Success factors in dealing with significant change in an organization

Abstract

Purpose -As organizations attempt to deal with change that is transforming, research has identified factors that need to be present in order to optimize the change transformation. The purpose of this research paper is to focus on those critical success factors. Design/methodology/approach -After presenting a summary of the identified success factors, a combined quantitative and qualitative research methodology focusing on a single case study examines these critical factors in more depth. Findings -Presented are identified factors of previous research, and two additional critical factors are revealed: flexible curriculum -the need for a comprehensive action plan having a prescribed curriculum; and perception of personal gain -the need to present a clear understanding addressing the aspirations and individual personal goals of those who are both involved and affected by the significant change.Research limitations/implications -Beyond the limitations inherent in conducting both qualitative and quantitative research on a single case study, the emphasis of this investigation was at one end of a success continuum. While the focus was on the critical and important factors (one end), that leaves the discussion of any other factors and the continuum itself for future research. Practical implications -By having an action plan that addresses the critical factors for dealing with significant change, the organization increases its chances of a successful transformation, and it may also become a more flexible organization able to deal with future change. Originality/value -Through this research, two new critical success factors are identified that have impact upon organizations attempting to go through a major significant change transformation.

Change management in information systems projects for public organizations

“…Commitment of line managers to CM creates a situation that they identify with a change. They also manage the time of their subordinates accordingly, accounting for their involvement in change processes in their assignments (Chrusciel & Field, 2006 (Graetz, 2000). Communication by top management is seen as a powerful leverage in gaining commitment and building consensus about the required change (Kotter, 1995).…”

“…Employees' training was identified as important, but it is very subjective in nature (Chrusciel & Field, 2006). Employees' training is a clear demonstration of how to use the IS.…”

“…Top management support helps formulate and establish quality policies and objectives, provides resources and training, oversees IS implementation at all levels of the organization, and evaluates and revises the policy in light of results achieved (Chrusciel & Field, 2006;Sutanto et al, 2008).…”

“…The authors state the assumption that all factors are equally important and none of them has been prioritized. Sources: (Aladwani, 2001;Chrusciel & Field, 2006;Cocks, 2014;Davenport, Harris, & Cantrell, 2004;Graetz, 2000;Guimaraes et al, 1992;Hotek & White, 1999;Sutanto, Kankanhalli, Tay, Raman, & Tan, 2008;Weber & Weber, 2001). …”

An Introduction to Exdysivity Index for Organizational Change Capability Assessment

“…Chrusciel & Field (2006) identified action plan that addresses the critical factors for dealing with changes can increase the chance of successful change transformation. The action is important especially as the feedback after the assessment.…”