Profiling change process patterns associated with successful implementation

by Peterson, Sharon E., Ph.D., CAPELLA UNIVERSITY, 2010, 163 pages; 3396511


The purpose of this study was to identify the factors in each stage of the change process that contribute to an organization's ability to achieve successful implementation. The six change process factors are: (a) establishment of need, (b) obtainment of top management support , (c) development of strategy, (d) obtainment of internal support, (e) development of resources, and (f) institutionalization of change. Based on a review of the literature, these six change process factors were explored in conjunction with the three steps in Lewin's 1951 change process model in showing associated implementation activities. This study involved several companies in Southern California that were undergoing or had completed transformational change events during the prior five-year period. Candidate companies were identified from two sources: (1) The World Aviation Directory (2008), and (2) the SBA Pro-net database. The following two research questions guided this study: (a) What are the factors in each stage of the change process that contribute to the successful implementation of a planned change program? (b) What stages in the change process seem to be the most important to successful implementation of a planned change program? One hundred (100) questionnaires were distributed to senior management personnel, general managers, vice presidents, directors, managers, and controllers of small- to medium-sized aerospace companies; 75 were returned, corresponding to a 75% response rate. Stepwise multiple regression analysis was performed to analyze the responses. Results of this study identified specific variables within each stage of the change process that are necessary for successful implementation, and related them to the seven dimensions of successful implementation tested in the study. The results of this analysis indicated that the success of planned change programs do indeed have multiple dimensions that encompass both people and the goals of the change. Breaking up the outcome variables associated with successful implementation into seven dimensions provided a better understanding of the critical elements within each stage of the change process.

AdviserGregory Gull
Source TypeDissertation
SubjectsManagement; Organization theory
Publication Number3396511

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