Organizational culture – a popular but also a very complex concept – has been identified as an influential factor affecting the successes and failures of organizational change efforts. Many empirical organizational culture studies have been carried out in information systems (IS) research. However, culture is a very versatile concept, and there are many controversies in both defining and applyi...

Sophisticated understandings of organizational dynamics and processes of organizational change are crucial for the development and success of health promotion initiatives. Theory has a valuable contribution to make in understanding organizational change, for identifying influential factors that should be the focus of change efforts and for selecting the strategies that can be applied to promote...

Few studies have examined interactions between IT change and organizational change during information systems evolution (ISE). We propose a dynamic model of ISE where change dynamics are captured in four dimensions: planned change, improvised change, organizational change and IT change. This inductively-generated model yields a rich account of ISE and its drivers by integrating the four change ...

To examine factors influencing readiness for healthcare organizational change, 654 randomly selected hospital staff completed questionnaires measuring the logistical and occupational risks of change, ability to cope with change and to solve jobrelated problems, social support, measures of Karasek's (1979) active vs. passive job construct (job demand x decision latitude) and readiness for organi...

This study employed meta-analytic procedures to evaluate the potential validity of a model of planned organizational change. Hypotheses derived from this model focus on the relationships among planned change interventions and three classes of organizational variables, assessing work settings, individual behavior, and organizational outcomes. The aggregated results of 52 evaluations of planned c...

This paper examines how two organizations used information technologies (IT) to introduce the same type of IT-enabled organizational change with radically different outcomes. Building on a grounded theory comparative analysis of the two cases, the paper develops a process model of IT-enabled organizational change centered on the interaction of two factors: 1) the templates (i.e. cognitive frame...

Healthcare organizations face continuous and accelerating external change and thus must be prepared to manage their own change initiatives proactively. Given that many believe that the U.S. healthcare system is broken and most healthcare organizations are dealing with pervasive problems, some organizations may choose to seek transformational change to achieve the six aims identified by the Inst...