See discussions, stats, and author profiles for this publication at: https://www.researchgate.net/publication/332430106
Measuring change management performance: a case study of a Moroccan
construction company
Conference Paper · November 2018
DOI: 10.1109/ITMC.2018.8691289
CITATION
READS
1
2,795
3 authors:
Abdelouahab Errida
8 PUBLICATIONS 3 CITATIONS
Bouchra Lotfi
University of Hassan 1st, Settat, Morocco
18 PUBLICATIONS 8 CITATIONS
SEE PROFILE
SEE PROFILE
Elalami Semma
Université Hassan 1er
121 PUBLICATIONS 576 CITATIONS
SEE PROFILE
Some of the authors of this publication are also working on these related projects:
Conduite du changement dans le cadre du Projet d'Etablissement Hospitalier View project
Developing and implementing SCPMS View project
All content following this page was uploaded by Abdelouahab Errida on 27 September 2019.
The user has requested enhancement of the downloaded file.
Measuring change management performance: a
case study of a Moroccan construction company
Abdelouahab ERRIDA
LIMII Laboratory
FST of SETTAT
Settat, Morocco
a.errida@uhp.ac.ma
Bouchra LOTFI
LIMII Laboratory
ENSA of BERRECHID
Berrechid, Morocco
boushralotfi@gmail.com
Abstract—the purpose of this paper is to propose an
approach for measuring the performance of organizational
change management within a Moroccan construction
company, by adapting the balanced scorecard model to
change management context. Also, it presents the main
steps to be followed for carrying out the measurement and
identifies a set of change management performance
measures regarding four different perspectives: results and
outcomes, stakeholders, project and change management
processes, and learning and growth.
Keywords—organizational
change,
management, performance, balanced scorecard
I.
change
INTRODCUTION
The complexity and dynamism in Today’s business
environment has the effect of requiring many companies
to implement organizational change projects in dealing
with performance issues. Organizational change projects
are increasingly used for the renewal and the
transformation of companies [1]. They concern several
types of projects, such as creating a new business,
implementing new processes, merger, acquisition,
establishing new relationships, etc. They are significant
investments that need appropriate management
approaches [1]. For this reason, managing organizational
change projects is becoming a real challenge for
managers who must seek more efficient change
management tools and techniques. Change management
is defined by Prosci [2] as the application of a set of tools,
processes, skills and principles for managing the people
side of change to achieve the required outcomes of a
change project or initiative.
There is an abundant literature on organizational
change management [3] associated with an increasing
demand for this literature from companies and managers
[4]. However, given that organizational change is a
complex process and there is no ‘one best way’ to
manage it [5], many companies continue to struggle with
organizational change management [6] and therefore fail
to ensure the realization of the expected outcomes of
changes.
Balogun [7] and other authors show that 70 % of all
change projects fail in all organizations. Change failure
may be due to various causes such as: insufficient
training, poor leadership, lack of commitment, improper
planning, lack of resources and competencies, ineffective
978-1-5386-4315-0/18/$31.00 ©2018 IEEE
Elalami SEMMA
LIMII Laboratory
FST of SETTAT
Settat, Morocco
semmaalam@yahoo.fr
communication, resistance, and lack of an adequate
performance measurement system [8], [9].
Jayashree and Hussain [10] argue that the lack of an
approach for measuring the performance of
organizational change management can prevent
organizations from achieving the intended objectives,
whereas the use of an approach for measuring change
management can enable organizations to address
upcoming obstacles and resistance to changes in a timely
manner [11], thus reducing the likelihood of failure in
organizational change management.
Consequently, the management of organizational change
projects should be measurable. Only when we are able to
measure the performance of change management and
track its progress it would be possible to achieve the
objectives of change and deliver its desired results [10].
A review of literature on organizational change and
change success has revealed that there are surprisingly
few studies related to performance measurement in
change and has confirmed the need for developing a
measurement system for tracking and measuring change
[10]. Hacker and Washington [12] remarked that while
there are several researches that try to explain why
change projects fail, there are very few tools that can
assist managers in measuring change projects
performance.
