Online from: 1988
Subject Area: Health Care Management/Healthcare
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|Title:||Stakeholder approach for evaluating organizational change projects|
|Author(s):||Antti Peltokorpi, (Department of Industrial Engineering and Management, Helsinki University of Technology, Finland), Antti Alho, (Department of Industrial Engineering and Management, Helsinki University of Technology, Finland), Jaakko Kujala, (Department of Industrial Engineering and Management, Helsinki University of Technology, Finland), Johanna Aitamurto, (Director of Nursing, Päijät-Häme Hospital District, Lahti, Finland), Petri Parvinen, (Department of Industrial Engineering and Management, Helsinki University of Technology, Finland)|
|Citation:||Antti Peltokorpi, Antti Alho, Jaakko Kujala, Johanna Aitamurto, Petri Parvinen, (2008) "Stakeholder approach for evaluating organizational change projects", International Journal of Health Care Quality Assurance, Vol. 21 Iss: 5, pp.418 - 434|
|Keywords:||Finland, Operating theatres, Organizational change, Project management, Stakeholder analysis|
|Article type:||Conceptual paper|
|DOI:||10.1108/09526860810890413 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
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.
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