The relative effect of change drivers in large-scale organizational change: An empirical study

Abstract

Existing research has identified a number of drivers of organizational change, such as leadership, participation, communication, and training. It has typically explored the impact of a single change driver, such as leadership, in a given organizational change, but has not sufficiently explored the relative effect of multiple drivers or their relationship to individual adoption of change initiatives within large-scale organizational change. In this paper we look at the relative impact of four change drivers in a planned organizational change in a large U.S. bank. We used a multi-method research approach, involving survey, interview, and case data, to examine the relative effect of leadership, participation, training, and communication as change drivers and to understand their relationship to individuals' adoption of the change initiatives. Our results show statistically significant differences in the perceived average significance of change drivers to individual adoption of change initiatives and statistically significant differences in their association with individual adoption of change. We discuss our results in terms of contextual vs. individual change drivers, the relationship between change drivers and the stages of change, and the characteristics of change drivers. We conclude with a discussion of directions for future research and change practice.

Citation

Whelan-Berry, K.S., Gordon, J.R. and Hinings, C.R. (2003), "The relative effect of change drivers in large-scale organizational change: An empirical study", Research in Organizational Change and Development (Research in Organizational Change and Development, Vol. 14), Emerald Group Publishing Limited, Leeds, pp. 99-146. https://doi.org/10.1016/S0897-3016(03)14081-5