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Stakeholder approach for evaluating organizational change projects

Stakeholder approach for evaluating organizational change projects Purpose – This paper aims to create a model for evaluating organizational change initiatives from a stakeholder resistance viewpoint. Design/methodology/approach – The paper presents a model to evaluate change projects and their expected benefits. Factors affecting the challenge to implement change were defined based on stakeholder theory literature. The authors test the model's practical validity for screening change initiatives to improve operating room productivity. Findings – Change initiatives can be evaluated using six factors: the effect of the planned intervention on stakeholders' actions and position; stakeholders' capability to influence the project's implementation; motivation to participate; capability to change; change complexity; and management capability. Research limitations/implications – The presented model's generalizability should be explored by filtering presented factors through a larger number of historical cases operating in different healthcare contexts. The link between stakeholders, the change challenge and the outcomes of change projects needs to be empirically tested. Practical implications – The proposed model can be used to prioritize change projects, manage stakeholder resistance and establish a better organizational and professional competence for managing healthcare organization change projects. Originality/value – New insights into existing stakeholder‐related understanding of change project successes are provided. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Health Care Quality Assurance Emerald Publishing

Stakeholder approach for evaluating organizational change projects

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References (46)

Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0952-6862
DOI
10.1108/09526860810890413
pmid
18785343
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to create a model for evaluating organizational change initiatives from a stakeholder resistance viewpoint. Design/methodology/approach – The paper presents a model to evaluate change projects and their expected benefits. Factors affecting the challenge to implement change were defined based on stakeholder theory literature. The authors test the model's practical validity for screening change initiatives to improve operating room productivity. Findings – Change initiatives can be evaluated using six factors: the effect of the planned intervention on stakeholders' actions and position; stakeholders' capability to influence the project's implementation; motivation to participate; capability to change; change complexity; and management capability. Research limitations/implications – The presented model's generalizability should be explored by filtering presented factors through a larger number of historical cases operating in different healthcare contexts. The link between stakeholders, the change challenge and the outcomes of change projects needs to be empirically tested. Practical implications – The proposed model can be used to prioritize change projects, manage stakeholder resistance and establish a better organizational and professional competence for managing healthcare organization change projects. Originality/value – New insights into existing stakeholder‐related understanding of change project successes are provided.

Journal

International Journal of Health Care Quality AssuranceEmerald Publishing

Published: Jul 18, 2008

Keywords: Stakeholder analysis; Organizational change; Project management; Operating theatres; Finland

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