A Change and Constancy Management Approach for Managing the Unintended Negative Consequences of Organizational and IT Change

The study focuses on large-scale planned organizational and IT changes because of their typical high costs and risks to organizations. The research gap was insufficient research relating to change management based on the ontological view that change and constancy exist in cohesion. The study contended that a change and constancy management approach would be worthwhile for addressing unintended negative consequences of changes. Thus, the aim was to empirically investigate these changes and determine whether actively managing change and constancy together could mitigate unintended negative consequences of changes and increase change success. A predominantly qualitative questionnaire survey was administered, and the resulting data were analyzed qualitatively and quantitatively. The data provided evidence of both change and constancy in these contexts, the failure rates reported in the literature, unintended negative consequences and their potential severity and the approach being worthwhile to mitigate any costly chasm between change conceptualization and actualization.