Critical Success Factors of Change Management

An Empirical Research in German Small and Medium-Sized Enterprises

verfasst von: Tim Fritzenschaft

Verlag: Springer Fachmedien Wiesbaden

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Change management is omnipresent in organisations as companies have to transform constantly. This applies not only to large corporations operating in an international context, but also to small and medium-sized enterprises (SMEs). Yet executing a change project is accompanied by great challenges and most change initiatives are not entirely successful. Despite the fact that SMEs are the backbone of the German economy little empirical work has been done concerning change management in these companies. Tim Fritzenschaft explores the issue how SMEs can deal with resistance to change and which critical success factors of change management are most important in a transformation project.

Inhaltsverzeichnis

Frontmatter

1. Introduction

Abstract

In the last decades, change management has become an omnipresent task as companies implemented broad and far-reaching change projects. These days, change management can be referred to as a central task for managers as “organizations need to change constantly […]”. The fact that companies have to transform in order to survive and progress towards long-term goals is not questioned. Change occurs in every industry and every organisation regardless of the size of the company and can be considered as a component of corporate life.

Tim Fritzenschaft

2. Objective of the Research

Abstract

In general, academic researches conduce to systematic, methodical and comprehensible gain in new knowledge. This knowledge helps to prevent, solve or at least better control current and future practical problems. Academic research evaluates theories with regard to cause-effect relationships (causality) to provide recommendations for action.

Tim Fritzenschaft

3. Methodology

Abstract

As mentioned in the last chapter, the empirical research has been carried out in cooperation with the Oskar-Patzelt-Foundation, a foundation focusing on small and medium-sized enterprises in Germany. Overall 1219 SMEs were contacted for the nationwide survey, thereof 569 small and medium-sized enterprises that have been nominated for the prizes awarded by the Oskar- Patzelt-Foundation in 2011. Furthermore, 650 German SMEs that have been awarded with prizes in recent years were asked to take part in the survey.

Tim Fritzenschaft

4. Literature Review on Change Management

Abstract

Before analysing the research questions and verifying the hypotheses in chapter five the following sections provide a theoretical overview on change management, resistance to change and critical success factors of change initiatives identified by other researches. Furthermore, Lewin’s three-step model of change is introduced as the empirical research of this study is based on the theory of Kurt Lewin.

Tim Fritzenschaft

5. Empirical Research

Abstract

In the following chapters the results of the empirical research are outlined. To begin with, the reasons why the surveyed companies had to change are analysed (in case they had to change). Thereafter, success and failure of these change projects are evaluated. The focus of the analysis is on the third chapter concerning critical success factors of change management. The most significant critical success factors for SMEs in each of the three different phases – unfreezing, moving as well as refreezing – are presented and discussed. In the fourth chapter, factors such as ‘support and commitment of the management’, ‘communication’, ‘participation’ as well as ‘financial and other rewards’ influencing the outcome of a change project in more than one phase are compared and the distribution in the different phases is evaluated.

Tim Fritzenschaft

6. Conclusion and Recommendations

Abstract

Change management is ubiquitous in organisations as companies have to transform constantly in order to survive. This phenomenon identified by several authors as well as studies is also confirmed by this empirical research. Most of the responding organisations underwent a broad and far-reaching change project in the last five years. After all, no discrepancies can be identified between different industries or companies having a different size. The need to change to ensure the chance to operate successfully in the market in the future is omnipresent. As a result, managing and leading organisational transformation are essential disciplines for all Chief Executive Officers as well as managers to be successful in the twenty-first century. This applies not only to large corporations but also to small and medium-sized enterprises in Germany.

Tim Fritzenschaft

Backmatter

Titel: Critical Success Factors of Change Management
verfasst von: Tim Fritzenschaft
Verlag: Springer Fachmedien Wiesbaden
Electronic ISBN: 978-3-658-04549-4
Print ISBN: 978-3-658-04548-7
DOI: https://doi.org/10.1007/978-3-658-04549-4

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Über dieses Buch

Inhaltsverzeichnis

Frontmatter

1. Introduction

2. Objective of the Research

3. Methodology

4. Literature Review on Change Management

5. Empirical Research

6. Conclusion and Recommendations

Backmatter

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