One of the most significant contributions to research
in performance measurement
is the “balanced
scorecard” BSC, which is world-widely recognized as an
approach to performance measurement. Several studies
have adapted the BSC model to measure the performance
in different areas of management, such as: knowledge
management [13], IT management [14], maintenance
management [15] and R&D management [16].
In this paper we will try to develop an approach for
measuring the performance of organizational change
management by adapting the BSC to organizational
change context, with an attempt to answer the following
research question: How can the BSC approach be applied
to organizational change management?
In order to contribute to answering this question, we
have conducted an action research in a Moroccan
construction company, to assist it in measuring its
business transformation.
This paper is structured in three main parts. In the first
part, we present the key concepts underlying our
research, namely organizational change management,
change measurement and balanced scorecard model. The
second part is devoted to the adaptation of the BSC to
organizational change management context. In the last
part we try to propose an approach for measuring change
management performance on the basis of the adapted
balanced scorecard, including the suggestion of a list of
performance measures.
II. RESEARCH METHOD
The methodology adopted in this paper is based on an
action research conducted within a Moroccan
construction company undergoing a business
transformation. This methodology is inspired from the
constructivist epistemology and promotes an
understanding of complex processes in a learning or
organizational change perspective [17]. It enables the
researcher to become an organizational engineer who
will build a tool, set it up and evaluate it with users [18],
thus contributing to the emergence of new scientific
knowledge.
The host company is created in 1975, specialized in
the construction of industrial and commercial buildings,
with a turnover around 300 MMAD and over 30 years of
experience in the Moroccan market. To carry out its
business transformation, this company has initiated
several change projects namely: implementation of a
project management methodology, implementation of a
new ERP, establishment of a dedicated department for
export to Africa, integration of an activity instead of its
subcontracting, implementation of an HSE approach,
and creation of new subsidiaries.
A key objective of this research was to propose an
approach for measuring the performance of change
management. To this end, we have conducted multiple
meetings with change teams and we have evaluated how
changes were measured within this company. These,
along with literature review related to change
management, change management success, performance
measurement and balanced scorecard, helped us to
identify the main factors that contribute to change
management performance, and therefore allowed us to
adapt the balanced scorecard to change management
context.
III. THEORETICAL BACKGROUND
This section of the paper reviews literature related to
organizational change management, change management
success, measurement of change and balanced scorecard.
A. Organizational change management
Jones [19] defined organizational change as the
process by which organizations move from a current state
to a desirable future state to increase their effectiveness.
Organizational changes can be planned, as they can be
emergent. Planned changes have gained more attention in
the academic literature and owe much to the work of Kurt
Lewin [20], who conceived the “Unfreezing-transitionRefreezing” model in the 1950s. A planned change can
be thought of as a process consisting of a series of pre-
planned steps (e.g. implementation of an IT system,
digital transformation projects, production system
reorganization, implementation of a new methodology,
etc.). In this paper, we are focusing mainly on this type
of change. Changes can occur at the individual, at the
group or at the organizational level [21].They can impact
competencies, behaviors, processes, responsibilities,
management style, culture and performance indicators
[22].
Change management theory offers models,
frameworks and tools that can be used to help individuals
make successful transitions resulting in the
implementation of change.
Parry et al. [5] distinguish between two categories of
change management models: processual models and
descriptive models. A processual model details the steps
to be followed in managing change, for example,
IMA’s 10 Steps [23] or Kotter's 8 step model [24]. A
descriptive model try to identify the factors that
contribute to organizational performance and
organizational change projects success, for example,
Nadler-Tushman congruence model [25] and Causal
Model of Organizational Performance and Change [26].
Despite the abundance of publications on change
management and change models, there is still a need for
determining the factors that contribute to improving the
success rates of organizational change projects [27].
B. Change Management success
According to several models [2], [23], [24], [28],
some of the most common steps that, if followed, should
contribute to successful changes projects, include:
Assessment of the internal and external environment,
establishment of a vision and development of a change
management strategy, communication of the vision to all
stakeholders, preparation and planning of the change,
executing change management plans (communication,
sponsorship, resource, benefit realization, training,
coaching, etc.), tracking and reporting, reinforcing and
sustaining change.
