Journal of Change Management (J Change Manag)

Publisher: Taylor & Francis (Routledge)

Journal description

Given the additional pressures of new technology, global competition and changing markets, companies are increasingly encountering the need for strategic level transformation. This transformation encompasses all parts of a business, its structure, processes, resources, technology and its culture. Success goes to those who can visualize how markets are changing, identify new configurations of service or delivery and "change the rules of the game". The Journal of Change Management provides an international, peer-reviewed forum to explore all the strategic and tactical factors affecting and effecting change in organizations today: Original, applied articles by leading international practitioners, expert consultants and respected academics; Hands-on case studies from blue-chip companies worldwide; Book reviews summarising content and assessing relevance; Each article is subjected to peer review to ensure the journal is authoritative, accessible and relevant.

Current impact factor: 0.00

Impact Factor Rankings

Additional details

5-year impact 0.00
Cited half-life 0.00
Immediacy index 0.00
Eigenfactor 0.00
Article influence 0.00
Website Journal of Change Management website
Other titles Journal of change management (Online)
ISSN 1469-7017
OCLC 49912005
Material type Document, Periodical, Internet resource
Document type Internet Resource, Computer File, Journal / Magazine / Newspaper

Publisher details

Taylor & Francis (Routledge)

  • Pre-print
    • Author can archive a pre-print version
  • Post-print
    • Author can archive a post-print version
  • Conditions
    • Some individual journals may have policies prohibiting pre-print archiving
    • On author's personal website or departmental website immediately
    • On institutional repository or subject-based repository after a 18 months embargo
    • Publisher's version/PDF cannot be used
    • On a non-profit server
    • Published source must be acknowledged
    • Must link to publisher version
    • Set statements to accompany deposits (see policy)
    • The publisher will deposit in on behalf of authors to a designated institutional repository including PubMed Central, where a deposit agreement exists with the repository
    • SSH: Social Science and Humanities
    • Publisher last contacted on 25/03/2014
    • This policy is an exception to the default policies of 'Taylor & Francis (Routledge)'
  • Classification

