Success factors in dealing with significant change in an organization

Abstract

Purpose

As organizations attempt to deal with change that is transforming, research has identified factors that need to be present in order to optimize the change transformation. The purpose of this research paper is to focus on those critical success factors.

Design/methodology/approach

After presenting a summary of the identified success factors, a combined quantitative and qualitative research methodology focusing on a single case study examines these critical factors in more depth.

Findings

Presented are identified factors of previous research, and two additional critical factors are revealed: flexible curriculum – the need for a comprehensive action plan having a prescribed curriculum; and perception of personal gain – the need to present a clear understanding addressing the aspirations and individual personal goals of those who are both involved and affected by the significant change.

Research limitations/implications

Beyond the limitations inherent in conducting both qualitative and quantitative research on a single case study, the emphasis of this investigation was at one end of a success continuum. While the focus was on the critical and important factors (one end), that leaves the discussion of any other factors and the continuum itself for future research.

Practical implications

By having an action plan that addresses the critical factors for dealing with significant change, the organization increases its chances of a successful transformation, and it may also become a more flexible organization able to deal with future change.

Originality/value

Through this research, two new critical success factors are identified that have impact upon organizations attempting to go through a major significant change transformation.

Citation

Chrusciel, D. and Field, D.W. (2006), "Success factors in dealing with significant change in an organization", Business Process Management Journal, Vol. 12 No. 4, pp. 503-516. https://doi.org/10.1108/14637150610678096