Also, the literature proposes some levers which can be
operated in order to succeed in the change management
process, but it is up to each organization to determine
them according to change impacts and specificities. In
this context, Creasy[29] identifies ten top contributors to
the success of change management process : (1)
sponsorship, (2) use of a structured approach, (3)
availability of resources, (4) integration of change
management and project management, (5) employee
engagement, (6) communication, (7) Involvement of
managers, (8) training, (9) resistance management, (10)
Reinforcement Strategy.
C. Measuring change management
Measuring the outcomes of change is an ongoing
challenge [30]. It can contribute to organizational
performance and success if the measurement system is
properly developed and employed, as it can cause change
failure if the measurement system is inadequate [10].
Measurement systems provide managers with the needed
information for making decisions about change [27] and
help them to evaluate the achievements of targeted
objectives.
The measurable improvements resulted from change
projects, which contribute to achieve organizational
objectives and which offer an advantage to one or more
stakeholders are called benefits [31]. The benefits can
include: increasing profit margin; reducing costs;
increasing market share; meeting a legal/regulatory
requirement; improving quality, making a measurable
contribution to achieving strategic/ organizational
objectives and improving performance.
According to [32], effective change management
creates short and long-term benefits regarding three areas
of the organization: project, people, and business.
Therefore, an effective measurement system should take
into considerations all these dimensions. This statement
is confirmed by [33], who proposes three key categories
of metrics for measuring change effectiveness: business
objectives, project performance and individual/
stakeholder adoption. Business objective metrics indicate
the results of the change effort against desired business
outcomes. Project performance metrics focus on project
management activity and assess the performance against
the deliverables and main milestones specified in the
change management plan (e.g. change project
completion, budget, resource utilization, communication
effectiveness, training completion, etc.). The third key
category aims to measure the adoption of the change from
the perspective of individuals and stakeholders.
For Prosci [34] three categories of metrics can be
considered for measuring the effectiveness of change
management: organizational performance, individual
performance, and change management performance.
The first category “organizational performance” aims to
assess the achievement of desired outcomes for the
change by answering the question “Did the change
project deliver what was expected?” For the second
category, the measures indicate how the individuals are
progressing through their change process. The third
category focuses on the effectiveness of change
management activities and their impact. It requires
answering the question “how well are change
management activities applied?
D. Balanced scorecard (BSC)
Balanced scorecard is considered as one of the most
widespread methods for measuring the company’s
performance. It is conceived as a framework that can
enable an organization to translate its vision and strategy
into a coherent set of performance measures [35]. It
proposes to view the company from four perspectives
(Financial, Customer, Internal Process, Learning and
Growth), for monitoring its performance.
The Financial Perspective: aims to evaluate the
financial performance of the organization. It indicates
whether the investments are contributing to improve
financial results. It uses measures such as return on
investment, net income, added value, etc.
The Customer Perspective aims to assess how the
company is creating value to its customers. It uses
measures such as customer satisfaction rate, market
share, etc.
The Internal Process Perspective highlights and
evaluates the efficiency of internal processes and
procedures. It uses measures such as cost of quality, cost
of non-conformance, responsiveness, Manufacturing
lead Time, etc.
The Learning and Growth Perspective: it represents
the foundation on which the balanced scorecard is built.
It focuses on the individuals and infrastructure of the
organization. It has three dimensions: human capital,
information systems and organizational perspectives
[36].
This perspective reflects organizational commitment
to growth and change. It assesses the company’s ability
to change, innovate, improve and learn. It uses measures
such as motivation, information system capabilities,
intellectual asset, employee skills development, etc. To
demonstrate the role of each perspective in the overall
performance, Kaplan and Norton [35] introduced “the
strategic map” which is a diagram that represents how the
organization creates value by showing the linkages
between strategic objectives and the perspectives of the
BSC.
IV. ADAPTATION OF THE BSC MODEL TO
CHANGE
MANAGEMENT
PERFORMANCE
MEASUREMENT
The BSC model is considered as a template which
every business can adapt by choosing more or less
perspectives according to its context and specificities
[37]. Starting from this point, and from various findings
that show the usefulness of the BSC in several areas of
management (maintenance, KM, R&D…), we propose
our adaptation of the balanced scorecard to the context of
organizational change management.
The adapted balanced scorecard suggests to view an
organizational change project from four perspectives:
results and outcomes perspective, stakeholder
perspective, process perspective and learning and growth
perspective. A description of each of these perspectives
as well as a strategic map are presented below:
A. Results and Outcomes perspective
This perspective aims to assess the achievement of
the desired outcomes from a change. The metrics
associated with this perspective should answer the
question: did the change project deliver the benefits that
were expected? Depending on the objectives of the
change project, benefits are commonly split into two
categories: financial and non-financial benefits [31].
Regarding financial benefits, this perspective examines if
the change implementation is contributing to the
improvement of the company’s financial performance. It
aims to evaluate the financial results obtained from the
implementation of the change. In addition to the
indicators related to project financial performance, Prosci
[2] introduces a CMROI Model (Change Management
Return on Investment) which measures the additional
value delivered as a result of the adoption and usage of
change by the employees. It reveals the link between
project results and the management of the people side of
change.
For some change initiatives, expected outcomes are
mainly non–financials benefits and it is not easy to
express them in monetary terms [31]. For this case, we
suggest to expand this perspective to evaluate both
financial and non-financial outcomes, unlike the basic
design of the balanced scorecard model, which dedicate
the first perspective to financial results.
B. Stakeholders Perspective
In the basic design of the balanced scorecard, the
customer perspective focuses on how a firm creates value
for customers. In the context of change, it will be very
necessary to ensure that change project creates value for
all stakeholders. A change project stakeholder would be
any group or individual who can affect or be affected by
the implementation of the change project [38]. Effective
stakeholder Management requires identifying all
stakeholders involved in change projects, understanding
their expectations and ensuring their engagement in
change decisions and execution. In fact, meeting
stakeholder expectations will directly influence their
motivation to support the proposed change, increasing
their engagement, thus contributing to the achievement
of the change objectives.
Given the diversity of the stakeholders involved in an
organizational change: change agent, change sponsor,
change team members, project team members, change
manager, project manager, suppliers, etc., it will be more
appropriate to transform the customer perspective into a
stakeholder perspective. This proposition is supported by
Vasudevan [39] who suggests to make some adjustments
to the balanced scorecard model applied in the context of
project management, namely choosing stakeholder
perspective instead of the customer perspective. Also Jo
Kime, [40] mentioned that satisfying customers only is
not enough for delivering sustainable results. It will be
very difficult to achieve the objectives without the
support of all stakeholders.
We think that stakeholder theory will provides an
interesting perspective in the measurement of
organizational change management performance,
because organizational change success is dependent on
the influence and the support of the various stakeholder
groups. Stakeholders can influence the change
management process in many different ways, such as
influencing decision-making process, not providing the
resources required for the change, and resisting to
change [38].
C. Process for managing changes
This perspective aims at providing measures that
answer the question: in which processes the organization
must excel in order to achieve the objectives of change
and meet stakeholders’ expectations? According to
Creasey [41], an organizational change must be managed
on both the technical side and people side of change by
integrating two processes: project management and
change management, as illustrated in Figure N°1.
FIG1: Integration of project management and change management
C.1 Change management process for managing people
side
Kotter [24] points out that change management is a
process that focuses on change progress through various
stages. This idea underlies the majority of change
management processual models that consider change as
a process or set of steps [42]. This statement is confirmed
by Prosci [2], which considers that treating change as a
process is a principal component of successful change
management. We therefore propose to manage change by
respecting a very detailed model “The Standard for
Change Management”, which is developed by ACMP
[28]. This model determines 33 processes to manage
effectively and efficiently a change project. All these
processes are organised into five process groups: (1)
Evaluate change impact and organizational readiness, (2)
Formulate the change management strategy, (3) Develop
the change management plan, (4) Execute the change
management plan, (5)Close the change management
effort.
Several authors have highlighted the importance of
reviewing and conducting regular tracking of change
project progress, to monitor whether steps and activities
of change are proceeding as planned and also for taking
corrective actions as needed. For this reason, it is
recommended to set milestones that will help in
measuring change progress. BCG [43] considers the lack
of milestones to gauge progress as one of the leading
causes of failed change projects. In addition to
milestones, Prosci [2] recommends the use of a various
tracking tools such as change management plan,
communication plan, project tracking software programs,
surveys and regular meeting with stakeholders.
