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The five dimensions of change: an integrated approach to strategic organizational change management
Author(s) -
Victor Paul,
Franckeiss Anton
Publication year - 2002
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/jsc.567
Subject(s) - change management (itsm) , organizational change , process management , process (computing) , cohesion (chemistry) , computer science , organizational structure , planned change , organization development , knowledge management , business , management science , management , political science , marketing , economics , public relations , chemistry , organic chemistry , lean manufacturing , operating system
This paper argues that organizational change is a complex activity that requires structure and process to be effective. This structure and process needs to focus on all aspects of the change management model from developing the strategy through to operational implementation and evaluation. Lack of cohesion and alignment through this process will result in change programmes not being optimally devised or implemented. The paper proposes a cyclical model or approach to organizational change that confirms the inherently iterative nature of the vast majority of change initiatives. This model, called the Five Dimensions of Change, defines each stage in detail and further identifies how each of the various stages are inextricably interlinked within successful organizational change management methodologies. Copyright © 2002 John Wiley & Sons, Ltd.