Overcoming resistance to change in engineering and construction: Change management factors for owner organizations

Lines, Brian; Sullivan, Kenneth; Smithwick, Jake; Mischung, Josh

doi:10.1016/j.ijproman.2015.01.008

Cited by 86 publications

(64 citation statements)

References 59 publications

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“…If businesses pay close attention to the change process, they have successfully introduced the change in the enterprise. Many authors deal with the issue from different perspectives, for example Witting (2012), Perkov et al (2014), who deal with the problem of employee resistance to changes, Garg & Singh (2006), Kras, Rudes & Taxman (2015), Edmonds (2011), Lines et al (2015 devote their attention to the change management as such. In any case, the area of change management is a very comprehensive and frequently discussed topic that will offer us further research opportunities in the future.…”

Section: Resultsmentioning

confidence: 99%

“…According to Decker et al (2012), failure rates may be as high as 93%. One of the most commonly cited reasons for failure of organizational change is resistance employee to organizational change (Kotter, 1995;Edmons, 2011;Lines et al, 2015;Aleksic et al, 2015;Androniceanu & Ohanyan, 2016). These authors examine in particular the reasons and ways to overcome the resistance of employees.…”

Section: Introductionmentioning

confidence: 99%

“…Edmonds (2011) found out that the resistance of employees to organizational change was mainly due to fear from the unknown. Lines et al (2015) addressed the ways to overcome resistance to organizational change, and they also looked at change management factors. They identified six change management factors that minimize resistance to changes.…”

Section: Introductionmentioning

confidence: 99%

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Examination of Factors Affecting the Implementation of Organizational Changes

Dobrovič¹,

Timková²

2017

JOC

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Organizational changes have a major impact on the competitiveness, growth, efficiency, and survival of any organization. This article deals with the issue of an organizational change and its management. The main objective of the research is to verify the existence of a statistically significant relationship between selected factors and the success of organizational changes in Slovak companies. In the short theoretical introduction, the article explains basic aspects of change management. The main part of the article deals with the analysis of variables affecting the outcome of changes taking place in companies. The empirical survey was carried out using the questionnaire method. The questionnaire was distributed to employees from different types of companies where the changes took place. The survey sample consists of 287 respondents. To test the statistical hypotheses, we used the Spearman's correlation coefficient. The test hypotheses were processed through the program Gretl. Based on the tested relationship between the variables, a significant relationship between the variables was found -the time needed to prepare and implement the change and the success of the change. Other variables also showed an impact on the final outcome of the change. It has been shown that the process of planning changes, checking upon changes, and the time needed to implement changes have an important role and a major effect on the ultimate success or failure of change in a company.

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Section: Resultsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Examination of Factors Affecting the Implementation of Organizational Changes

Dobrovič¹,

Timková²

2017

JOC

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“…Cultures are more receptive to change and adapt quickly to meet new challenges," as opposed to strong cultures, which are resistant to change [46]. Organizations cannot expect change to be easy; overcoming resistance requires an understanding that changes implementation that is a long-term and strategic process [47]. Organizations must: (1) Define where the organization needs to be, (2) Understand its capacity to field project teams to effect change, (3) Invest in the best projects in terms of added value, (4) Execute flawlessly the demands of the client, (5) Continually monitor and manage project investments [2].…”

Section: A Organization Culturementioning

confidence: 99%

“…A contribution to practitioners is the empirical data that helps guide change management approaches within the owner organizations [47]. Improvement in the shortages of technical personnel and others of owners would be an essential for better understanding regarding decision making.…”

Section: Frameworkmentioning

confidence: 99%

Adjusting Planning Management and Control to the Owner Environment Case Study: Consultant Adjustment to the Owner Environment in Thailand

Sruntummakul¹,

Leungbootnak²,

Min³

2015

Journal of Construction Engineering and Project Management

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Consultant and owner play a very important role in the construction sector which is one of the main sectors in economic development. There are many stakeholders in a construction project including but not limited to: owner, consultant, contractor, subcontractor, and supplier. The consultant is the party who is to stay in close touch with the project owner, which both consultant and owner are considered as the main key stakeholders to make the project happen. It's not a simple task for a consultant to just implement the same style of management and control within various projects that are of a different background and character of owners. Thus, the adjusting plan management and control to the owner environment has been an essential technique to drive the project to success. The objective of this paper is to identify the significant management techniques for adjusting a plan of management and control to the owner environment in Thailand. The methodology is the identification throughout the analogous to abduction from literature review and our empirical observations of Future Engineering Consultants Co, Ltd. We have been in consultation for twenty-five years (25)

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Addressing the challenges of integrating carbon calculation tools in the construction industry

Jackson

Kaesehage

2020

Bus Strat Env

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The construction industry is facing growing pressure to reduce carbon emissions. An important first step is to quantify emissions from construction projects enabling designs to be changed and emissions reduced. Whilst progress has been made in the development of carbon calculation tools, the uptake of these tools has been slow. This paper seeks to understand the reasons for the slow implementation of carbon calculation tools in the construction industry and provide guidance on how to overcome these challenges. We find there are specific issues that prevent tools being used such as data security and usability, but more general issues such as a lack of education or regulation also pose a challenge. Our findings suggest that despite the benefits that can come from using carbon calculation tools to reduce emissions, the use of tools on their own will be insufficient to achieve the needed carbon reduction and wider emissions-related change. Instead, carbon calculation tools need to be looked at within and across construction organisations through training, industry-wide standards and regulations as well as organisation-wide requirements and collaboration. The construction industry has a reputation for being slow to react to change, but if this industry waits for regulation before taking action, then the timescales involved may be too long given the pressing need to reduce emissions now. We recommend that for carbon calculation tools to be successfully integrated, the industry must work together to achieve more immediate change. K E Y W O R D S barriers to change, carbon calculators, carbon management, construction industry, emission reduction, enabling change 1 | INTRODUCTION Climate change is 'the greatest challenge of our time' (Fanelli, 2014, p. 15), and to prevent global average temperature rise exceeding the 1.5 C target set in the Paris Agreement (UN, 2015), a significant reduction in greenhouse gas (GHG) emissions is needed. An often overlooked sector for achieving such a reduction in carbon emissions is the construction industry. Directly or indirectly, the construction and use of infrastructure assets accounts for over half of the United Kingdom's (UK's) total carbon emissions (Enzer, Manidaki, Radford, & Ellis, 2013) requiring reduction by 50% by 2025 (HM Government, 2013). Although growing attention has focused on how to reduce carbon emissions in this industry, only little change and reduction of emissions has been achieved so far (Xavier, Naveiro,

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Overcoming resistance to change in engineering and construction: Change management factors for owner organizations

Cited by 86 publications

References 59 publications

Examination of Factors Affecting the Implementation of Organizational Changes

Examination of Factors Affecting the Implementation of Organizational Changes

Adjusting Planning Management and Control to the Owner Environment Case Study: Consultant Adjustment to the Owner Environment in Thailand

Addressing the challenges of integrating carbon calculation tools in the construction industry

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