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Implementing change: matching implementation methods and change type

Robert Waldersee (School of Management, Queensland University of Technology, Brisbane, Australia)
Andrew Griffiths (School of Business, University of Queensland, Brisbane, Australia)

Leadership & Organization Development Journal

ISSN: 0143-7739

Article publication date: 1 July 2004

Abstract

The implementation of organizational change has long been problematic. Over time two approaches have developed. The participative approach assumes that employee support is a pre‐requisite of change. The unilateral approach argues that behavior must be changed first and attitude will follow. The results of a study of 408 change episodes indicate that unilateral implementation approaches are more effective than participative. While employee support was related to change success, it was the function of change type not participative implementation. Behavioral‐social change types generate more support than technical‐structural changes. The implications for future research are discussed.

Keywords

Citation

Waldersee, R. and Griffiths, A. (2004), "Implementing change: matching implementation methods and change type", Leadership & Organization Development Journal, Vol. 25 No. 5, pp. 424-434. https://doi.org/10.1108/01437730410544746

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited