation's strategic plan was altered in 2011 and 2012,

and 2013. Taobao's first of three developments restructured the association, dividing it into three

distinct B2C entities.

Second, Alibaba Group was divided into seven distinct divisions, with Alipay serving as an

intermediary. The association was divided into 25 small gatherings during the third patching. The

affiliation's new structure demonstrates the association's commitment to various spheres of life. By

segmenting the organization into smaller units, Alibaba Group enables each branch to focus

exclusively on its objectives and progress independently. The diagram below depicts the legitimate
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strategy of the Alibaba group.

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1.1.3 Change Management

Qin (2017), defined change management as the cycles and strategies by which a business

portrays and implements Change internally and externally. This includes planning and

supporting representatives, developing critical Change management strategies, and monitoring

pre- and post-change activities to ensure success. Changes to the design of an association can be

a source of contention. It frequently necessitates multiple levels of collaboration and may involve

various independent elements within an organization. Developing an organized approach to

change is critical for ensuring positive progress while minimizing disruption. Changes frequently

fail for human reasons: the Change's proponents failed to consider the rational, genuine, and

unsurprising responses of ordinary individuals to schedule disruptions. Effective communication

is a necessary component of effective change management. All partners should see how the

Change progresses through the various stages and the resulting outcomes.

The management of change is an integral part of organizational success. Alibaba Group had to

incorporate Change in e-commerce to increase its return and broaden its customer base. There

are several sections in the organization that has undergone a massive transformation over the

decade. Some of the areas that were also crucial under discussion in this paper include the

management style, the model of leadership, technological advancement, organizational

recruitment, and human resource management policies.

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1.1.4 Profitability of Alibaba Group Company

Deng (2020), discussed the profitability of Alibaba Group Company in his book. He argued that

the financial results of Alibaba Group demonstrate the company's dominance as the world's

largest retailer, outperforming Walmart's income of 101,143 million yuan. Along with Alibaba,

the Chinese company faces competition from e-Bay and PayPal. After all, Alibaba is not solely

focused on advanced business-to-business commerce. Additionally, the Chinese organization

deployed its e-installation frameworks, distributed computing, web foundation, and advanced

stages for 'third-party' online business and business-to-customer transactions. The combination of

business-to-business and business-to-consumer steps and electronic payment, which includes

financing instruments such as advances, creates an entirely new global business model that

differentiates Alibaba from its competitors.

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1.2 Statement of Problem

The Management of Change is an integral part of ensuring Organizational success. A company

that exhibits immense competence in the management of Change is likely to adjust its goal to

adapt to the changes in the business environment to remain competitive in the market. The ideal

reason for compiling this paper is to highlight and discuss how change management correlates

with Organization performance basing the analysis on Alibaba Group as our case study.

Change is widely regarded as inevitable, and a few organizations, such as Alibaba, have

benefited from it. Currently, the primary question is why affiliations consider managing changes

for additionally created execution. With advancement serving as the primary driver of

development, associations have considered adapting to market demand. Having (2016),

suggested that it is critical to dissect and discuss the connection tween Change management and

Alibaba's show in the short and long run. Change management enables an affiliation to adapt to

changes in the business environment, incorporate new development, and address areas where

assumptions are noting met. Along these lines, changing leaders is a necessary component of any

organization seeking to maintain an advantage.

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1.3 Research Objectives

a) To ascertain the effect of change management on the Alibaba Corporation.

b) To discuss several of Alibaba's change management techniques.

c) To ascertain the value of change management to the Alibaba Group.

d) To discuss how Alibaba Corporation has used change management to boost its short- and

long-term performance.

e) To examine the role of managers in the implementation of Change within the Alibaba

organization.

f) To shed light on the obstacles that the Alibaba corporation encountered in initiating Change.

1.4 Justification of the Study

This article examines the relationship tween organizational Change and execution, using Alibaba

as an example. The investigation was focused on determining the effect of executive

advancement on an organization's exhibition. Due to their inability to carry out, associations

have attempted to perform well. With momentum mechanical advancements, an examination

into the management of progress within an organization was straightforward.