Publications in this journal

  • [Show abstract] [Hide abstract]
    ABSTRACT: This paper presents three studies exploring the relationship between performance psychology variables and performance within a UK Government Executive Agency during substantial organizational change. Study 1 examined relationships between transformational leadership behaviours, emotional intelligence (EI), cohesion, and team performance. Task cohesion interacted with EI to predict performance. Specifically, it was found that use of emotions for performance partially mediated the relationship between cohesion and team performance. Study 2 interviewed team leaders about their EI and leadership behaviours and how these influenced cohesion and performance during this organizational change. Team leaders reported using a number of different strategies with their team for cohesion and performance benefits. Study 3 interviewed the head and deputy head of the leaders from studies 1 and 2 about how our findings had been received and were being used. Reported findings from studies 1 and 2 resonated well with the head and deputy, and had been used to develop a leadership charter and skills matrix to monitor leadership behaviours and identify areas for improvement. These studies offer a unique insight into the behaviours of team leaders within the agency, emphasizing the perceived importance of effective leader behaviours and EI for team member cohesion and performance.
    No preview · Article · Jan 2016 · Journal of Change Management
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    ABSTRACT: Previous performance environment research in sport has either focused on specific variables in relative isolation or a multitude of variables without theoretically linking them together. Using a case study approach, we explored the high performance environment (HPE) in an elite swimming team through the theoretical lens of the HPE model [Jones, J. G., Gittins, M. J., & Hardy, L. (2009). Creating an environment where high performance is inevitable and sustainable: The high performance environment model. Annual Review of High Performance Coaching and Consulting, 1, 139–149]. The HPE model consists of four core components and a number of subcomponents: leadership (vision, support, challenge), performance enablers (information, instruments, incentives), people (attitudes, behaviours, capacity), and organizational culture (achievement, well-being, innovation, internal processes). The findings illustrate the relationships between a wide range of factors and sport performance, and provide qualitative evidence for the HPE model in an elite sport context. Nevertheless, several revisions are suggested in terms of integrating additional relevant concepts and considering differential weighting of the model's components. For practitioners operating in elite sport, adopting a holistic view of the performance environment draws attention to the numerous organizational influences on sport performers and encourages a more coordinated approach to developing high performance. Practitioners attempting to effectively intervene at an environmental level will need to be able to coach leaders, facilitate performance enablers, engage people, and shape cultural change.
    No preview · Article · Jan 2016 · Journal of Change Management
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    ABSTRACT: There is growing demand for management consulting as organizations look to external expertise to enhance their competitiveness. Not only do management consultants have wide experience that transcends that of individual client companies, but as outsiders they also bring perspectives that challenge routinized management practice. This research focuses on that challenge by looking at how they perceive their attempts to change entrenched mental models. A qualitative study using in-depth interviews with 18 management consultants was conducted in Singapore. The findings identify ways by which management consultants establish authority and seek to transform mental models. Two overarching approaches include building relationships with clients and explicit use of management concepts. The research also highlights some of the challenges perceived by management consultants in the process of changing clients' mental models.
    No preview · Article · Dec 2015 · Journal of Change Management
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    ABSTRACT: This article explores the problems of implementing change in hospital operating theatres, following a series of patient safety incidents known as ‘never events’ due to their serious nature. Such incidents open a ‘window on the system’, exposing gaps in an organization's procedures and practices, and highlighting the need for change. However, as documented in other sectors, the recommendations from investigations into the causes of such events are not always implemented. What are the problems? Information was gathered from interviews, from hospital documentation and external reports, and from a theatres team workshop. Analysis of these incidents and the sequence of events that followed demonstrates how post-incident changes were impeded by the mandatory reporting and investigation procedures that were designed to identify and encourage those changes. Institutional regulations and expectations generated a path dependent process, which locked the organization into a narrow range of actions which could be addressed quickly, but which overlooked the wider systemic changes that had been identified as desirable. Post-incident change was caught in an ‘investigation trap’, sprung by the combination of external demands and internal procedures. Path creation measures for escaping from this trap are suggested, in the interests of effective post-incident change, and improved patient safety.
    No preview · Article · Dec 2015 · Journal of Change Management
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    ABSTRACT: In this paper, we explore the role of documents as influential objects in strategizing, especially in terms of how they influence strategic recursiveness. We do not restrict our study to explicitly strategy-related documents (e.g. strategic plans and vision or mission statements), but include all documents that generally address a company's long-term direction. By applying the notions of authoritative text and epistemic and technical objects, we argue that documents contribute to strategic recursiveness by legitimating certain courses of action, as well as delimiting future action and possibilities of strategic change, including for their original authors. Over time, this effect becomes self-enhancing as the text at hand is reproduced in new documents and thereby further diffused within and outside the organization. We thereby contribute both to current understandings of strategic recursiveness and to literature addressing sociomateriality and strategy.
    No preview · Article · Dec 2015 · Journal of Change Management

