Abstract
In the newly published ISO/IEC 33014.2013 [1] standard there is a strategic activity called “Identify the overall change strategy” that includes selecting a change strategy “from among a myriad of available change models”. The book [2] on the ImprovAbility model describes a framework of how to select change strategy. There are 10 different change strategies to choose from. But which ones are chosen in practice? To answer that we have analysed data from 49 assessments in 44 organizations that have used the framework. We give a ranking of strategies chosen and we analyse how they adapt the change strategy to their specific conditions. We conclude that the most often recommended organizational change strategy is Optionality followed by three other strategies: Socializing, Learning-driven, and Specialist-driven.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
References
ISO, ISO/IEC/TR 33014, in Information technology – Process assessment – Guide for process improvement, Geneva, Switzerland (2013)
Pries-Heje, J., Johansen, J. (eds.): ImprovAbility: Success with process improvement. DELTA, Hørsholm (2013)
Donaldson, L.: The Contingency Theory of Organizations. Sage Publications, Thousand Oaks (2001)
Strauss, A., Corbin, J.: Basics of Qualitative Research: Techniques and Procedures for Developing Grounded Theory, 2nd edn. Sage Publications, Beverly Hills (1998)
Burnes, B.: Managing Change, 5th edn. Prentice Hall, Finacial Times (2009)
Borum, F.: Strategier for organisationsændring (Strategies for organizational change), 2nd edn. Handelshøjskolens Forlag, Copenhagen (2013)
Handy, C.: Understanding Organizations. Reprint ed2007. Penguin Books Limited
Huy, Q.N.: Time, temporal capability, and planned change. Academy of Management Review 26(4), 601–623 (2001)
Mintzberg, H., Ahlstrand, B., Lampel, J.: Strategy Safari: A Guided Tour Through the Wilds of Strategic Management. Financial Times, Prentice Hall, London (2002)
Andersen, C.V., et al.: The Grass Root Effort. In: Mathiassen, L., Pries-Heje, J., Ngwenyama, O. (eds.) Improving Software Organizations - From Principles to Practice, pp. 83–98. Addison-Wesley, Boston (2001)
Kensing, F.: Methods and Practices in Participatory Design. ITU Press, Copenhagen (2003)
Kensing, F., Blomberg, J.: Participatory Design: Issues and Concerns. Computer Supported Cooperative Work 7(3-4), 167–185 (1998)
Benner, M., Tushman, M.: Exploitation, exploration, and process management: The productivity dilemma revisited. Academy of Management Review 28(2), 238–256 (2003)
Mintzberg, H.: Structure in Fives - designing effective organizations. Prentice-Hall (1983)
Senge, P.M.: The fifth discipline: The art and practice of the learning organization. Doubleday, New York (1990)
Oakland, J.S.: TQM – Text with Cases, 3rd edn. Butterworth-Heinemann (2003)
Pande, P.S., Holpp, L.: What is Six Sigma. McGraw-Hill (2000)
Rogers, E.M.: Diffusion of Innovations, 5th edn. Free Press,
Bashein, B.J., Markus, M.L., Riley, P.: Preconditions for BPR Success: And How to Prevent Failures. Information Systems Management 11(2), 7–13 (1994)
Boudreau, M.-C., Robey, D.: Coping with contradictions in business process re-engineering. Information Technology and People 9(4), 40–57 (1996)
Davenport, T.H.: Process Innovation: Re-engineering Work through Information Technology. Harvard Business School Press, Boston (1993)
Hammer, M.: Reengineering Work: Don’t Automate, Obliterate. Harvard Business Review, 104-112 (July-August 1990)
Hammer, M., Champy, J.: Reengineering the Corporation; A Manifesto For Business Revolution. Harper Business (1993)
King, W.R.: Process Reengineering: The Strategic Dimensions. Information Systems Management 11(2), 71–73 (1994)
Malhotra, Y.: Business Process Redesign: An Overview. IEEE Engineering Management Review 26(3) (1998)
Willcocks, L., Feeny, D., Islei, G.: Managing IT as a Strategic Resource. McGraw-Hill (1997)
Cohen, M.D., March, J.G., Olsen, J.P.: A garbage can model of organizational choice. Administrative Science Quarterly 17(1), 1–25 (1972)
Ciborra, C.U.: From Control to Drift. The dynamics of cooporate information infrastructures. Oxford University Press, Oxford (2000)
Simon, H.A.: The Structure of Ill Structured Problems. Artificial Intelligence 4, 181–201 (1973)
Simon, H.A.: Search and Reasoning in Problem Solving. Artificial Intelligence 21, 7–29 (1983)
Woods, D.D., Hollnagel, E.: Mapping cognitive demands in complex problem-solving worlds. International Journal of Man-Machine Studies 26(2), 257–275 (1987)
Woods, Coping with complexity: the psychology of human behavior in complex systems. In: Goodstein, L.P., Andersen, H.B., Olsen, S.E. (eds.) Tasks, Errors and Mental Models, pp. 128–148. Taylor & Francis: London (1988)
Author information
Authors and Affiliations
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2014 Springer-Verlag Berlin Heidelberg
About this paper
Cite this paper
Pries-Heje, J., Johansen, J. (2014). Change Strategy for ISO/IEC 33014: A Multi-case Study on Which Change Strategies Were Chosen. In: Barafort, B., O’Connor, R.V., Poth, A., Messnarz, R. (eds) Systems, Software and Services Process Improvement. EuroSPI 2014. Communications in Computer and Information Science, vol 425. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-662-43896-1_29
Download citation
DOI: https://doi.org/10.1007/978-3-662-43896-1_29
Publisher Name: Springer, Berlin, Heidelberg
Print ISBN: 978-3-662-43895-4
Online ISBN: 978-3-662-43896-1
eBook Packages: Computer ScienceComputer Science (R0)