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Theoretical background the impact on the nature of work (McHugh, 1996). Human values and organizational effectiveness often come into conflict during large-scale change (Alderfer, 1977), as it may be impossible to integrate the employee and organizational needs (Beer & Walton, 1987). For instance, a change that improves the organization’s short-term financial performance may simultaneously decrease employee well-being. The level of success in organizational change may vary in time (Pettigrew, 1990), and in the long run the crucial issue often is whether the change is sustained, i.e. whether the new work methods and performance levels do not decay but persist for an appropriate period (Buchanan et al., 2005). Instead of examining the ultimate success of change programs, the current study addresses change program performance by evaluating how the early program activities contribute to the progress of the entire program. The study is based on the assumption that the early activities affect the program’s eventual success. For example, early planning activities may help ensure that the planned changes fit with the organization’s specific features and situation. Next, the discussion is turned to the key issues in successful initiation of change. Change management literature includes many lists of “best practices” of change. The different stages of the suggested stage models often incorporate success factors, and success factors are sometimes depicted as steps that should be followed in a particular order (Lanning, 2001). Several authors have provided extensive, empirically based lists of success factors or enablers of change (e.g. Covin & Killmann, 1990; Fernandez & Rainey, 2006; Greiner, 1967; Kotter, 1995). The proposed success factors have been similar across different types of change initiatives, and the same enablers are reported to apply to both public and private sectors. Table 6 lists commonly described success factors that are relevant at the early stage of change. The factors included in the table are grouped into three categories: factors related to establishing the intent for change, factors that aim at ensuring resources for the change effort, and factors related to mobilizing change. Table 6 provides examples of studies that mention each factor. Both research-oriented and practitioner-oriented studies are included, but all the studies are based on either empirical observations or systematic reviews of existing research. Many success factors listed in Table 6 particularly concern change initiation, such as the creation of a shared vision, a sense of urgency, and a purposeful plan. Others, such as the existence of a skillful leader, a dedicated program team, and effective communication, affect the whole change process, but are relevant also during the early stage of change. Actually, when comparing the list of factors in Table 6 with the full (stage- 38
Theoretical background independent) listings of success factors of change presented in the literature, a conclusion can be made that most of the success factors of organizational change somehow deal with change initiation, planning and preparation. There are still some stated success factors that mainly concern later stages of change, for example, monitoring and evaluating the progress of change, providing training regarding the change results, and rewarding for success (e.g. Fernandez & Rainey, 2006; Lanning, 2001). Although the basis for these activities may already be laid during the early stage of change (e.g. by creating reward systems and control procedures), in this dissertation these activities are viewed primarily as success factors of change implementation and thus mainly excluded from the discussion. Table 6 Success factors related to the early stage of change programs Reported success factors Examples of studies Establishing intent Visible need and pressure for change Clear and shared vision and sense of direction Purposeful plan for change content and change process Ensuring resources Skillful and charismatic leader Dedicated and powerful program team Visible senior management support and involvement Supportive and receptive organizational atmosphere Mobilizing change Participative or empowering approach in planning Greiner, 1967; Covin & Kilmann, 1990; Kotter, 1995; Lanning, 2001; Fernandez & Rainey, 2006; Leppitt, 2006; Cunningham & Kempling, 2009 Covin & Kilmann, 1990; Bamford & Daniel, 2005; Kotter, 1995; Leppitt, 2006; Marks, 2007; Cunningham & Kempling, 2009 Lanning, 2001; Fernandez & Rainey, 2006; Leppitt, 2006; Cunningham & Kempling, 2009 Covin & Kilmann, 1990; Salminen, 2000; Lanning, 2001 Kotter, 1995; Lanning, 2001 Greiner, 1967; Covin & Kilmann, 1990; Lanning; 2000; Lok, Hung, Walsh, Wang, & Crawford, 2005; Fernandez & Rainey, 2006 Howes & Quinn, 1978; Lanning, 2001; Bamford & Daniel, 2005; Covin & Kilmann, 1990; Kotter, 1995; Salminen, 2000; Lanning, 2001; Bamford & Daniel, 2005; Lok et al., 2005; Marks, 2007 High degree of communication Covin & Kilmann, 1990; Lanning, 2001; Marks, 2007; Cunningham & Kempling, 2009 Sustaining the momentum Kotter, 1995; Marks, 2007 Before examining the success factors more closely, it is worthwhile to note that some studies have taken an alternative perspective, listing factors that contribute to the failure of organizational change (Covin & Killman, 1990; Darragh & Campbell, 2001; Kotter, 1995). These studies attribute failure to a wide variety of issues, including but not limited to top managers forcing 39
Page 1: DepartmentofIndustrialEngineeringan
Page 4 and 5: Supervisor Professor Karlos Artto I
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Page 10 and 11: I would also like to thank many oth
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Research methodology and data and p
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Research methodology and data termi
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Research methodology and data main
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Research methodology and data progr
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Research methodology and data point
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Research methodology and data case.
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Research methodology and data activ
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Results Center has a long tradition
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Results Figure 8 The program struct
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Results made the change extremely c
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Results from Bureau’s various uni
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Results Figure 9 The program struct
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Results “Domain” (a pseudonym).
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Results Instead of an official prog
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Results program was seen to be on t
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Results Figure 11 Illustration of t
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Results Q4 (Center, program manager
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Results Q8 (Bureau, project partici
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Results stronger during the course
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Results personnel of the local unit
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Results Figure 12 Different types o
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Results planning. Information seeki
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Results practice, guarding activiti
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Results Table 14 Comparison of boun
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Results categories, based on the ac
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Results 4.4 Readiness for change pr
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Results In case Center, the overall
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Results Q42 (Center, top manager):
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Results daily work to take care of
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Results work. At the time of the se
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Results view of readiness for chang
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Results Table 17 Identified associa
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Results has been vital to show that
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Results Table 18 Identified associa
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Results this fall we have establish
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Results 4.5.3 Identified associatio
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Results central line managers in pr
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Results Table 20 Summary of the ide
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Results Like task coordinating acti
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Results The characteristics of the
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Results authority, but he gradually
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Results Regarding the third case, t
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Results happen in this challenging
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Results program launch the program
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Results The other two cases, Bureau
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Discussion hand, in time orientatio
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Discussion To sum up the discussion
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Discussion and resource seeking has
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Discussion differ on the amount of
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Discussion Case Center demonstrated
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Discussion Previous empirical resea
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Discussion description responsible
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Discussion and these representative
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Discussion achieving the required l
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Discussion 2009; Blomquist & Mülle
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198 Discussion program initiation a
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Discussion 5.2.3 Program autonomy a
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Discussion may even be portrayed as
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Discussion presented by Ericksen an
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Discussion a legitimate position, a
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Discussion internal validity, espec
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Conclusion 6. Conclusion In this ch
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Conclusion Finally, in line with re
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Conclusion provided indications of
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References References Aaltio-Marjos
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218 References Balogun, J. 2003. Fr
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References Cacciatori, E. 2008. Mem
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References Dunphy, D. 1996. Organiz
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224 References Glueck, W. F. 1969.
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References Jensen, C., Johansson, S
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References Lehtonen, P. 2007. The e
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References Mealia, L. W. 1978. Lear
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References Parker, R., & Bradley, L
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234 References Sashkin M., & Burke,
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References Thompson, J. D. 1967. Or
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Appendices Appendices Appendix 1: I
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Appendices Interview outline: case
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Appendices Appendix 2: Code framewo
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Boundary type Overall view in case
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Boundary type Overall view in case
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Boundary aspect Temporal Most progr
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Categories and types of boundary ac
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Indicators of readiness for change
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