Implementing Planned Change: An Empirical Comparison of Theoretical Perspectives

Matthew W. Ford and Bertie M. Greer
Additional contact information
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)
Date: 2005

Downloads: (external link)
http://www.bsu.edu/mcobwin/majb/?p=57 (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: http://EconPapers.repec.org/RePEc:maj:ancoec:v:20:y:2005:i:2:p:59-69

Access Statistics for this article

More articles in American Journal of Business from American Journal of Business (Formerly Named "Mid-American Journal of Business")
Contact information at EDIRC.
Series data maintained by Judy Lane ().