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Factors that impact the success of an organizational change: a case study analysis

2017; Emerald Publishing Limited; Volume: 49; Issue: 5 Linguagem: Inglês

10.1108/ict-02-2017-0006

1758-5767

Steven H. Appelbaum, Aleksey Cameron, Floris Ensink, Jahnabi Hazarika, Raid Attir, Rouba Ezzedine, V. C. Shekhar,

Organizational Learning and Leadership

Purpose The purpose of this paper is to investigate the factors that impact the success of an organizational change within an organization under study. Design/methodology/approach Five hypotheses were developed to investigate independent variables as possible factors affecting employees’ commitment to change. The research is based on a three-step process consisting of a literature review and field research through survey and interviews. The literature review served to establish an important foundation for understanding the problem. The field research involved employees taking part in the change completing a survey. Individual interviews were also conducted with management level employees actively involved in the change process. The paper is an empirical-based case analysis. Findings The results demonstrate that employees’ commitment to change, in this organization, can be improved through increasing formal and informal communication, creating adaptive organizational systems and enhancing the role of transformational leaders during the change. Research limitations/implications Sample size was affected due to the limited availability of employees during a specific organizational cycle. Increased sample size would allow further investigation about employees’ commitment to change. Additional research could be done on how the company’s systems and practices can be adapted to change. Practical implications The success of a change project is critical for its future strategy and major project implementation. It is crucial that a systematic process be followed to implement this change. It is suggested that the John Kotter’s “eight” step change management model be adopted as a framework to the implementation plan. Social implications New behaviors are subject to degradation if they are not ingrained in social norms and shared values, i.e. if they do not become part of the culture. Managers emphasized that, even though they are creating a new team, they recognize the importance not to create a “Monster” or a new alien culture. Leaders must make sure that all new behaviors required for the integration become part of the existing culture. Originality/value The paper provides insight in some of the factors that lead to a successful organizational change and team integration. The paper recommends four steps to address communication, organizational systems and culture to improve employees’ commitment to change.