2004
Volume 18, Issue 2
  • ISSN: 0921-5077
  • E-ISSN: 1875-7235

Abstract

Participative change management: a case study of the implementation of Customer Relationship Management

Participative change management: a case study of the implementation of Customer Relationship Management

Jelle T. Bouma & Ben J.M. Emans, Gedrag & Organisatie, Volume 18, April 2005, nr. 2, pp. 122-138

Participative change management is supposed to enhance employees' acceptance of intended changes and thus to contribute to their successful implementation. In a more refined view, it is hypothesized that additional mediating factors play a role in the relationship between participative leadership and successful organizational change. Among them are positive (success enhancing) factors, such as employees' understanding of the goal of intended changes and the fit of organizational change with local conditions on the one hand, and negative (success reducing) factors, such as stress and conflict, on the other. This view has been tested in a survey among 118 insurance employees, involved in a change process concerning the implementation of Customer Relationship Management (CRM). Results indicate an overall positive influence of participation. However, the hypothesized negative consequences did not occur. A possible explanation could be that the level of participation in the organization under study was rather low, that is, not surpassing the level of 'being informed', whereas negative participation effects may result only at high levels of participation ('being consulted' levels and higher).

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/content/journals/10.5117/2005.018.002.004
2005-06-01
2022-05-26
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