Understanding the divide between the theory and practice of organisational change
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Published:
Jul 1, 2015
Keywords:
Change Management, Theory, Practice, Text analysis, Scientometrics
Main Article Content
Abstract
This paper reviews the different ways that academics and practitioners write about and discuss change management, to develop an understanding of whether there is a divide between the theory and practice of change management. This research used scientometric research techniques to compare three corpora: one based on the most cited research in the general management literature on change management; one based on the most cited research in specialist change management journals; and one based on interviews with practising change managers.
It was found that the general management literature emphasised an abstract understanding of knowledge management and the learning organisation, while the change management literature focused more on issues associated with value, culture and social identity. The practitioners emphasised issues at the individual, project and team levels, the need for the effective use of targeted communication to achieve organisational change objectives, and the value of rapidly identifying key drivers in a new context. This research found significant differences between these three corpora, which lends support to other researchers’ claims of a divide between theory and practice in change management.
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Section
Research Articles (PEER REVIEWED)
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Börner, K., (2010), Atlas of Science: Visualizing What We Know, MIT Press, London.
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Buchanan, D., (1993), "Review of 'A Strategy of Change: Concepts and Controversies in the Management of Change", Journal of Management Studies, Vol. 30, No. 4, pp: 684-686.
Cao, G. and McHugh, M., (2005), "A Systemic View of Change Management and Its Conceptual Underpinnings", Systemic Practice and Action Research, Vol. 18, No. 5, pp: 475-490. doi: http://dx.doi.org/10.1007/s11213-005-8484-4.
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Chesbrough, H. 2010, 'Business Model Innovation: Opportunities and Barriers', Long Range Planning, vol. 43, pp. 354-363. doi: http://dx.doi.org/10.1016/j.lrp.2009.07.010.
Connor, D., (1993), Managing at the Speed of Change. Random House.
Crawford, L. and Nahmais, A., (2010), "Competencies for managing change", International Journal of Project Management, Vol. 28, pp: 405-412. doi: http://dx.doi.org/10.1016/j.ijproman.2010.01.015.
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Dvir, T., Kass, N. and Shamir, B., (2004), "The emotional bond: vision and organizational commitment among high-tech employees", Journal of Organizational Change Management, Vol. 17, No. 2, pp: 126-143. doi: http://dx.doi.org/10.1108/09534810410530575.
Garvin, D., (1993), "Building a Learning Organization", Harvard Business Review, Vol. 71, No. 4, pp: 78-91.
Grover, V., Jeong, S., Kettinger, W. and Teng, J., (1995), "The Implementation of Business Process Reengineering", Journal of Management Information Systems, Vol. 12, No. 1, pp: 109-144.
Goede, M., (2011), "Globalization of small islands: the role models of Curacao," International Journal of Commerce and Management, Vol. 21, pp: 192–212. doi: http://dx.doi.org/10.1108/10569211111144364.
Gupta, P. (2011), "Leading innovation change—the Kotter way," International Journal of Innovation Science, Vol. 3, pp.: 141–149. doi: http://dx.doi.org/10.1260/1757-2223.3.3.141.
Guzzo, R. and Dickson, M., (1996), "Teams in Organizations: Recent Research on Performance and Effectiveness, Annual Review of Psychology", Annual Review of Psychology, Vol. 47, pp: 307-338. doi: http://dx.doi.org/10.1146/annurev.psych.47.1.307.
Hook, P. and Börner, K., (2005), "Educational Knowledge Domain Visualizations: Tools to Navigate, Understand, and Internalize the Structure of Scholarly Knowledge and Expertise", in A. Spink and C. Cole (eds), New Directions in Cognitive Information Retrieval, Springer-Verlag, Netherlands, pp: 187-208. doi: http://dx.doi.org/10.1007/1-4020-4014-8_10.
Hook, P., (2007), "Domain Maps: Purposes, History, Parallels with Cartography, and Applications", 11th Annual Information Visualization International Conference, IEEE Computer Society Conference Publishing, Zurich, pp: 442-446. doi: http://dx.doi.org/10.1109/IV.2007.42.
Hornstein, H., (2015), "The integration of project management and organizational change management is now a necessity," International Journal of Project Management, 33, pp: 291-298. doi: http://dx.doi.org/10.1016/j.ijproman.2014.08.005.
Iveroth, E., (2011), "The sociomaterial practice of IT-enabled change: A case study of a global transformation", Journal of Change Management, Vol. 11, No. 3, pp: 375-395. doi: http://dx.doi.org/10.1080/14697017.2011.573490.
Joffe, M., and Glynn, S., (2002), "Facilitating change and empowering employees," Journal of Change Management, Vol. 2, pp: 369–379. doi: http://dx.doi.org/10.1080/714042517.
