Abstract
Operational tools may be introduced in change processes to facilitate actual change activation and succesful implementation. The adoption of a conceptual framework from literature, and its operationalisation, by means of a system of structured Schemes in a procedure of collective analysis and management, may supply appropriate “tools” for structuring problem situations and their evolutions and may be suitable for being inserted into communication contexts. The integrated use of Schemes and different techniques in a collective process of change analysis, planning and control is described in this paper. The main Schemes are presented in detail, together with some results that have arisen from the application of the system to a change process now in progress.
Chapter PDF
Similar content being viewed by others
References
Bowen, K. (1983) An experiment in problem formulation, Journal of Operational Research Society, 34, 685–694.
Buffa, F., Marzano, G. and Norese, M.F. (1996) MACRAME: a modelling methodology in multiactor context, accepted for pubblication on Decision Support Systems.
Crozier, M. and Friedberg, E. (1977) L’acteur et le Systeme, Editions du Seuil, Paris.
De Montgolfier, J., and Bertier, P. (1978) Approche multicritere des problemes de decision, Editions Hommes et Techniques, Paris.
Eden, C. (1988) Cognitive mapping, Eur.J.Opi. Res., 36, 1–13.
Friend, J. (1989) The strategic choice approach, in Rational analysis for a problematic world: problem structuring methods for complexity, uncertainty and conflict (ed. J. Rosenhead ), Wiley, Chichester.
Giddens, A. (1984) The constitution of society: outline of the theory of structure, University of California Press, Berkeley.
Huber, G.P. (1984) The nature and design of post-industrial organizations, Management Science, 30, 8, 928–951.
Humphreys, P. and Berkeley, D. (1992) Support for the synthesis and analysis of organisational Systems in deciding on change, in Decision Support Systems: Experiences and expectations (eds T.Jelassi, M.R. Klein, W.M. Mayon-White ), IFIP North-Holland, Amsterdam.
INSIEL (1993) Querysys Document Retrieval System - Matinale operativo, Extralito, Pasian di Prato.
Kling, R. (1987) Defining the boundaries of computing across complex organizations, in Critical issues in Information Systems Research (eds. R. Boland and R. Hirschheim ), Wiley, Chichester, 307–362.
Landry, M., Malouin, J.L., and Oral, M. (1983) Model Validation in Operations Research, Eur.J.Opl. Res., 17, 207–220.
Le Louarn, M. (1989) How intervention procedures may be related to different kind of change, in Operational Research and the Social Sciences (eds. M.C. Jackson, P. Keys and S.A. Cropper), Plenum, New Jork, 343–348.
Le Moigne, J.L. (1985) Progettazione della complessità e complessità della progettazione, in La sfida della complessità (eds. G. Bocchi G. and M.Cerutti), Feltrinelli, Milano, 84–102.
Lendaris, G. (1980) Structural Modeling–A tutorial guide, IEEE Trans. Syst., Man, Cybern., 10 /12, 807–830.
Markus, M. and Robey, D. (1988) Information technology and organizational change: casual structure in theory and research, Management Science, 34, 5, 583–598.
Marzano, G., Franzin, S, Gregori, G., Silli, E. (1993) Visual Information Retrieval: verso la definizione generale di un approccio operativo, in Informatica e Diritto, Edizioni Scientifiche Italiane, Firenze, 83–105.
Mintzberg, H., Raisinghani, D. and Theoret, A. (1976) The structure of the unstructured decision process, Administrative Science Quarterly, 21, 246–276.
Mintzberg, H. (1983) Structures in fives. Designing effective organizations, Prentice Hall, Englewood Cliffs.
Mucci, L. and Norese, M.F. (1989) Intervention and change process. Interaction between communication and formalization, in Operational Research and the Social Sciences (eds. M.C. Jackson, P.Keys and S.A. Cropper), Plenum, New Jork, 297–304
Orlikowski W.J., and Robey, D. (1991) Information technology and the structuring of organizations, It formation Systems Research, 2 /2, 143–169.
Pfeffer, J. (1982) Organizations and Organization Theory, Pitman, Marshfield.
Pettigrew, A.M. (1990) Longitudinal field research on change: theory and practice, Organization Science, 1, 3, 267–292.
Rosenhead, J. (ed.) (1989) Rational analysis for a problematic world: problem structuring methods for complexity, uncertainty and conflict, Wiley, Chichester.
Roy, B. (1985) Methodologie Multicritere d’Aide a la Decision,Economica, Paris.
Sol, H. (1987) Conflicting Experiences with DSS, Decision support Systems, 3, 203–211.
Van de Ven, A.H. (1986) Central problems in the management of innovation, Management Science, 32, 590–607.
Van de Ven, A.H. and Huber, G.P. (1990) Longitudinal field research methods for studying processes of organizational change, Organization Science, 1, 3, 213–219.
Vincke, P. (1992) Multicriteria Decision-Aid,Wiley, Chichester.
Walsham, G. (1990) Implementation of Operational Research: some lessons from Organization Theory, Paper presented to IFORS 90, Athens.
Author information
Authors and Affiliations
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 1996 Springer Science+Business Media Dordrecht
About this chapter
Cite this chapter
Francardi, E., Norese, M.F. (1996). Change process implementation: a collective analysis and management procedure. In: Humphreys, P., Bannon, L., McCosh, A., Migliarese, P., Pomerol, JC. (eds) Implementing Systems for Supporting Management Decisions. IFIP — The International Federation for Information Processing. Springer, Boston, MA. https://doi.org/10.1007/978-0-387-34967-1_12
Download citation
DOI: https://doi.org/10.1007/978-0-387-34967-1_12
Publisher Name: Springer, Boston, MA
Print ISBN: 978-1-4757-5453-7
Online ISBN: 978-0-387-34967-1
eBook Packages: Springer Book Archive