Project failure rates continue to rise. Prior research consisted of factors that influenced project failures such as employee change resistance and ineffective communications. The purpose of this study was to address a management dilemma regarding which communication channels should organizations invest to manage employee resistance during Customer Relationship Management (CRM) implementations. This study conducted a quantitative correlational study using multiple regressions for the purpose of determining the relationship between communication channels used during change initiatives and employee resistance to change. Findings revealed that as usage of specific communication channels, such as e-mail, telephone/conference bridge, instant messaging, and face-to-face interactions increased, there was a tendency for resistance to change within the same dimension to be lowered. However, findings were inconclusive in terms of looking at resistance to change as a whole.
|Subjects||Management; Communication; Organizational behavior|
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