Change Readiness

Finch, Edward

doi:10.1002/9781119967316.ch2

Cited by 4 publications

(3 citation statements)

References 5 publications

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“…This paper examines the impact of partner opportunism on willingness to engage of the affected organization. Willingness to engage pertains to the choice of the organization to decide the extent to which it wants to invest effort in the project (Connor-Smith and Flachsbart, 2007; Finch, 2013). The choice is available since effort is intangible and cannot be directly controlled through the contract.…”

Section: Introductionmentioning

confidence: 99%

Partner opportunism and willingness to engage in project relationships

Chaudhry

2020

JSMA

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PurposeThe paper seeks to understand the implications of partner opportunism for project relationships.Design/methodology/approachBased on the theoretical literature, the paper presents a conceptual model considering the perspective of the organization impacted by partner opportunism.FindingsThe model proposes that partner opportunism lowers willingness to engage by creating perception of loss. The undesirable impact of opportunism on perceived loss is less if the partner has made high relation-specific investments. Also, the negative impact of perceived loss on willingness to engage is less if the partner is difficult to substitute.Research limitations/implicationsThe model can be tested in the context of information technology (IT) relationships because of scope for opportunism in IT project relationships. Data can be collected through experimental vignettes.Originality/valueThe model contributes by investigating novel aspects of governance, behavioral consequences of opportunism and relation-specific investments in project relationships. The paper suggests that organizations can protect themselves against the ill effects of partner opportunism by enabling their stakeholders to invest substantial time and effort in the relationship and fortify relational quality and bonding.

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Section: Introductionmentioning

confidence: 99%

Partner opportunism and willingness to engage in project relationships

Chaudhry

2020

JSMA

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“…The operations and maintenance (O&M) phase always lasts for several decades of years, and the system may be unusable after changes, such as renewal/retrofit or FM personnel restructuring. It has been researched that during the building FM phase, the changes in building systems will happen around every three years, and the changes in building internal elements, such as space partitions, will be 5-7 years (Finch, 2012a). The space changes are closely related to the FM systems.…”

Section: Hospital Facilities Managementmentioning

confidence: 99%

A BIM-based space-oriented solution for hospital facilities management

Wen

Tang

2021

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Purpose This paper aims to propose a space-oriented solution as an interface enabling the knowledge transfer between the building and the facilities management (FM) industry. Design/methodology/approach The research gap is explored based on practical investigations in six large-scale hospitals in China. The theory of engineering systems integration inspires the proposed solution. A practical scenario is demonstrated to explain the workflow of this solution. Findings It is founded that lagging information updates of FM systems in hospital project are one of the main reasons for inefficient and costly FM workflow. Building information modelling (BIM) model could provide accurate building information to the FM systems at the building handover stage. However, few researchers focus on the continuous information transfer solution from the BIM model to FM systems during the building in-use phase. An interface should be established for the “conversation” between the frequent changes of building and the FM systems in the post-construction period. Practical implications The information updates in three FM systems due to space changes in a hospital project is considered as a practical scenario in this paper. It is presented with the workflow and the data logic chain. Originality/value The originality of this paper is to propose a solution to integrate the space information provided by the BIM model with the parameters of particular FM systems. This solution deploys a BIM model for the FM industry. The solution could allow the FM personnel to ease operations and maintenance workflow by updating the space information in the BIM model.

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“…Consequently, efficient change management has been suggested to be the key for successful relocation and new workplace accommodation implementation (LaFramboise et al, 2003). However, the organizations' and the facilities' readiness for change varies: the readiness is connected to willingness and state of being (Finch, 2011). Further, the link between change management and internal communication has been recognized (Kitchen and Daly, 2002) and communication has been stated to have an important role in change processes (Elving, 2005).…”

Section: Engagement and Change Managementmentioning

confidence: 99%

Social impacts of a short-distance relocation process and new ways of working

Christersson

Heywood

Rothe

2017

JCRE

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Purpose The purpose of this paper is to investigate the social impacts of short-distance office relocation that also involved a new way of working, as perceived by employees during a relocation process. Relocation is any process of moving business premises and can consist of (often) significant change in locality, building change, workplace change and ways of working. This case study was not influenced by the effect of locality change making it hence a short-distance relocation. Design/methodology/approach The social impacts are analysed based on the perceptions of approximately 15 per cent (nine employees) of the case organization across the relocation process – two months before, one week before and four months after the move. The qualitative data collection is conducted by semi-structured interviews, supplemented by diaries and participatory action research. Findings Before the relocation, the subject organization’s old premises were considered inadequate. Still, employees had concerns during the process about the new open office environment including the adoption of new ways of working. Some employees did experience resistance towards the change, although the amount of engagement possibilities was deemed sufficient and engagement recognized as an important part of the process. After the relocation, adaptation was considered easier than originally anticipated and experiences of improved inter-team collaboration were reported by most while others experienced just the opposite, pointing out to emerging individual differences. Research limitations/implications The limitations of this study arise mainly from the ability to statistically generalize on the basis of a single case study which this paper represents. Furthermore, since the last interviews were made four months after the move, all post-occupancy implications were possibly not yet fully experienced. Originality/value The paper provides information on the social impacts of organizational relocation process, as it identifies individual employee perceptions during a relocation process where locality change is minimal. Moreover, the threefold research approach across the relocation process enables the appearance of possible time-dependent development of adaptation to change in employee perceptions and these perceptions to be analysed in more detail.

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Change Readiness

Cited by 4 publications

References 5 publications

Partner opportunism and willingness to engage in project relationships

Partner opportunism and willingness to engage in project relationships

A BIM-based space-oriented solution for hospital facilities management

Social impacts of a short-distance relocation process and new ways of working

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