In this sense, we propose to implement a “change
milestone tracker” for tacking all change management
activities and all change management processes. This
will help managers to be continually informed about the
change progress. Without the feedback that such tracker
can provide, managers will be unable to determine what
actions may be taken to successfully manage the change.
C.2 Project management process for managing
technical side
The growing research interest in the use of project
management as a way of implementing change [44] is
understandable as there is a belief that projects and
programs are ways for organizing change in successful
organizations [21]. Indeed, Project management provides
the processes and tools that help organizations to
effectively manage the technical side of a change project
[2]. For this, it is recommended to use project
management processes and their best practices for
managing the technical side of change. One of the most
popular methodologies of project management is
PMBOK, which determines 42 processes to manage
effectively and efficiently a project. All these processes
are organized into five process groups (Initiating,
Planning, Executing, Monitoring and Controlling, and
Closing).
Various studies [45], [46], [47] have demonstrated the
importance of integrating project management and
change management. For [47], the integration takes many
forms, namely unifying documents, clarifying the roles
and responsibilities of the resources involved in project
management and change management, using project
management tools and good practices for managing
change (e.g. communication plan, stakeholders analysis,
risk analysis, etc.).
C.3 Portfolio change management
In addition to change management and project
management, various studies stress the importance of
using portfolio
management processes when
implementing multiple changes. A portfolio is defined by
PMI (2013) as a collection of projects, programs and
other work that is grouped together to facilitate the
effective management of that work to meet strategic
business objectives [48]. Portfolio management is the
centralized management of one or more portfolios, which
includes identifying, prioritizing, authorizing, managing,
and controlling projects, programs, and other related
work, in order to achieve specific strategic business
objectives [48].
D. Learning and growth perspective
In the basic model of balanced scorecard, the fourth
perspective “learning and growth “has three dimensions:
human capital, organizational capital and information
systems. We think that “ human capital “and
“organizational capital ” are valid in the case of
organizational change projects, as they are both
considered as central components of organizational
change [49] [50]. Indeed, Prosci [2] reveals that the
number one obstacle to success for major change projects
is employee resistance and the ineffective management
of the people side of change, which means that poor
management of human factors is associated with change
project failure. Also, it is argued that organizational
capital is a factor that can influence organizational
change success through its main components: culture,
organizational learning and structure. In the context of
organizational change, it is crucial to prepare the
environment, the culture of change and the organizational
structure that enable organizational change success and
sustain long term performance.
Regarding “information system”, we think it would
be more appropriate to replace it by “change resources’,
as the availability of change resources and funding are
considered as key success factor for change management.
Prosci [2] reveals that change management is likely to be
more effective in change projects with dedicated
resources than in those without a dedicated resource.
FIGURE 2: The four perspectives of the adapted BSC
E. Strategic map
In the figure N°3 we present the strategic map
proposed for the adapted balanced scorecard. At the top
of the model is the results and outcomes perspective,
followed by the stakeholders, the internal processes for
managing change projects, and learning and growth
perspectives.
It can be argued that individual performance,
availability of change resources and appropriate
organizational capital, contribute to change management
success. They represent the three dimensions that
constitute the foundation of the adapted balanced
scorecard and concern several components such as:
competencies, skills, human and material resources,
leadership, culture, change management maturity,
change management readiness, etc. All these dimensions
could influence the internal process perspective.
The successful management of change project on
both the technical side and people side by integrating
change management and project management processes
may contributes to creating value for stakeholders.
Indeed, effective change management ensures that the
objectives of change are aligned with stakeholders’
expectations and enable stakeholders to be more engaged
and to actively participate in change decision [48].
The Engagement and the participation of the stakeholders
in implementing the activities of change project,
associated with a good sponsorship can have a significant
impact on change success and contribute to realize the
benefits of change [28, 54].
•
Process perspective: change management
effectiveness, and project management
effectiveness.
• Growth and learning perspective: resource
availability, individuals, organizational learning
and organizational capital.
5. Select performance measures and method
of measurement: For each area of measurement, we
suggest to set measures and indicators as
recommended by the BSC. Also, it is necessary to
select a method of measurement and data collection
among the available methods such as surveys, focus
group, and interviews [31]. For example, concerning
the change project “implementation of a new ERP”,
some of the main measures that are proposed are:
• Results and outcomes measures: change
management ROI, employee productivity
increase, KPI of ERP implementation project,
contribution to performance, time saving.
• Stakeholder perspective measures: customer
satisfaction measures, Employee satisfaction
and
commitment
measures,
Employee
proficiency measures, Employee adoption
measures, supplier performance, executive
managers commitment and sponsorship, etc.
• Process perspective: communication, training,
and
coaching
effectiveness
measures,
sponsorship effectiveness, completion of
change management activities according to plan
and milestones.
• Growth and learning perspective measures:
individual performance measures, resources
availability measures, organizational learning
measures, organizational and individual
readiness for implementing ERP.
FIGURE 3: Strategic Map of the adapted BSC
V. PROPOSAL FOR AN APPROACH FOR
MEASURING
CHANGE
MANAGEMENT
PERFORMANCE WITHIN THE HOST COMPANY
Taking into account, on the one hand, the
perspectives of the adapted balanced scorecard as
described above, and on the other hand, the various
factors that influence change management performance,
we propose for the host company to measure change
management performance related to ongoing change
projects, by following the steps below:
1. Determine the expected objectives and benefits of
change: the first step aims to determine the
objectives and the various expected benefits of the
change project.
2. Identify stakeholders: the second step focuses on
identifying the main stakeholders involved in change
projects.
3. Determine plans, schedules and milestones: As
mentioned in the precedent paragraph, it is deemed
necessary to track the progress of change project. To
do this, plans and schedule including milestones,
should be clearly determined.
4. Determine the areas of measurement: we suggest to
choose relevant areas of measurement regarding
each perspective and taking into account change
project context. For example, concerning the change
project “ implementation of a new ERP”, the areas
of measurement that are proposed are :
• Results and outcomes perspectives: Proper
implementation of the ERP, change
management
contribution,
productivity,
contribution of ERP to performance; data
availability.
• Stakeholder perspective: customer, Employees,
executive managers, users of the ERP, project
managers, project team, supplier of the ERP.
Prior to implementing this approach, the company
experienced considerable difficulties in managing
and measuring changes. Indeed, several change
projects were launched but they have failed to attain
their objectives. For example, in 2017 this company
tried to implement a new ERP, but the lack of an
approach for tracking and measuring the change
progress was one of the major causes of failure for
this change project. Despite the fact that the
implementation of this approach is still in its early
stages, this has resulted in several benefits for the
company, as outlined below:


The Managers are becoming more convinced that
change management performance may be affected by
various factors and they are aware of the importance
of training, coaching, involvement of stakeholders,
and tracking of change management activities in
improving change projects performance.
It is remarkable that the implementation of the
approach has contributed to improving the daily
management of changes by considering them as
projects.
 The consideration of the learning and growth
perspective has obligated the managers to concentrate
efforts on upgrading organizational procedures in order
to increase the maturity of both change management
and project management.
It is noted that some indicators are not easy to measure
and necessitate the development of additional tools and
documents, such as: satisfaction questionnaire, CMROI
calculation method, framework for assessing change
management readiness, change management maturity
audit, etc. Hence, the approach may be used as a
guideline for managing changes and could serve as a
basis for further development of a detailed performance
measurement system.
CONCLUSION AND PERSPECTIVES
In this paper we have tried to adapt the balanced
scorecard model to the context of organizational change
management by proposing four perspectives: results and
outcomes, financial, stakeholders, and learning and
growth. We have also proposed a strategic map that
considers the learning and growth perspective as a
foundation of the adapted BSC and reveals the causal
relationships between the four perspectives. An approach
for measuring change management performance within
the host company was also proposed.
As a perspective, it would be very interesting to
explore various studies concerning how researchers have
identified the factors that influence the performance of
change projects, the effectiveness of multiple change
management, and change management effectiveness.
This will help to improve the adapted balanced scorecard
and will confirm the relevance of the proposed measures.
Furthermore, to validate this model, it will be necessary
to apply it in different change projects and different
contexts, thus enhancing its efficacy by omitting some
factors or adding others.