  • No preview · Article · Dec 2015 · Journal of Change Management
  • [Show abstract] [Hide abstract]
    ABSTRACT: Change initiatives entail a high risk of failure if leaders cannot convey the underlying sense to employees. However, the effectiveness of leader sensegiving depends on external as well as internal factors. Moderators of the leader sensegiving process represent a critical but underexplored factor of sensegiving during organizational change. We derive a theoretical model of contextual factors by reviewing existing sensegiving literature. Drawing on information-processing theory, we highlight the influence of crucial moderators at the organizational and individual levels during two phases of the sensegiving process: in the first phase, moderators affect how leaders set up sensegiving; in the second phase, moderators affect how employees engage in sensemaking. The moderators in the first phase are (a) schema consistency at the organizational level and (b) legitimate power at the individual level. During the second phase, the moderating effect of (c) schema consistency at the organizational level and (d) employee emotions at the individual level is explored. We contribute to literature by demonstrating how moderators affect sensegiving during organizational change at two phases of the process and providing a multi-level perspective by distinguishing between moderators at the organizational and individual levels.
    No preview · Article · Oct 2015 · Journal of Change Management
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    ABSTRACT: The technological development in health communication systems changes premises for information flow and task planning to provide the patients the best possible treatment. The purpose of this paper is to examine the role of hairy goals in the implementation of an advanced information and communication technology (ICT) task planning system in a hospital setting. The study is based on a qualitative, single instrumental case study. Forty-six in-depth interviews with employees from four different hospitals were carried out. Hairy goals had a unifying effect on employees from different professions and subcultures within the hospitals in the implementation of the new ICT-supported advanced task planning system. An agile project style in the first phase of the implementation caused some frustration, but was solved by self-organization and locally set learning goals. Our findings revealed a gap between the hairy goals set by the top management and the time it took for the self-organizing change principles of agile management to set in. This study indicates that goal-setting procedures should match the phases of the change process.
    No preview · Article · Sep 2015 · Journal of Change Management
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    ABSTRACT: ‘Strategic change’ is widely discussed in the scientific literature, whereas ‘change strategy’ (CS) remains conceptually vague and ambiguous in meaning. The purpose of this article is to introduce a novel re-thinking and expansion of CS as a concept in relation to other essential change-related issues. CS as we see it is a unique combination of means to accomplish a desired change in a certain context. Dilemma theory is a useful analytical starting point in creating a CS, with its basic principles of reconciliation and decision-making based on the dimensional view of change. These principles make a substantial contribution to the overall management of change in terms of outlining the theoretical foundation of the CS. Developing well-being at work (WW) is used as an example of a demanding strategic change in the practical application of CS. A process model for creating CS is also presented and tested in the WW context.
    No preview · Article · Jul 2015 · Journal of Change Management
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    ABSTRACT: Professional autonomy and managerial control do not go well together. This article is a longitudinal analysis of a restructuring process at a Norwegian hospital. The aim is to shed light on the process factors underlying the conflict between professionals and managers in the context of organizational change. Previous literature on institutional change describes the conflict between managers and professionals as a battlefield with potential collaboration at the micro level. Based on the findings, it is argued that a more adept picture is to understand it in the light of a professional system. When challenged by new structures, the professionals in this case sought to recuperate its boundaries. The imposed change ignited a turf war between the different communities. While control may oppose professional autonomy, coordination may oppose professionals' needs to be unique and incomparable. The findings are relevant for future change programmes where managers need to collaborate with professionals.
    No preview · Article · May 2015 · Journal of Change Management
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    ABSTRACT: This article examines the controllable nature of organizational change. Its purpose is to provide a new reading of the process of change via the instrumentation of control that an organization can put in place. How do control systems intervene in the process of organizational transformation? How can they be used to shake up long-standing practices and justify the changes required? These research questions are answered by combining the results from the control system and organizational fields of research. This allows the authors to analyse the link between control systems and the different aspects of change: radicality, intentionality and temporality. The conceptual framework is then tested via a case study of a family business succession. This article makes several major contributions. First, it shows that there is a dynamic interaction between control and change: its radicality (evolutionary-revolutionary), its intentionality (built-prescribed) and its temporality (unfreezing, moving and refreezing). Furthermore, it demonstrates that control systems are able to structure a family business succession by inducing suitable behaviours. In addition, it provides an understanding of how individual and organizational learning, which are necessary in situations of change, can be initiated and tallied with control systems.
    No preview · Article · Mar 2015 · Journal of Change Management
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    ABSTRACT: In this paper, we show how process thinking enables analysis of change in a world of forces and flows, bringing out the contingent nature of change, the importance of activating inherent forces, the power of heterogeneity of factors, and the temporality of change. We apply an extended sensemaking framework to a concrete case of change in a Multinational Corporation, in which we demonstrate and explain how two separate processes under the same change programme involving the same actors and under the same management achieved significantly different degrees of momentum. Our contribution to the sensemaking literature lies in relating social interacts with commitment and the narratives that underlie the change processes. At a more general level, the analysis shows that what drives organizational change may be the dynamics inherent in the process rather than its initial rationale or its context.
    No preview · Article · Mar 2015 · Journal of Change Management