Can models of organizational change help to understand ‘success’ and ‘failure’ in community sentences? Applying Kotter’s model of organizational change to an Integrated Offender Management case study

King, Sam; Hopkins, Matt; Cornish, N.

doi:10.1177/1748895817721274

Cited by 6 publications

(10 citation statements)

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“…At its inception, this theory has become a baseline model in the area of organisational change management enhancement (Rosenbaum, More & Steane 2018). Theory has also been applied and tested in a variety of settings of change management, including health care (Balje, Carter & Velthuijsen 2015), criminal justice (King et al 2017), education (Watts, Cuellar & O'Sillivan 2008) and small and mediumsized enterprises (SMEs) (Nikolaos, George & Apostolos 2016). This justifies why this theoretical framework was used in the context of this study.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…The most difficult temptation to avoid is pushing the implementation stage too early. Most organisations make this mistake and end up experiencing resistance to change (King et al 2017;Watts et al 2008). Furthermore, by passing the early unfreezing stage, the change becomes purely cosmetic and expensive in the end, because it means that everything has to be repeated properly, after implementation (Balje et al 2015;Mourfield 2014).…”

Section: Phase 1: Unfreezingmentioning

confidence: 99%

“…Without reinforcement, change could be shortlived . Nevertheless, organisations need to reinforce continually and institutionalise the change by a variety of means (King et al 2017;Nikolaos et al 2016). This can assist them to prevent individuals and and groups resisting change.…”

Section: Phase 3: Refreezingmentioning

confidence: 99%

“…Some authors (Hendricks 2012;Nabe 2016) mention wide-ranging bottlenecks for the acceptance of new technology in local government departments in South Africa, among which are insufficient attention to change management techniques and acceptance by intended endusers. Information systems implementation needs to have a clear change management process in place to ensure a high rate of success; local government is still struggling in this regard (King, Hogkins & Cornish 2017). Most of IS implementation in the public sector that has failed often has followed a top-down instead of bottom-up approach (Nabe 2016).…”

Section: Introduction and Background Of The Studymentioning

confidence: 99%

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Post-implementation evaluation and challenges of Integrated Financial Management Information Systems for municipalities in South Africa

Gcora¹,

Chigona²

2019

SA Journal of Information Management

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This research study focused on the post-implementation evaluation of IFMIS in municipalities, as well as challenges affecting the implementation of IFMIS. The aim was to establish areas of improvement in the implementation of IFMIS.Method: Three stages (unfreezing, change and refreezing) and eight steps for successful change management were used as theoretical background to investigate this study. The study employed a qualitative approach and case study research strategy underpinned by the interpretivist philosophical paradigm. The study was performed in five municipalities of the Western Cape province, Republic of South Africa. Interviews were conducted using 16 end-users who were assigned to use IFMIS for work purposes; and specifically, three end-users were interviewed in each of the five municipalities. Deductive thematic analysis was used to analyse the factors affecting change management in the implementation of IFMIS.Results: Findings show that the implementation of IFMIS in municipalities was a top-down approach that encompasses a linear process where systems were implemented by external vendors, and then introduced to end-users afterwards. The study revealed that end-users were not involved in the implementation, and also that there are challenges affecting system use because of non-involvement of end-users during system implementation. Conclusion:Implementation should be a user-oriented process, thus resulting in resistance to systems use. End-users should be part of the implementation process and their recommendations should be incorporated in the implementation process because people are more likely to accept the forthcoming change if they know what to expect.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Phase 1: Unfreezingmentioning

confidence: 99%

Section: Phase 3: Refreezingmentioning

confidence: 99%

Section: Introduction and Background Of The Studymentioning

confidence: 99%

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Post-implementation evaluation and challenges of Integrated Financial Management Information Systems for municipalities in South Africa

Gcora¹,

Chigona²

2019

SA Journal of Information Management

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“…For example, Kotter's (1996) eight-stage process is often praised (Appelbaum et al , 2012) and has been widely applied because of its accessibility (e.g. King et al , 2017). There is very little direct empirical testing of this model, however, with the vast majority of evidence collected by Kotter himself.…”

Section: Evidence-based Organisational Change Managementmentioning

confidence: 99%

Improving evidence quality for organisational change management through open science

Evans

2020

JOCM

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PurposePopular contingency approaches to organisational change management imply that it is known what and when practices are most appropriate and effective to manage change. The current work aims to question this assumption.Design/methodology/approachThe current work critically reviews the quality of current evidence supporting organisational change management and considers the role of open science practices for the field.FindingsFirst, evidence informing organisational change management is poor, heavily reliant upon unquestioned theoretical models and low-quality cross-sectional or case-study designs. Greater adoption of an evidence-based approach to practice could facilitate organisational change management, but only once a higher quality of evidence is available to inform more robust practical guidance. Second, open science practices look well placed to drive a higher quality of evidence suitable for informing future change management.Originality/valueThe current work highlights the problematic nature of the quality and application of current evidence to inform organisational change and raises a number of recommendations to support future evidence development using an open science approach.

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Readiness for change: assessing employee commitment to peer worker integration in drug court settings

Izquierdo,

Bellamy

2023

Journal of Offender Rehabilitation

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The p po e of hi d a o a e Ma land D g Co emplo ee eadine and perceived commitment to peer worker integration, as measured by the Readiness for Organizational Change Scale and the Commitment to Organizational Change Scale. A nonexperimental quantitative cross-sectional correlational study was conducted with 110 employees of m l idi ciplina eam i hin Ma land Office of P oblem-Sol ing Co . K Le in nf ee e, change, ef ee e change model a ili ed a he o e a ching conceptual framework. Re l gge ha an emplo ee eadine fo pee o ke in eg a ion i a p ec o o an emplo ee commi men o pee o ke in eg a ion, and he efo e p edic an employee s probability of behavior prior to, during, and after peer worker integration. Therefore, drug courts should consider establishing initial and ongoing training for staff that specificallyfocuses on the purpose of the peer worker within the multidisciplinary team while also ensuring there is a strategic communication plan on the role and function of the peer worker. Additionally, drug courts could establish a peer worker referral system in the early stages of the drug court pa icipan ind c ion o inc ea e in e ac ion be een he pee o ke and m l idi ciplinary team members. Finally, drug courts should consider focusing on formally incorporating peer workers into the policies and procedures of drug courts and establish an evaluative process that includes peer workers in terms of drug court outcome measures.

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Can models of organizational change help to understand ‘success’ and ‘failure’ in community sentences? Applying Kotter’s model of organizational change to an Integrated Offender Management case study

Cited by 6 publications

References 50 publications

Post-implementation evaluation and challenges of Integrated Financial Management Information Systems for municipalities in South Africa

Post-implementation evaluation and challenges of Integrated Financial Management Information Systems for municipalities in South Africa

Improving evidence quality for organisational change management through open science

Readiness for change: assessing employee commitment to peer worker integration in drug court settings

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