Skip to main content Accessibility help
×
Hostname: page-component-848d4c4894-hfldf Total loading time: 0 Render date: 2024-05-24T14:49:03.164Z Has data issue: false hasContentIssue false

Chapter 16 - Change Management as an Organizational and Project Capability

from Part III - People

Published online by Cambridge University Press:  08 June 2017

Shankar Sankaran
Affiliation:
University of Technology, Sydney
Ralf Müller
Affiliation:
BI Norwegian Business School
Nathalie Drouin
Affiliation:
Université du Québec à Montréal
Get access

Summary

Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Chapter
Information
Publisher: Cambridge University Press
Print publication year: 2017

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Abraham, M., Sullivan, T., & Griffin, D. (2002). Implementing NAGPRA: The effective management of legislated change in museums. Management Decision, 40(1), 3549.Google Scholar
Alsene, E. (1998). Internal changes and project management structures within enterprises. International Journal of Project Management, 17(6), 367376.CrossRefGoogle Scholar
Ansari, S. & Bell, J. (2009). Five easy pieces: A case study of cost management as organizational change. Journal of Accounting & Organizational Change, 5(2), 139167.Google Scholar
Appelbaum, S., Habashy, S., Malo, J. & Shafiq, H. (2012). Back to the future: Revisiting Kotter’s 1996 change model. Journal of Management Development, 31(8), 764782.CrossRefGoogle Scholar
Aubry, M., Hobbs, B., & Thuillier, D. (2007). A new framework for understanding organizational project management through PMO. International Journal of Project Management, 25(4), 328336.Google Scholar
Beeson, I. & Davies, C. (2000). Emergence and accomplishment in organizational change. Journal of Organizational Change Management, 13(2), 178189.Google Scholar
Boddy, D. & Macbeth, D. (2000). Prescriptions for managing change: A survey of their effects in projects to implement collaborative working between organizations. International Journal of Project Management, 18(5), 297306.Google Scholar
Brisson-Banks, C. (2010). Managing change and transitions: A comparison of different models and their commonalities. Library Management, 31(4/5), 241252.Google Scholar
Buchanan, D. (1993). Review of “A strategy of change: Concepts and controversies in the management of change.” Journal of Management Studies, 30(4), 684686.Google Scholar
Brocklesby, J. (1997). Becoming multimethodology literate: An assessment of the cognitive difficulties of working across paradigms. In Mingers, J. & Gill, A. (Eds.) Multimethodology: The Theory and Practice of Combining Management Science Methodologies. 189216. Chichester: John Wiley & Sons.Google Scholar
Burrell, G. & Morgan, G. (1979). Sociological Paradigms and Organisational Analysis. Aldershot, England: Gower Publishing.Google Scholar
Casey, M. M., Payne, W. R., & Eime, R. M. (2012). Organisational readiness and capacity building strategies of sporting organisations to promote health. Sport Management Review, 15(1) 109124.CrossRefGoogle Scholar
Cegielski, C., Hall, D., & Rebman, C. (2006). Enterprise resource planning systems implementation success. International Journal of Information Systems and Change Management, 1(3): 301317.Google Scholar
Checkland, P. & Holwell, S. (1998). Information, Systems, and Information Systems: Making Sense of the Field. Chichester: Wiley.Google Scholar
Chia, R. (2013). Paradigms and Perspectives on Organizational Project management Research: Implications for knowledge-creation. In Drouin, N., Müller, R., &, Sankaran, S. (Eds.), Novel Approaches to Organizational Project Management Research: Translational and Transformational Copenhagen: Copenhagen Business School Press, 3355.Google Scholar
Choi, S., Holmberg, I., Lowstedt, J., & Brommels, M. (2011). Executive management in radical change – The case of the Karolinska University Hospital merger. Scandinavian Journal of Management, 27(1), 1123.Google Scholar
Connor, D. (1993). Managing at the Speed of Change. Random House.Google Scholar
Crawford, L. (2011). Adding change implementation to the project manager’s toolkit, In Proceedings of the Annual Project Management Australia Conference (PMOz): Project Management at the Speed of Light, Sydney, NSW, 2–5 August, 2011.Google Scholar
Crawford, L. & Nahmias, A. H. (2010). Competencies for managing change. International Journal of Project Management 28(4), 405412.Google Scholar
