Implementing Planned Change: An Empirical Comparison of Theoretical Perspectives
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
Citation
Ford, M.W. and Greer, B.M. (2005), "Implementing Planned Change: An Empirical Comparison of Theoretical Perspectives", American Journal of Business, Vol. 20 No. 2, pp. 59-69. https://doi.org/10.1108/19355181200500012
Publisher
:Emerald Group Publishing Limited
Copyright © 2005, Emerald Group Publishing Limited