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Implementing change: matching implementation methods and change type

Implementing change: matching implementation methods and change type The implementation of organizational change has long been problematic. Over time two approaches have developed. The participative approach assumes that employee support is a pre‐requisite of change. The unilateral approach argues that behavior must be changed first and attitude will follow. The results of a study of 408 change episodes indicate that unilateral implementation approaches are more effective than participative. While employee support was related to change success, it was the function of change type not participative implementation. Behavioral‐social change types generate more support than technical‐structural changes. The implications for future research are discussed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

Implementing change: matching implementation methods and change type

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Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
0143-7739
DOI
10.1108/01437730410544746
Publisher site
See Article on Publisher Site

Abstract

The implementation of organizational change has long been problematic. Over time two approaches have developed. The participative approach assumes that employee support is a pre‐requisite of change. The unilateral approach argues that behavior must be changed first and attitude will follow. The results of a study of 408 change episodes indicate that unilateral implementation approaches are more effective than participative. While employee support was related to change success, it was the function of change type not participative implementation. Behavioral‐social change types generate more support than technical‐structural changes. The implications for future research are discussed.

Journal

Leadership & Organization Development Journal – Emerald Publishing

Published: Jul 1, 2004

Keywords: Change management; Contingency planning

References

  • Strategies for change
    Beer, M.; Driscoll, J.
  • Cracking the code of change
    Beer, M.; Nohria, N.
  • Why change programs don't produce change
    Beer, M.; Eisenstat, R.; Spector, B.
  • The Hawthorne studies: a radical criticism
    Carey, A.
  • A framework for transformational change in organizations
    Chapman, J.
  • Overcoming resistance to change
    Coch, L.; French, J.