Day, M., & Atkinson, D. (2004). Large-scale transitional procurement change in the aerospace industry. Journal of Purchasing & Supply Management, 10(6), 257268.CrossRefGoogle Scholar
Drouin, N., Sankaran, S., & Müller, R. (2016). The nature of organizational project management and its role as an organizational capability. EURAM, 1–4 June, 2016, Paris, France.Google Scholar
Fahri, J., Biesenthal, C., Pollack, J., & Sankaran, S. (2015). Understanding megaproject success beyond the project close-out stage. Construction Economics and Building, 15(3), 4858.Google Scholar
Garfein, S. J. & Sankaran, S. (2011). Work preferences of project and program managers, change managers and project team members: The importance of knowing the difference, In PMI Global Congress, Dallas, Texas, 22–25 October 2011.Google Scholar
Goede, M. (2011). Globalization of small islands: The role models of Curacao. International Journal of Commerce and Management, 21(2), 192212.CrossRefGoogle Scholar
Gupta, P. (2011). Leading innovation change: The Kotter way. International Journal of Innovation Science, 3(3), 141149.Google Scholar
Hiatt, J. (2006). ADKAR: a Model for Change in Business, Government and Our Community. Loveland, Colorado, Prosci Learning Centre Publications.Google Scholar
Hornstein, H. (2015). The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33, 291298.CrossRefGoogle Scholar
Jarocki, T. (2011). The Next Evolution – Enhancing and Unifying Project and Change Management. San Francisco: Brown and Williams.Google Scholar
Kloppenborg, T. & Opfer, W. (2002). The current state of project management: Trends, interpretations, and predictions. Project Management Journal, 33(2), 518.Google Scholar
Kotter, J. (1996). Leading Change. Boston, Harvard Business School Press.Google Scholar
Lehmann, V. (2010). Connecting changes to projects using a historical perspective: Towards some new canvases for researchers. International Journal of Project Management, 28, 328338.CrossRefGoogle Scholar
Levasseur, R. (2010). People skills: Ensuring project success – A change management perspective. Interfaces, 40(2), 159162.CrossRefGoogle Scholar
Leybourne, S. (2006). Improvisation within the project management of change: Some Observations from UK financial services. Journal of Change Management, 6(4), 365381.Google Scholar
Leybourne, S. (2007). The changing bias of project management research: A consideration of the literatures and an application of extant theory. Project Management Journal, 38(1), 6173.CrossRefGoogle Scholar
Mento, A., Jones, R., & Dirndorfer, W. (2002). A change management process: Grounded in both theory and practice. Journal of Change Management, 3(1): 4559.Google Scholar
Mingers, J. (1997a). Multi-paradigm multimethodology. In, Mingers, J. & Gill, A. (Eds.), ultimethodology: The Theory and Practice of Combining Management Science Methodologies, 120. Chichester: John Wiley & Sons.Google Scholar
Mingers, J. (1997b). Towards critical pluralism. In, Mingers, J. & Gill, A. (Eds.), Multimethodology: The Theory and Practice of Combining Management Science Methodologies, 407440. Chichester, John Wiley & Sons.Google Scholar
Mingers, J. (2003). The paucity of multimethod research: A review of the information systems literature. Information Systems Journal, 13(3), 233249.CrossRefGoogle Scholar
Mingers, J. & Brocklesby, J. (1997). Multimethodology: Towards a framework for mixing methodologies. Omega, International Journal of Management Science, 25(5), 489509.CrossRefGoogle Scholar
Morris, P. (2002). Science, objective knowledge, and the theory of project management. Proceedings of the ICE – Civil Engineering, 150(2), 8290.Google Scholar
Morris, P. (2013). Reconstructing project management reprised: A knowledge perspective. Project Management Journal, 44(5), 623.Google Scholar
Munro, I. & Mingers, J. (2002). The use of multimethodology in practice – results of a survey of practitioners. Journal of the Operational Research Society, 53, 369378.Google Scholar
Nitta, K., Wrobel, S., Howard, J., & Jimmerson-Eddings, E. (2009). Leading change of a school district organization. Public Performance & Management Review, 32(3), 463488.CrossRefGoogle Scholar
Pádár, K., Pataki, B., & Sebestyen, Z. (2011). A comparative analysis of stakeholder and role theories in project management and change management. International Journal of Management Cases, 14: 252260.Google Scholar
