Organizational change models: A critical review of change management processes

Kenneth Sullivan, Dean Kashiwagi, Brian Lines

Research output: Chapter in Book/Report/Conference proceedingConference contribution

1 Citation (Scopus)

Abstract

Planned organizational change processes are of increasing need for organizations to maintain their competitive edge in today's global economy. Yet planned change efforts have been documented to have failure rates between 50-70 percent. Thus management skills and training in successful change processes is of high value. This article provides a critical review of organizational change models existing in the literature. Eleven literature change models were combined into a consolidated model of organizational change to identify the consistency in current research on this topic. The models were also analyzed according to their implementation (or lack thereof) into real-time change processes as well as documentation of performance information validating their success. Based upon these initial findings, areas of opportunity are identified to guide future research efforts towards improving the processes for planning and implementing organizational change.

Original languageEnglish (US)
Title of host publicationCOBRA 2011 - Proceedings of RICS Construction and Property Conference
Pages256-266
Number of pages11
StatePublished - 2011
EventRoyal Institution of Chartered Surveyors International Research Conference, COBRA 2011 - Salford, United Kingdom
Duration: Sep 12 2011Sep 13 2011

Other

OtherRoyal Institution of Chartered Surveyors International Research Conference, COBRA 2011
CountryUnited Kingdom
CitySalford
Period9/12/119/13/11

Fingerprint

Planning

Keywords

  • Change management
  • Change model
  • Organizational change
  • Performance measurement

ASJC Scopus subject areas

  • Civil and Structural Engineering
  • Building and Construction

Cite this

Sullivan, K., Kashiwagi, D., & Lines, B. (2011). Organizational change models: A critical review of change management processes. In COBRA 2011 - Proceedings of RICS Construction and Property Conference (pp. 256-266)

Organizational change models : A critical review of change management processes. / Sullivan, Kenneth; Kashiwagi, Dean; Lines, Brian.

COBRA 2011 - Proceedings of RICS Construction and Property Conference. 2011. p. 256-266.

Research output: Chapter in Book/Report/Conference proceedingConference contribution

Sullivan, K, Kashiwagi, D & Lines, B 2011, Organizational change models: A critical review of change management processes. in COBRA 2011 - Proceedings of RICS Construction and Property Conference. pp. 256-266, Royal Institution of Chartered Surveyors International Research Conference, COBRA 2011, Salford, United Kingdom, 9/12/11.
Sullivan K, Kashiwagi D, Lines B. Organizational change models: A critical review of change management processes. In COBRA 2011 - Proceedings of RICS Construction and Property Conference. 2011. p. 256-266
Sullivan, Kenneth ; Kashiwagi, Dean ; Lines, Brian. / Organizational change models : A critical review of change management processes. COBRA 2011 - Proceedings of RICS Construction and Property Conference. 2011. pp. 256-266
@inproceedings{8e25ab5e65ca4d43a1925a65753a1458,
title = "Organizational change models: A critical review of change management processes",
abstract = "Planned organizational change processes are of increasing need for organizations to maintain their competitive edge in today's global economy. Yet planned change efforts have been documented to have failure rates between 50-70 percent. Thus management skills and training in successful change processes is of high value. This article provides a critical review of organizational change models existing in the literature. Eleven literature change models were combined into a consolidated model of organizational change to identify the consistency in current research on this topic. The models were also analyzed according to their implementation (or lack thereof) into real-time change processes as well as documentation of performance information validating their success. Based upon these initial findings, areas of opportunity are identified to guide future research efforts towards improving the processes for planning and implementing organizational change.",
keywords = "Change management, Change model, Organizational change, Performance measurement",
author = "Kenneth Sullivan and Dean Kashiwagi and Brian Lines",
year = "2011",
language = "English (US)",
isbn = "9781907842191",
pages = "256--266",
booktitle = "COBRA 2011 - Proceedings of RICS Construction and Property Conference",

}

TY - GEN

T1 - Organizational change models

T2 - A critical review of change management processes

AU - Sullivan, Kenneth

AU - Kashiwagi, Dean

AU - Lines, Brian

PY - 2011

Y1 - 2011

N2 - Planned organizational change processes are of increasing need for organizations to maintain their competitive edge in today's global economy. Yet planned change efforts have been documented to have failure rates between 50-70 percent. Thus management skills and training in successful change processes is of high value. This article provides a critical review of organizational change models existing in the literature. Eleven literature change models were combined into a consolidated model of organizational change to identify the consistency in current research on this topic. The models were also analyzed according to their implementation (or lack thereof) into real-time change processes as well as documentation of performance information validating their success. Based upon these initial findings, areas of opportunity are identified to guide future research efforts towards improving the processes for planning and implementing organizational change.

AB - Planned organizational change processes are of increasing need for organizations to maintain their competitive edge in today's global economy. Yet planned change efforts have been documented to have failure rates between 50-70 percent. Thus management skills and training in successful change processes is of high value. This article provides a critical review of organizational change models existing in the literature. Eleven literature change models were combined into a consolidated model of organizational change to identify the consistency in current research on this topic. The models were also analyzed according to their implementation (or lack thereof) into real-time change processes as well as documentation of performance information validating their success. Based upon these initial findings, areas of opportunity are identified to guide future research efforts towards improving the processes for planning and implementing organizational change.

KW - Change management

KW - Change model

KW - Organizational change

KW - Performance measurement

UR - http://www.scopus.com/inward/record.url?scp=84874984733&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=84874984733&partnerID=8YFLogxK

M3 - Conference contribution

AN - SCOPUS:84874984733

SN - 9781907842191

SP - 256

EP - 266

BT - COBRA 2011 - Proceedings of RICS Construction and Property Conference

ER -