Changes in employee perceptions during organizational change

Weber, Paula S.; Weber, James E.

doi:10.1108/01437730110403222

Cited by 135 publications

(127 citation statements)

References 28 publications

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“…The change agents must ensure that the organizational stakeholders understand the vision of how the IS will be able to transform the organization. It is very important to have a clear vision and objectives for organizational success, especially during times of increased uncertainty, such as a change process (Weber & Weber, 2001). It is also very important to understand the current state of the organization that can be viewed as the platform from which the CM plan will launch (Cocks, 2014).…”

Section: Critical Success Factors For Change Management In Informatiomentioning

confidence: 99%

“…There are many authors describing CSFs for CM (Averweg & Erwin, 1999;Graetz, 2000;Guimaraes, Igbaria, & Lu, 1992;Hotek & White, 1999;Palvia & Chervany, 1995;Rothwell & Kazanas, 1998;Underwood-Stephens & Cobb, 1999;Weber & Weber, 2001). However, there are not too many describing CSFs for CM in IS projects.…”

Section: Critical Success Factors For Change Management In Informatiomentioning

confidence: 99%

“…This factor reflects employees' perceptions of the extent to which an organization is ready to make changes to improve performance (Weber & Weber, 2001). Dealing with a change helps provide better understanding of forthcoming changes by employees.…”

Section: Planning a Projectmentioning

confidence: 99%

“…The authors state the assumption that all factors are equally important and none of them has been prioritized. Sources: (Aladwani, 2001;Chrusciel & Field, 2006;Cocks, 2014;Davenport, Harris, & Cantrell, 2004;Graetz, 2000;Guimaraes et al, 1992;Hotek & White, 1999;Sutanto, Kankanhalli, Tay, Raman, & Tan, 2008;Weber & Weber, 2001). …”

Section: Critical Success Factors For Change Management In Informatiomentioning

confidence: 99%

“…Employees' training is a clear demonstration of how to use the IS. After conducting training, employees will gain initial experience with the change, and as a result the initiative will bear an impact on them; they may demonstrate greater understanding and support for management and the planned change effort (Weber & Weber, 2001). …”

Section: Planning a Projectmentioning

confidence: 99%

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Change management in information systems projects for public organizations

Ziemba

Obłąk²

2015

IJIKM

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It can be argued that public organizations, in order to provide the public with sufficient services in the current, highly competitive and continuously evolving environment, require changes. The changes that become necessary are often related to the implementation of information systems (IS). Moreover, when organizations are faced with changes, a change management (CM) process needs to be put in place. CM theories that are currently available to practitioners and academics are often contradictory; they mostly lack empirical evidence and are supported by unchallenged hypotheses concerning the nature of the contemporary CM. The aim of this paper is, therefore, to identify critical success factors (CFSs) for CM in IS projects. In order to reach this aim an explanation of changes in public organizations and the nature of CM are presented. Following this, a framework of CFSs for CM in IS projects are identified based on the literature review. The paper also examines two IS projects and uses them to demonstrate CFSs influencing CM in IS projects in Polish pubic organizations. A discussion of the research findings is provided and the paper concludes with a presentation of the study's contributions and limitations as well as the stream of future work.

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Section: Critical Success Factors For Change Management In Informatiomentioning

confidence: 99%