1.5 Importance of the Study

The findings of this examination were contributed data and assist in making recommendations

about how organizations should assess and comprehend the need for and impact of progress,

manage the various costs associated with Change and reduce the time required to implement

Change for other created organization execution, all while utilizing Alibaba as our case study.

The assessment added value to the examination conducted by affiliation delegates to ascertain

the implications of the Change for their presentation. The findings were to advise bosses on how

to assist and educate representatives about Change communication, plan and execute a successful
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correspondence strategy, foster interest and collaboration within your organization, and minimize

change insurance.

1.6 Limitations of Study

a) The expense of assembling the Study's required tools was a more significant impediment.

b) Additional time was required for a thorough investigation of the research topic.

c) Transportation was also more difficult, given the high cost of visiting various Alibaba

branches across the country.

CHAPTER TWO: LITERATURE REVIEW

2.0 Introduction

The term "literature" refers to insightful review sources that provide a comprehensive portrayal

of a particular subject chosen by the analyst. It assists the scientist by outlining the ebb and flow

of data, considering the identification of relevant hypotheses and examination strategies and

holes.
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2.1 Concept of Change management

Many businesses nowadays struggle to keep on top of market trends and achieve overall

success. The organization is linked to bringing together the best change agents. Create an

excellent setting for change (Kuipers et al., 2014). These affiliations are evaluated based on their

ability to respond to changing client needs. Staff members have endeavoured to adapt to these

developments. According to the Chartered Institute of Personnel and Development (2011), 60

per cent of progress projects fail because of resistance to change. The labour forces that must be

considered should be integrated into the planning framework.

In associations that change regularly, the board is not a revoked commitment. They gain

an advantage over competitors and maintain market possibilities. The emphasis on things, cycles,

personalities, and markets has resulted in a "significant reduction in progress" in the high-level

world. A formalized paraphrase (1970), Change necessitates extraordinary efforts.

Organizations, like persons, have a daily presence and an explanation. Change the board should

begin at the conception stage and continue throughout the enterprise. Duck's defrosting,

alteration, and refreezing. The CEOs distinguish between internal and external ecological

perspectives that will aid them in initiating future initiatives.

2.2 Common types of Organizational Changes

Shawn Grimsley defines legitimate Change as the cycle by which an organization's

substance modifies its plan, system, action tactics, culture, and growth utilized and the overall

consequence of the advancements on the company. These motions constantly occur over a

specific period. Brown (2016), distinguishes three types of progress:

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Innovative, developmental, and game-changing. Developmental Change is either planned

or unplanned, and it assesses current aspects of an organization through updating capacities and

cycles. The goal of transitory transformation is to achieve a perceived goal that differs from the

existing one. Advancement change is an unforgiving approach to managing change that deviates

from the organization's preferences in terms of strategy and tactics, culture, or frameworks.

2.2.1 Unplanned versus Planned Change.

An Unplanned change occurs as frequently as possible due to regional events inside the

organization, causing the mindful faculty to react in a perplexed and topsy-turvy manner. The

clarifications for events can be attributed solely to events, new tongues, and biases. Unwanted

Change occurs when pioneers make specific and insentient decisions that are irrelevant to the

possibility of development. Internal and external factors may influence course change beyond

managers' capacities to identify and control. These two explanations for the setups for planned

and developing upgrades were introduced by (Saetren 2017).

He continues to argue that managing change necessitates leaders focusing on and

inspecting the areas under their control. To absorb the concept of progress, careful planning and

analysis and a risky execution stage are required.

2.2.2 Episodic Versus Continuous Change

According to the author, the distinction between tedious and productive Change is

'conflicting, sporadic, and purposeful' (Cameron,& Green, 2019). Meandering aimlessly through

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Change substitutes one framework with a refined version of another. A consistent change, on the

other hand, is "constant, changing, and joined." Individuals in this stage of development are

gradually acclimating to new ideas and socializing what they have discovered. Doing these ideas

precisely could have a significant influence.

A relationship between the two types of changes aids in exposing the significance of an

organization's future, improvement, and progression in comparison to long-term goals. Various

organizations have expressed apprehension about implementing a primary interminable change

strategy. As a result, have benefited from carefully selected steady change principles while

allowing ample room for flexibility to oblige and experiment with various things with

unexpected changes in a vivid life.

