Creating successful organization change

Goodstein, Leonard D.; Burke, W. Warner

doi:10.1016/0090-2616(91)90050-j

Cited by 125 publications

(84 citation statements)

References 4 publications

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“…Although control systems are often prescribed as necessary elements of effective change process (e.g., Goodstein and Burke, 1994;Simons, 1995), many managers appear to ignore or avoid formal control systems to manage change (Charan and Colvin, 1999). Lorange and Murphy (1984) suggested that managers might not use management control systems when implementing change out of fear that their original plans would be proven wrong.…”

Section: Extent Of Management Control System Usementioning

confidence: 99%

The relationship between management control system usage and planned change achievement: An exploratory study

Ford

Greer

2005

Journal of Change Management

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Although the relevance of management control systems to successful change achievement has been conceptually acknowledged, empirical matters such as measuring the contribution of control systems to effective change implementation lack practical investigation. Using data obtained from managers in 22 organizations, we explore the extent to which managers believe their management control systems are employed when implementing planned change. Relationships between commonly employed management controls and implementation success are also estimated. Results indicated that managers used management control systems less extensively than other elements of change process, although usage of control systems increased with implementation. A strong relationship was found between the use of control systems based on outcomes monitoring and implementation success. However, there was no significant relationship between the use of behavior-based controls and implementation success. Overall, the findings suggest that many organizations may underutilize formal controls, particularly those related to outcomes monitoring, when managing change.

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Section: Extent Of Management Control System Usementioning

confidence: 99%

The relationship between management control system usage and planned change achievement: An exploratory study

Ford

Greer

2005

Journal of Change Management

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“…These are small changes that alter certain small aspects, looking for an improvement in the present situation, but keeping the general working framework ( Blumenthal and Haspeslagh, 1994;Goodstein and Burke, 1991;Greiner, 1972;Levy, 1986;Mezias and Glynn, 1993;Nadler and Tushman, 1989;1990). The second type of changes are strategic, transformational, revolutionary or second order ones.…”

mentioning

confidence: 99%

Resistance to change: a literature review and empirical study

Val

Fuentes

2003

Management Decision

321

197

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others) stress that the reasons for the failure of many change initiatives can be found in resistance to change. Resistance to change introduces costs and delays into the change process (Ansoff, 1990) that are difficult to anticipate (Lorenzo, 2000) but must be taken into consideration. Resistance has also been considered as a source of information, being useful in learning how to develop a more successful change process (Beer and

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“…The successful implementation of TQM requires effective change in the culture of a company. It is almost impossible to have changes in a company without any a concentrated effort by the administration, which aims at a continuous improvement in an open communication and cooperation throughout the enterprise (Bell and Burnham, 1989;Ettkin et al, 1990;Goodstein and Burke, 1991;Handfield and Ghosh, 1994;Choi, 1995;Hamlin et al, 1997;Zeitz et al, 1997;Daft, 1998;Abraham et al, 1999;Adebanjo and Kehoe, 1999;Ho et al, 1999).…”

Section: Leadershipmentioning

confidence: 99%

Total Quality Management implementation in Greek businesses: Comparative assessment 2009-2013

Vranaki

Vranakis

Sarigiannidis

2015

Int. J. Prod. Manag. Eng.

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The competition in the Greek manufacturing sector has become very intense and the need for businesses to survive, under these very difficult conditions, forces them to find new ways to increase their profits, but also to attract new customers and to retain old. A necessary condition for long-term business survival is to maintain a high product quality level. The implementation of Total Quality Management (TQM) approach is a key factor to achieve this goal.The main objective of this research is to identify the current situation as far as the implementation of TQM by Greek manufacturing firms, and finally to compare the results between the current research and the previous research of 2009 (Vranaki et al., 2010). The research model that has been developed incorporates nine factors which are found in literature to influence Total Quality Management. A structured questionnaire has been developed and distributed to executives of 61 companies. Descriptive statistics as well as Structure Equation Modeling (SEM) techniques were used to analyze the data.

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Creating successful organization change

Cited by 125 publications

References 4 publications

The relationship between management control system usage and planned change achievement: An exploratory study

The relationship between management control system usage and planned change achievement: An exploratory study

Resistance to change: a literature review and empirical study

Total Quality Management implementation in Greek businesses: Comparative assessment 2009-2013

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