Kavanagh, M. and Ashkanasy, N. (2006), "The Impact of Leadership and Change Management Strategy on Organizational Culture and Individual Acceptance of Change during a Merger", British Journal of Management, Vol. 17, pp: 81-103. doi: http://dx.doi.org/10.1111/j.1467-8551.2006.00480.x.
Kotter, J., (1996), Leading Change, Harvard Business School Press, Boston.
Kramer, J. and Magee, J., (1990), "The Evolving Philosophers Problem: Dynamic Change Management'", IEEE Transactions on Software Engineering, Vol. 16, No. 11, pp: 1293-1306. doi: http://dx.doi.org/10.1109/32.60317.
Legris, P., Ingham, J. and Collerette, P., (2003), "Why do people use information technology? A critical review of the technology acceptance model", Information & Management, Vol. 40, pp: 191-204. doi: http://dx.doi.org/10.1016/S0378-7206(01)00143-4.
Levinthal, D., (1997), "Adaptation on Rugged landscapes", Management Science, Vol. 43, No. 7, pp: 934-950. doi: http://dx.doi.org/10.1287/mnsc.43.7.934.
Lintukangas, K., Peltola, S., and Virolainen, V., (2009), "Some issues of supply management integration," Journal of Purchasing & Supply Management, Vol. 15, pp: 240–248. doi: http://dx.doi.org/10.1016/j.pursup.2009.03.001.
Mento, A., Jones, R. and Dirndorfer, W., (2002), "A change management process: Grounded in both teory and practice", Journal of Change Management, Vol. 3, No. 1, pp: 45-59. doi: http://dx.doi.org/10.1080/714042520.
Michel, A., Stegmaier, R. and Sonntag, K., (2010), "I scratch your back - you scratch mine. do procedural justice and organizational identification matter for employees' cooperation during change?", Journal of Change Management, Vol. 10, No. 1, pp: 257-274. doi: http://dx.doi.org/10.1080/14697010903549432.
Middleton, S., Liesch, P. and Steen, J., (2011), "Organizing time: Internationalization narratives of executive managers", International Business Review, Vol. 20, pp: 136-150. doi: http://dx.doi.org/10.1016/j.ibusrev.2010.07.007.
Nitta, K., Wrobel, S., Howard, J., and Jimmerson-Eddings, E., (2009), "Leading change of a school district organization," Public Performance & Management Review, Vol. 32, pp: 463–488. doi: http://dx.doi.org/10.2753/PMR1530-9576320305.
Ole, H., (2010), "The politics of middle management sensemaking and sensegiving", Journal of Change Management, Vol. 10, No. 2, pp: 195-215. doi: http://dx.doi.org/10.1080/14697011003795669.
Pearce, C. (2004), "The future of leadership: Combining vertical and shared leadership to transform knowledge work", Academy of Management Executive, Vol. 18, No. 1, pp: 47-57. doi: http://dx.doi.org/10.5465/AME.2004.12690298.
Phelan, M., (2005), "Cultural revitalization movements in organization change management," Journal of Change Management, 5, pp: 47–56. doi: http://dx.doi.org/10.1080/14697010500036106.
Pillay, J., Hackney, R., and Braganza, A., (2012), "Informing strategic IS change: towards a 'meta-learning' framework," Journal of Strategic Information Systems, Vol. 21, pp: 58–71. doi: http://dx.doi.org/10.1016/j.jsis.2011.12.002.
Pless, N. and Maak, T., (2004), "Building an Inclusive Diversity Culture: Principles, Process and Practice", Journal of Business Ethics, Vol. 54, pp: 129-147. doi: http://dx.doi.org/10.1007/s10551-004-9465-8.
Phillips, J., (1983), "Enhancing the effectiveness of organizational change management," Human Resource Management, Vol. 22, No. 1–2, pp: 183–99. doi: http://dx.doi.org/10.1002/hrm.3930220125.
Pollack, J. and Pollack, R., (2015), "Using Kotter's Eight Stage Process to Manage an Organisational Change Program: Presentation and Practice," Systemic Practice and Action Research, 28, pp: 51-66. doi: http://dx.doi.org/10.1007/s11213-014-9317-0.
Project Management Institute (PMI), (2013a), Managing Change in Organizations: A Practice Guide. Newtown Square, Project Management Institute.
Project Management Institute (PMI), (2013b), A Guide to the Project Management Body of Knowledge, 5th Edition. Newtown Square, Project Management Institute.
Raineri, A., (2011), "Change management practices: impact on perceived change results," Journal of Business Research, Vol. 64, pp: 266–272. doi: http://dx.doi.org/10.1016/j.jbusres.2009.11.011.
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