Change can be plotted along radical incremental and focus periphery hatchets using the

above components (Watson et al., 2020). Plotting any of the identified sections along these

scales demonstrates how difficult Change is and the annoyance it is likely to produce. Radical

adjustments implemented on an organization's medium business create significant disruption.

This is because 'consistent acclimations to perimeter practices are in many cases considered as

average and can be suffering according to ordinary technique, particularly if the social affair

included has a strong history of persisting new development.' Watson et al. (2020). offers a

formalized version of Pennington's reasonable under illustrates the effect of graphing the
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attributes on the scales.

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2.3 Reasons for Change

The topic of study is change and change management. Therefore, it is infeasible to

tackle the outcomes related to specific changes without acknowledging the triggers. According

to Tetenbaum, as adduced by Macmillan (2004), there are six underlying reasons

for organizational changes. Some of the listed changes include:

o Advanced technology has metamorphosed ways of communication, markets

o and led to the growth of online industries.

o The world has become a global village; the world is now considered as one

community.

o Swelling competition in various markets

o Introduction of new ways of doing businesses and new practices

o Technological changes bring about an increase in speed in companies.

Given the complexities of the job, quicker and more appropriate reactions are required.

According to the study, these alterations could occur either outdoors or within. Outside

influences, such as political and economic conditions, may act as catalysts for change. For

example, governments may impose new restrictions such as a ban on plastic bags or the lowest

fair salary for representatives, which will affect the type of advancement accomplished.

According to Watson et al. (2020), social and mechanical factors both contribute to long-term

change. Less complex job has resulted from creative movements, internet shopping stages, SAP,

and ERP systems. These advancements primarily affect the most common method for

reexamining faculty and zeroing in on potential clients. The efforts of an organization's

competitors will result in Change. For example, an associate union may be motivated to gain

additional shares to expand into new business areas.

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The primary causes of legal Change have been classified into four categories: 'Environment'

(social, political, and legal), 'Expanding' (the pursuit of customer fulfilment), 'Development,' and

'People' (new abilities and limits). As a result, companies must understand the underlying causes

of the Need for Change. As a result, modifying necessitates the assurance of an acceptable

procedure, as this will result in advancement.

2.1 Theoretical Literature

The theoretical literature review contributes to the foundation of existing speculations, their

connections, the extent to which current premises have been investigated, and the development

of new theories to test. A scientific unit can be a single hypothetical concept or a comprehensive

hypothesis or structure.

2.1.1 Lewin's change management model

In his 1936 book Principles of Topological Psychology, Lewin contends that to

comprehend a group's behaviour, it is necessary to detect the areas that exhibit social changes.

The advantages of such an evaluation include the ability to understand the activities of

individuals and organizations and the critical goals that should be renounced or strengthened

during the period spent beginning Change. Barbara Reinhold sees transformation as a sluggish

and steady cycle. Lewin admits that behaviour modification is a complex interaction, but he

avoids the key points. He assures that specific events, which he associates with individual,

progressive, and social attitudes will drive controls around here to move so quickly and

dramatically, sabotaging the same old thing due to the establishment of 'another equilibrium.

Worley (2014), emphasizes that changes in aggregate behaviour should be noted more

than individualistic Change. This is because even with a large number of modifications, single

changes are frequently provided ineffectively. Individuals are compelled to adapt to such
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adjustments in light of the total pushing power. To create state abnormality and impact

change, pack level factors should combine guidelines, jobs, affiliation, and socialization

methods. Kurt Lewin developed a three-adventure model to assist in appreciating the phases of

a change project and determining how to change techniques might be implemented without

persistent resistance. Mr Lewin (1947a). The steps mentioned in his theory are Unfreezing

Moving/Change and Refreezing.

Unfreezing. This level initially admits that human behaviour is determined by the

circumstances of activities, with various compelling factors adjusting to it. According to

Lewin, the situation of congruity should be dealt with first (defrosted) before the previous

behaviour can be taken on. Lewin agrees but adds that a broad range of changes is unique

extramental cycles.' He also emphasizes three critical difficulties that must be addressed to use

the defrosting process. He states that arguments should be given for why the current state of

issues should be removed and making fear for the new change portion and, finally, mental

prosperity. He contends that if these details are disregarded, no change will occur. Moving.