[6]
T.Rick, companies are struggling with change
management, 2012. [Online]. Available at:
https://www.torbenrick.eu/blog/change-management ,
accessed on September 2018
[7]
J. Balogun, V. Hailey, Exploring Strategic Change,
second edition, Prentice Hall, London, 2004.
[8]
A. Mosadeghrad, M. Ansarian, “Why do organizational
change programs fail?” Int. J. Strategic Change
Management, Vol.5, No. 3, 2014.
[9]
D. Ján, T. Veronika, “Examination of factors affecting
the implementation of organizational changes”, Journal
of Competitiveness, Vol. 9, pp. 5 - 17, December 2017.
[10]
P. Jayashree, S. Hussain, “Aligning change
deployment: a Balanced Scorecard approach”,
Measuring Business Excellence, Vol. 15, pp. 63 – 85,
2011.
[11]
T. Fritzenschaft, Critical success factors of change
management, an empirical research in German and
medium-sized Enterprises, Springer, 2014.
[12]
M.Hacker, M.Washington, (2004) "How do we
measure the implementation of large‐scale change?”
Measuring Business Excellence, Vol. 8 Issue: 3, pp.5259, 2004.
[13]
T. Hsiao and Y. Wen, “Utilizing the balanced scorecard
for performance measurement of knowledge
management”, Journal of Statistics and Management
Systems, pp .411-426, June 2013.
[14]
H. Jahankhani, J. Ekeigwe , “Adaptation of the
balanced
scorecard model to the IT functions,”
Proceedings of the Third International Conference on
Information Technology and Applications (ICITA’05)
, 2005 .
[15]
I. Alsyouf, "Measuring maintenance performance using
a balanced scorecard approach", Journal of Quality in
Maintenance Engineering, Vol. 12, pp. 133 – 149,
2006.
[16]
T.Valderrama, E.Mendigorri, D.Bordoy, "A Balanced
Scorecard framework for R&D," European Journal
Innovation Management, Vol. 11 Issue: 2, pp.241281, 2008.
REFERENCES
[1]
M. Martinsuo, P. Hoverfält, “Change program
management: Toward a capability for managing valueoriented, integrated multi-project change in its
context”, International Journal of Project Management,
Vol.36, pp134–146, 2018.
[2]
Prosci, Best practices in change management, 2016.
[17]
[3]
V. Voet, “The effectiveness and specificity of change
management in a public organization,” European
Management Journal, V. 32, pp.373-382, June 2014.
V. Chanal et al. « Vers une ingénierie de la recherche
en sciences de gestion », Revue française de gestion
2015/8 (N° 253), p. 213-229.
[18]
R. A. Paton and J. McCalman, Change Management –
a guide to effective implementation,3 ed., Sage
Publications, Thousand Oaks, CA, 2008.
B.Lotfi et B. Benchekroun. Gestion collective du
changement par la méthode ARC. GISEH 2010, Sep
2010, Clermont-Ferrand, France.
[19]
G.R.Jones, Organisational Theory, Design, and
Change, New Jersey, Pearson Prentice Hall, 2007.
[20]
M.Antwi, M. Kale, “Change Management in
Healthcare Literature Review”, the Monieson center for
business research in healthcare, 2014.
[4]
[5]
W. Parry, C. Kirsch, P. Carey, D. Shaw, “Empirical
Development of a Model of Performance Drivers in
Organizational Change Projects,” Journal of Change
Management, V.14, pp. 99-125, April 2013.
[21]
R. Gareis, “Changes of organizations by projects,”
International Journal of Project Management, V.28,
pp. 314-327, May 2010.
[37]
I.Berkova1, M. Adamova, K. Nyvltova, “relationships
between financial and learning and growth perspectives
in BSC”, acta universitatis, 2017.
[22]
D. Autissier, M Moutot, Méthode de conduite du
changement, 3rd Edition. Dunod, Paris, 2013.
[38]
[23]
Implementation management associates (IMA), « the
AIM change management methodology, available at
https://www.imaworldwide.com/aim-changemanagement-methodology; accessed october 2018.
A.
Peltokorpi,
A.Alho,
J.
Kujala,
J.Aitamurto,,"Stakeholder approach for evaluating
organizational change projects", International Journal
of Health Care Quality Assurance, Vol. 21 Iss 5 pp. 418
– 434, 2008.
