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Guest editorial

Guest editorial JAOC 14,1 Next concepts for successful organizational change According to a Capgemini Consulting (2010) study, 25 per cent of all the change management initiatives fail, productivity decreases about 25 per cent in times of change and employee turnover increases by approximately 10 per cent. Other studies show similar findings (Shin et al.,2012; Zhang and Rajagopalan, 2010). These numbers indicate that, typically, change management not only has a major impact on company’s performance – but in many cases, it makes the situation even worse. This is an unacceptable outcome because, obviously, companies apply change management to achieve a turnaround in performance and productivity. The high number of change management disasters has fostered an academic debate in the recent years focusing on the reasons for failure. This debate is quite self-critical because many scholars see this issue as more than a problem of practitioners who fail to properly implement good theoretical concepts. Burnes and Cooke (2012, pp. 1416-1417), for example, argue that several change management projects fail because most theoretical concepts are evidently based on problematic normative assumptions. According to these authors, most approaches perceive change as something positive which is, therefore, legitimized. Thus, several scholars and managers approach changes with http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Accounting & Organizational Change Emerald Publishing

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References (33)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1832-5912
DOI
10.1108/JAOC-09-2017-0080
Publisher site
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Abstract

JAOC 14,1 Next concepts for successful organizational change According to a Capgemini Consulting (2010) study, 25 per cent of all the change management initiatives fail, productivity decreases about 25 per cent in times of change and employee turnover increases by approximately 10 per cent. Other studies show similar findings (Shin et al.,2012; Zhang and Rajagopalan, 2010). These numbers indicate that, typically, change management not only has a major impact on company’s performance – but in many cases, it makes the situation even worse. This is an unacceptable outcome because, obviously, companies apply change management to achieve a turnaround in performance and productivity. The high number of change management disasters has fostered an academic debate in the recent years focusing on the reasons for failure. This debate is quite self-critical because many scholars see this issue as more than a problem of practitioners who fail to properly implement good theoretical concepts. Burnes and Cooke (2012, pp. 1416-1417), for example, argue that several change management projects fail because most theoretical concepts are evidently based on problematic normative assumptions. According to these authors, most approaches perceive change as something positive which is, therefore, legitimized. Thus, several scholars and managers approach changes with

Journal

Journal of Accounting & Organizational Change – Emerald Publishing

Published: Mar 5, 2018

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