Unfreezing is not the ultimate solution but instead stimulates the learning process but fails to

control or predict the direction. Any change faces resistance forces. As such, individuals must

consider all the details related to a change and evaluate them, thus supporting the advancement

from a less acceptable trait to a set that is more acceptable and embraced.

Refreezing. It is the model's last stage. Its primary goal is to prevent the new plan of

acquired provisions from exchanging. The new arrangements should be practical and have the

capacity to avoid a relapse associated with the understudy's various features, character, and

ecological parts. Schein's viewpoint supports what Lewin intended to illustrate when he

depicted solid Change as a social event that included principles and methodology. Effective
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work environment refreezing necessitates a shift in multiple levels of culture, codes,

regulations, and practices. The diagram below summarizes Kurt Lewin's change model.

Despite significant hypotheses and endeavours directed into advancing these concepts, it

has been subjected to scrutiny from various professionals who have attempted to uncover flaws

in it and provide solutions. They stated that Lewin's approach to managing change was too

simple to be implemented in today's world, where changes within organizations are constant and

open-ended cycles.

It is also stated that because Lewin's concept focuses on the amount of progress while

ignoring the rate of progress, it is irrelevant in fanatic cycles. According to Quinn, it is

unavoidable for constant growth to result in massive changes. It is critical because Lewin's

change model focuses on behaviour changes from several perspectives, including group,

progressive, and social Change regardless of whether quick and progressive changes work best in

situations that necessitate significant vital adjustments.

The third argument raised was that Lewin's model ignored the role of administrative

interests and authority when evaluating conflicts in organizations. Regardless, this study has

been tested, with the caveat that, given Lewin's religious bias and bias in his theory, there is a

slim chance that power and administrative difficulties were overlooked.

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The other study stemmed from Lewin's belief that a progressive organizational style

worked better for change execution rather than a bottom-up organizational structure. Lewin also

ensured that the need and desire to improve energized the change connection. To expand, every

member, regardless of whether a leader or a pioneer, adopted a role to play simultaneously.

2.1.2 Kotter's change management theory

John Kotter, a Harvard professor and progress expert, developed a hypothesis that

focused on individuals associated with the change cycle and their cerebrum science. He breaks it

down into eight phases. Tan (2016), stated that John's initial step was to instil a desire to act

quickly in others. The gathering drew pioneers and change agents representing various capacities

and divisions. By defining your overarching vision for the objectives, you wish to accomplish,

communicating with all stakeholders involved in the Change the leaders' cycle to ensure their

initial accountability and understanding of their roles, and identifying and resolving impediments

and issues that contribute to disintegration, you can fragment your board change strategy into

manageable steps. Maintaining energy levels throughout the execution cycle and, finally,
 23

assisting subsequent movements. The diagram low depicts the eight phases of Kotter's Theory.

2.1.3 ADKAR change management model

The ADKAR model, developed by Jeff Hiatt, Prosci's coordinator, establishes five

fundamental objectives for your Change management cycle. One of the objectives is to unearth

the need for change throughout your organization. Toma (2019), discussed the desire that

enables one to express one's viewpoint in such a way that everyone is referred to desires change,
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Knowledge that empowers each individual to perform their delegated task effectively during a

change cooperation Capacity to ensure that all delegates possess the necessary skills and

readiness to carry out their responsibilities successfully Finally, assistance in retaining agents

and associates following the Change to ensure they maintain consistency with the enhanced

method of completing tasks.

2.1.4 Nudge theory

Lin (2020), discussed the nudge theory as a piecemeal model concerned with enacting

Change through the use of a particular mentality. Perhaps, rather than establishing progressive

change expectations and anticipating that people agreed, nudge theory advocates recognizing a

highly effective technique for coercing agents into requiring the Change on their own. This

entails viewing the desired Change through the eyes of your representatives, demonstrating how

it was nefit them, approaching it as a proposition rather than a request, and soliciting input

throughout the cycle. The diagram to the right illustrates the Nudge theory.
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2.1.5 Bridges transition model

Wasim Bridges, a change researcher, created Sampling. It demonstrates the exhilarating

progress that individuals make when confronted with and accepting Change. Sampling identifies

three stages, which organizations should assist delegates in investigating. The critical stages are

the culmination, route, and surrender, as many people's primary response to Change is fear and

discomfort. The accompanying development is the neutral zone, which implies that when

Change occurs, individuals are forced to choose tween continuing with the status quo and

welcoming the new. Finally, the new ginning means that once the recent Change is implemented,

people enter a period of affirmation and solace due to the newly developed strategy for

accomplishing goals.