Parker, D. W., Charlton, J., Ribeiro, A., & Pathak, R.D. (2013). Integration of project-based management and change management: Intervention methodology. International Journal of Production Performance Management, 62(5), 534544.Google Scholar
Pillay, J., Hackney, R., & Braganza, A. (2012). Informing strategic IS change: Towards a ‘meta-learning’ framework. Journal of Strategic Information Systems, 21(1), 5871.Google Scholar
Phillips, J. (1983). Enhancing the effectiveness of organizational change management. Human Resource Management, 22(1–2), 183199.Google Scholar
PMI (2013a). Managing Change in Organizations: A Practice Guide. Newtown Square, PA, Project Management Institute.Google Scholar
PMI (2013b). A Guide to the Project Management Body of Knowledge, 5th Ed. Newtown Square, Project Management Institute.Google Scholar
Pollack, J. & Adler, D. (2015). Emergent trends and passing fads in project management research: A scientometric analysis of changes in the field. International Journal of Project Management, 33, 236248: doi: 10.1016/j.ijproman.2014.04.011.Google Scholar
Pollack, J. & Algeo, C. (2014a). A comparison of project manager and change manager involvement in organisational change project activities and stages. Journal of Modern Project Management, 2(2), 817.Google Scholar
Pollack, J. & Algeo, C. (2014b). Perspectives on formal authority between project managers and change managers. Project Management Journal, 45(5), 2743, doi: 10.1002/pmj.21446.Google Scholar
Pollack, J. & Algeo, C. (2016). Project managers’ and change managers’ contribution to success. International Journal of Managing Projects in Business, 9(2), 451465, http://dx.doi.org/10.1108/IJMPB-09-2015-0085.CrossRefGoogle Scholar
Pollack, J. & Pollack, R. (2015). Using Kotter’s eight stage process to manage an organisational change program: Presentation and practice. Systemic Practice and Action Research, 28, 5166. DOI 10.1007/s11213-014-9317-0.Google Scholar
Raineri, A. (2011). Change management practices: Impact on perceived change results. Journal of Business Research, 64, 266272.Google Scholar
Reed, M. (1985). Redirections in Organizational Analysis. London, Tavistok.Google Scholar
Sankaran, S. & Agarwal, R. (2012) Rethinking project management goals and methods to suit service systems. Proceedings of the 56th Annual Meeting of the ISSS, 114.Google Scholar
Sikorko, P. (2008). Transforming library and higher education support services: Can change models help? Library Management, 29(4/5), 307318.Google Scholar
Smith, I. (2011). Orgnaisational quality and organisational change: Interconnecting paths to effectiveness. Library Management, 32(1), 111128.Google Scholar
Söderlund, J. (2010). Knowledge entrainment and project management: The case of large-scale transformation projects. International Journal of Project Management, 28(2), 130141.CrossRefGoogle Scholar
Stewart, J. & Kringas, P. (2003). Change management: Strategy and values in six agencies from the Australian Public Service. Public Administration Review, 63(6), 675688.Google Scholar
Turner, R. & Cochrane, R. (1993). Goals-and-methods matrix: Coping with projects with ill defined goals and/or methods of achieving them. International Journal of Project Management, 11(2), 93102.Google Scholar
Urli, B. & Urli, D. (2000). Project management in North America, stability of the concepts. Project Management Journal, 31(3), 3343.Google Scholar
White, L. & Taket, A. (1997). Critiquing multimethodology as metamethodology: Working towards pragmatic pluralism. In, Mingers, J. & Gill, A. (Eds.) Multimethodology: The Theory and Practice of Combining Management Science Methodologies, 379405. Chichester: John Wiley & Sons.Google Scholar
Winch, G., Meunier, M., Head, J., & Russ, K. (2012). Projects as the content and process of change: The case of the health safety laboratory. International Journal of Project Management, 30(2), 141152.CrossRefGoogle Scholar
Wolstenholme, E. (1999). Qualitative vs quantitative modelling: The evolving balance. Journal of the Operational Research Society, 50, 422428.CrossRefGoogle Scholar
Yeo, K. T. (1993). Systems thinking and project management – time to reunite, International Journal of Project Management, 11(2), 111117.Google Scholar

Save book to Kindle

To save this book to your Kindle, first ensure coreplatform@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×