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Change management practices: Impact on perceived change results

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  • Raineri, Andrés B.

Abstract

Management literature frequently proposes the use of a set of managerial practices in order to facilitate the management of organizational change processes. This paper analyses differences in perception in the use of such practices, between change strategists and change receptors, and the impact these practices have on the outcomes of organizational change programs and on organizational results, in a sample of 90 organizations in Chile. Results show that, for the same change processes, change strategists report a higher use of change management practices than change receptors. Results also show that, during organizational change processes, firms use more frequently practices related to the change preparation stage in comparison to practices related to the change implementation stage. Finally, results show that, after controlling for organizational size, change program intensity, and service versus manufacturing industries, the use of change management practices has a significant impact on the accomplishment of the change program objectives and deadlines, but results do not show an impact on perceived organizational outcomes (changes in sales, financial results of the firm, operational productivity, and employee performance).

Suggested Citation

  • Raineri, Andrés B., 2011. "Change management practices: Impact on perceived change results," Journal of Business Research, Elsevier, vol. 64(3), pages 266-272, March.
    • Handle: RePEc:eee:jbrese:v:64:y:2011:i:3:p:266-272
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    Citations

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    Cited by:

    1. Shah, Naimatullah & Irani, Zahir & Sharif, Amir M., 2017. "Big data in an HR context: Exploring organizational change readiness, employee attitudes and behaviors," Journal of Business Research, Elsevier, vol. 70(C), pages 366-378.
    2. Heckmann, Nadine & Steger, Thomas & Dowling, Michael, 2016. "Organizational capacity for change, change experience, and change project performance," Journal of Business Research, Elsevier, vol. 69(2), pages 777-784.
    3. Paschal Onugha & Edwinah Amah, 2019. "Planned change and organizational effectiveness, the moderating role of organizational culture," Journal of Scientific Reports, IJSAB International, vol. 1(1), pages 28-43.
    4. Francesco Virili & Cristiano Ghiringhelli, 2021. "Uncertainty and Emerging Tensions in Organizational Change: A Grounded Theory Study on the Orchestrating Role of the Change Leader," Sustainability, MDPI, vol. 13(9), pages 1-22, April.
    5. Tariq Mahadeen & Kostas Galanakis & Elpida Samara & Pavlos Kilintzis, 2021. "Heuristics and Evidences Decision (HeED) Making: a Case Study in a Systemic Model for Transforming Decision Making from Heuristics-Based to Evidenced-Based," Journal of the Knowledge Economy, Springer;Portland International Center for Management of Engineering and Technology (PICMET), vol. 12(4), pages 1668-1693, December.
    6. Constantinos Choromides, 2021. "Leading change in Financial Service Organisations: An Exploration of Employees’ Perceptions of Management of Change Using an Organisational Justice Framework," SPOUDAI Journal of Economics and Business, SPOUDAI Journal of Economics and Business, University of Piraeus, vol. 71(3-4), pages 67-97, July-Dece.
    7. Irena Mladenova, 2022. "Impact Of Experience With Changes On Adaptability And Organizational Performance," HR and Technologies, Creative Space Association, issue 2, pages 70-87.
    8. Král, Pavel & Králová, Věra, 2016. "Approaches to changing organizational structure: The effect of drivers and communication," Journal of Business Research, Elsevier, vol. 69(11), pages 5169-5174.
    9. Robert M. Peterson & Avinash Malshe & Scott B. Friend & Howard Dover, 2021. "Sales enablement: conceptualizing and developing a dynamic capability," Journal of the Academy of Marketing Science, Springer, vol. 49(3), pages 542-565, May.
    10. Kirova, Valentina, 2023. "The wind of change: A dynamic managerial capabilities perspective on the role of marketing managers as strategic change agents," Journal of Business Research, Elsevier, vol. 160(C).
    11. Brenes, Esteban R. & Metzger, Michael & Requena, Bernardo, 2011. "Strategic management in Latin America: Issues and assessment," Journal of Business Research, Elsevier, vol. 64(3), pages 231-235, March.

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