2.3 Conceptual Framework

Independent Variables Dependent Variables

Determinants
Change Management
Recruitment criteria
Income
Technology
Inflation rate
Organization policies
Leadership

Planning
Performance of Alibaba Group
Company in China

Moderating/Intervening Variables
Government policy
Interest rates
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CHAPTER THREE: RESEARCH METHODOLOGY

3.1 Introduction

This section discusses the investigation's examination strategy and tactics, including an

itemized discussion of the investigation's exploration configuration, research components, and a

detailed description of the example and population portrayal and selection. All of the

examination devices, data collection strategies, and data analysis techniques have en mentioned.

3.2 Research design

According to Yun (2020), a research design is "a diagram for a social event and breaking

down information to appear at explicit responses to examine queries." The investigation plan for

this examination was exciting. This is because it drives one variable to see how a specific brand

name haves from another variable. A visual exam elucidates the relationship between tween

variables. This approach is ideal for establishing a link tween change leaders and execution at

Alibaba Group's Chinese subsidiary.

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3.3 Scope of the Study

My primary focus on this study was to discuss the impacts of change management on the

performance of Alibaba Group Company in China. In achieving this Study analyzed both the

dependent and independent variables as highlighted in the conceptual framework.

3.4 Target Population

Jing (2019), suggested that all parts that meet Sampling requirements for consideration in

an examination are referred to as a general population. The population for which information is

sought in measures is referred to as the target individuals. According to Falcone (2019), a

populace is a prominent collection of people, administrations, parts, and events, similar to an

array of things or dwellings that are evaluated. The researcher-minded assessment involves 40

people, including Alibaba Group Company officials and other Alibaba Company representatives

in China.

3.5 Sampling procedure and Sampling size

Schmuck (2020), defined Sampling as a subset of the population with the characteristics

you're looking for. Sampling size refers to the level of the target population that the researcher

was select for data collection. The inquiry used an enlisting outline request from ten respondents

at the Hong Kong headquarters office, divided into several divisions. When the population is

small, enlistment study is feasible, and it is necessary when the parts are dissimilar. When the

population is small and unreliable, any model we choose may represent the entire population. As
 28

a result, given the small population and the ease of reaching the organizations, it was legal for

me to use the enrollment mechanism.

3.6 Research instruments

The Study was used as the testing device in this request. Alibaba Group headquarters

officials and other representatives provided an online survey containing closed and open-ended

questions to gather essential information. The evaluation was divided into two parts. Zhang

(2020), suggested that the first portion focused on establishment measurements, while the second

focused on-board changes and their implications for Alibaba's presentation. I chose a survey

over other approaches since it saved me time and aided in extracting useful information.

I'll consult the library's magazines and journals, as well as those available online. Periodicals and

appropriations were critical in providing confidential information on the effects of the CEOs'

progress on the Alibaba Company's performance.

3.7 Data collection Procedure

Rui (2018) defined Data collection as a process for obtaining new bits of information

and answering the questions that lead to the evaluation. The data employed in this investigation

was quantitative. Discretionary data was gathered from the association's websites, publications,

and circulations, which tracked the organization's progress over time. Important information for

my request was collected from Human Resources office reviews, which assisted me in seeking

my examination report.

3.8 Methods of Data analysis

The researcher used quantitative systems to segregate the data. After receiving the

respondents' questionnaires, the responses were changed, ordered, categorized, and organized to

conduct a quantitative analysis using the Statistical Package for Social Science (SPSS version
 29

21). The findings of the investigation were presented using tables and figures. The data gathered

was double-checked for accuracy and readability. The data was then organized, coded, and

counted.

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