2004
Volume 39, Issue 4
  • ISSN: 1384-6930
  • E-ISSN: 1875-7286

Abstract

Implicit and explicit communication strategies during organizational change: a case study on a shared service center implementation within the public sector

Implicit and explicit communication strategies during organizational change: a case study on a shared service center implementation within the public sector

In this case study, we used the Organizational Stakeholder Model of Change Implementation Communication (Lewis, 2007) to evaluate the communication strategy used during the implementation of a Shared Service Center in a large governmental agency. The model proves to be useful for describing the strategic choices made by the project managers. Most of the dimensions were recognizable in the communication efforts, even though most of these choices were made implicitly. Interestingly, several stakeholders disagreed with the project management team about the identification of the strategy. They experienced the communication efforts negatively rather than balanced or positive. The results show the complexity of communication during change and the ways people make sense of these dynamic processes. The strategy dimensions can be useful guides when managing complex changes like the implementation of a Shared Service Center.

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/content/journals/10.5117/2011.039.004.042
2011-12-01
2021-12-09
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