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Prescriptions for managing change: a survey of their effects in projects to impement collaborative working between organisations

Prescriptions for managing change: a survey of their effects in projects to impement collaborative working between organisations
Prescriptions for managing change: a survey of their effects in projects to impement collaborative working between organisations
This paper reports on a quantitative study of 100 companies which had attempted to move towards a more collaborative relationship with another organisation. Judged on criteria set out in the survey 46 had succeeded and 54 had failed in their attempt to implement supply chain partnering. A questionnaire invited respondents to indicate which project management practices (drawn from a review of the change management literature) they had used. Statistical analyses showed that four practices accounted for most of the difference between successful and unsuccessful implementation. These concerned project goals, resources, structures and controls. Many conventional change management prescriptions had no statistically significant effect on the outcome. The paper relates these results to theories of change management and draw the practical implications. These are likely to apply to many other types of change project.
297-306
Boddy, D.
6fa5d13d-311b-473e-b017-1ea81170727f
Macbeth, D.K.
2a349f8a-0702-43ae-b2d6-1038635e1b59
Boddy, D.
6fa5d13d-311b-473e-b017-1ea81170727f
Macbeth, D.K.
2a349f8a-0702-43ae-b2d6-1038635e1b59

Boddy, D. and Macbeth, D.K. (2000) Prescriptions for managing change: a survey of their effects in projects to impement collaborative working between organisations. International Journal Project Management, 18 (5), 297-306. (doi:10.1016/S0263-7863(99)00031-9).

Record type: Article

Abstract

This paper reports on a quantitative study of 100 companies which had attempted to move towards a more collaborative relationship with another organisation. Judged on criteria set out in the survey 46 had succeeded and 54 had failed in their attempt to implement supply chain partnering. A questionnaire invited respondents to indicate which project management practices (drawn from a review of the change management literature) they had used. Statistical analyses showed that four practices accounted for most of the difference between successful and unsuccessful implementation. These concerned project goals, resources, structures and controls. Many conventional change management prescriptions had no statistically significant effect on the outcome. The paper relates these results to theories of change management and draw the practical implications. These are likely to apply to many other types of change project.

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Published date: 2000

Identifiers

Local EPrints ID: 42590
URI: https://eprints.soton.ac.uk/id/eprint/42590
PURE UUID: b5664bf8-0d20-4eac-8ac5-fcb3849a2389

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Date deposited: 15 Dec 2006
Last modified: 13 Mar 2019 21:11

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Contributors

Author: D. Boddy
Author: D.K. Macbeth

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