Implementing Planned Change: An Empirical Comparison of Theoretical Perspectives

Matthew W. Ford and Bertie M. Greer
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Matthew W. Ford: Northern Kentucky University
Bertie M. Greer: Northern Kentucky University

American Journal of Business, 2005, vol. 20, issue 2, pages 59-69

Abstract: Planned organizational change has been viewed from a variety of conceptual perspectives, and a plethora of variables that impact the change process have been proposed. However, few empirical studies have investigated the relationships thought to exist among change process variables. Drawing from questionnaire-based data obtained from managers involved in the implementation of change, we evaluate three plausible change model configurations using multivariate methods. Findings from the study support a dynamic change process configuration over a direct effects model. Results, discussion, implications and direction for further research are offered.

Keywords: Information systems; change models; direct effects model (search for similar items in EconPapers)
JEL-codes: R00 Z0 (search for similar items in EconPapers)

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