[39]
I.Vasudevan, Project performance management using
balanced scorecard. [Online]. Available at:
http://sarasconsulting.com, consulted September 2018.
[40]
J.Kime, The balanced scorecard: from customer
perspective to stakeholders’ perspective, 2015.
[Online].
Available
at:
http://scholarworks.calstate.edu/bitstream/handle/1021
1.3/150020/Kime_Kelly_Sum2015.pdf?sequence=3,
accessed September 2018
[41]
Tim Creasey, Project management and change
management: a side by side comparison, 2017 [Online].
Available at:
http://blog.prosci.com; accessed
September 2019.
[42]
D.Parker, J.Charlton, A. Ribeiro, “Integration of
project-based management and change management”,
International Journal of Productivity and Performance
Management, Vol. 62, Issue 5, pp. 534 – 544, 2013.
[24]
J. P. Kotter, leading change, Boston, MA, Harvard
Business School Press, 1996.
[25]
D.A. Nadler and M.L. Tushman, A model for
diagnosing
organizational
behavior: Applying a
congruence perspective. Organizational Dynamics, 9,
pp.35–51, 1980.
[26]
W. Warner Burke and G. H. Litwin, 1992, A Causal
Model of Organizational Performance and Change,
Journal of Management 1992, vol.18, 523-545.
[27]
S. Al-Haddad and T. Kotnour, "Integrating the
organizational change literature: a model for successful
change", Journal of Organizational Change
Management, Vol. 28, pp. 234 – 262, 2015.
[28]
Association of Change Management Professionals ,
Standard for change management, USA, 2014.
[29]
T.Creasy, Adapting and adjusting change management
in an agile project, 2018. [Online]. Available at
https://blog.prosci.com/adapting-and-adjustingchange-management-in-agile, accessed august 2018.
[30]
[44]
L. Crawford and A.H.Nahmias, “Competencies for
managing change”, International Journal of Project
Management, 28(4), pp.405-412, 2010.
[45]
H.A. Hornstein, “The integration of project
management and organizational change management is
now a necessity”, Int. J. Project Management, V33, pp
291-298, 2015.
[46]
W.Karkukly, “the Integration of Change Management
and Project Management - The Role of the PMO”, PM
World Journal, Vol. 3, Issue 12, 2014.
[47]
Prosci, dimensions of integrating change management
and project management. [Online]. Available at:
https://www.prosci.com/change-management/,
accessed June 2018.
[48]
Prosci, measuring change management effectiveness
with metrics, 2018. . [Online].available at
https://www.prosci.com/change-management/,
accessed July 2018.
PMI, Project Management Institute, The standard for
portfolio management, 3rd edition, USA, 2013.
[49]
R.S. Kaplan and D.P. Norton “The balanced scorecard
– measures that drive Performance”, Harvard Business
Review, January/February, pp. 71-9, 1992.
N. Ouedraogo, M. Ouakouak, "Impacts of personal
trust, communication, and affective commitment on
change success", Journal of Organizational Change
Management, Vol. 31 Issue: 3, pp.676-696, 2018.
[50]
M. Vakola, “Multilevel Readiness to Organizational
Change: A Conceptual Approach”, Journal of Change
Management, V.13, 96-109, 2013.
W. J. Rothwell, J. M. Stavros, R. L. Sullivan, Practicing
Organization Development, Fourth Edition, 2009.
[31]
APMG, the effective Change Manager's Handbook:
Essential Guidance to the Change Management Body
of Knowledge, Kogan Page, U, 2015.
[32]
Blue seed consulting, the True ROI of Change
Management, How change management delivers short
and long-term business value, Thought Leadership,
2017.
[33]
[34]
[35]
[36]
View publication stats
[43] BCG, 2018, https://www.bcg.com/capabilities/changemanagement/insights.aspx;
Sirius decisions, Measuring change management
effectiveness,
2018.[Online].available
at
nhttps://www.siriusdecisions.com/newsletters/march2018-newsletter, accessed September 2018.
S. Thomas, "Applying the balanced scorecard for better
performance of intellectual capital", Journal of
Intellectual Capital, Vol. 8, pp. 653 – 665, 2007.