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PurposeThe purpose of this paper is to introduce a proprietary survey instrument – “ChangeTracking Survey®” – which measures employees' perceptions of organizational change and captures their experiences during the course of change management in their organizations.Design/methodology/approachThe authors present an empirical study of employees involved in change management projects in 146 organizations situated in 27 countries across a variety of industries, nationalities and languages, using robust statistical analysis. Hofstede's work is used as a foundation for understanding cross‐cultural differences in organizations from across the world.FindingsThe paper finds significant differences in certain characteristics of change projects between different nationalities.Practical implicationsThe findings present new and recent knowledge of the cross‐cultural dynamics in change management projects, which would prove useful to change managers throughout the world.Originality/valueThis research is recent and is extensive in its examination of the effects of national cultures on change management initiatives internationally.

Purpose Project governance has been linked to project success because top management support is necessary for projects to succeed. However, top managers are time poor and it is not clear which project governance mechanisms are effective for project success. The purpose of this paper is to address this issue and identify project governance mechanisms that correlate with success. Design/methodology/approach This is a quantitative study. A theoretical model of project governance was developed and tested with secondary industry data gathered from 51 global organisations and 66,817 responses. Findings The results found five project governance mechanisms (Vision, Change, Sponsor, KPI and Monitor) significantly correlate with project success and are effective at different stages in the project lifecycle. Originality/value Earlier research has found a relationship between project governance and project success but it has not been specific enough to guide top managers in practice. This is the first research to take this next step and identify project governance mechanisms that correlate with project success. One finding of this research that has particular value is the identification of when in the project lifecycle a particular governance mechanism is most effective.

PurposeThis paper introduces a contemporary model developed by a Sydney‐based consulting firm, ChangeTracking Research. The model was developed through an initial survey of 146 companies based in 27 countries.Design/methodology/approachThe authors present a change development model which uses Hofstede's work as a foundation for understanding cross‐cultural differences in organizations from across the world and how that affects change management in these cultures. The model is informed by initial surveys of employees from 27 nationalities in 146 companies working in a variety of industries.FindingsThe paper presents a model that identifies six key drivers arising from different cultural dimensions that determine success in change management projects.Practical implicationsThe model developed in this paper introduces new knowledge of the cross‐cultural dynamics in change management projects which would prove useful to change managers throughout the world.Originality/valueThe paper presents a unique model that presents six key drivers that determine the success of change management. A subset of clusters under each driver presents an in‐depth understanding of the critical issues to be recognized and managed in differing cultural contexts.

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