Available via license: CC BY 4.0
Content may be subject to copyright.
5
EXAMINATION OF FACTORS AFFECTING
THE IMPLEMENTATION OF
ORGANIZATIONAL CHANGES
Dobrovič Ján, Timková Veronika
Abstract
Organizational changes have a major impact on the competitiveness, growth, efficiency, and
survival of any organization. This article deals with the issue of an organizational change and
its management. The main objective of the research is to verify the existence of a statistically
significant relationship between selected factors and the success of organizational changes in
Slovak companies. In the short theoretical introduction, the article explains basic aspects of
change management. The main part of the article deals with the analysis of variables affecting
the outcome of changes taking place in companies. The empirical survey was carried out using
the questionnaire method. The questionnaire was distributed to employees from different types
of companies where the changes took place. The survey sample consists of 287 respondents. To
test the statistical hypotheses, we used the Spearman’s correlation coefficient. The test hypoth-
eses were processed through the program Gretl. Based on the tested relationship between the
variables, a significant relationship between the variables was found - the time needed to prepare
and implement the change and the success of the change. Other variables also showed an impact
on the final outcome of the change. It has been shown that the process of planning changes,
checking upon changes, and the time needed to implement changes have an important role and
a major effect on the ultimate success or failure of change in a company.
Keywords: organizational changes, organization, critical failure factors, success of changes
JEL Classification: M10, O30, O39
1. INTRODUCTION
An important prerequisite for a long-term and successful operation of any organization is the
ability to predict events and the ability to adapt to market conditions. It is very important to be
able to respond to current market needs and keep pace with the market environment (Korauš et
al., 2017; Dobrovič, J. et al., 2016; Civelek, et al., 2016; Merkova et al., Musova, 2016; Nadanyio-
va, 2016; Belás et al., 2015; Dobrovič et al., 2011) Maintaining competitiveness on the market is
not easy. Belás & Sopková (2016), Rajnoha & Lesníková (2016), Vojtovic (2016) and Koisova et
al. (2017) claim that the business environment in Slovakia and the Czech Republic is character-
ized by a relatively low level of competitiveness. As a result, it is important to be prepared to
respond to market demands and be prepared to receive change. Therefore, successful change
management is the key to any organization that wants to survive and succeed in today’s highly
competitive environment. Organizations are dealing with various kinds of changes, for example
changes in market conditions, workforce demographics and diversity, technological innovations,
an increased focus on customer and quality, shortage of talent and economical changes (Noe,
▪
Vol. 9, Issue 4, pp. 5 - 17, December 2017pp. 5 - 17, December 2017
ISSN 1804-171X (Print), ISSN 1804-1728 (On-line), DOI: 10.7441/joc.2017.04.01
Journal of Competitiveness
joc4-2017-v2b.indd 5 18.12.2017 18:03:41
Journal of Competitiveness 6
2002; Rajnoha & Dobrovič, 2017; Božić & Rajh, 2016; Arsov & Naumoski, 2016; Belás et al.,
2016; Misankova, 2016; Rajnoha & Dobrovič, 2011). When managing these changes, organiza-
tions face obstacles regarding their smooth implementation. These obstacles may include various
management mistakes, such as inadequate planning of changes, absence of training of employees
in the field the change takes place, lack of time needed to adapt to implement the change, de-
fending employees against change, an inappropriate culture of the company or not implementing
checks and verifications into the process of change.
Many studies have shown that most change processes failed. Beer & Nohria (2000, p. 88) say
that: “the brutal fact is that about 70% of all change initiatives fail”. According to Decker et al.
(2012), failure rates may be as high as 93%. One of the most commonly cited reasons for failure
of organizational change is resistance employee to organizational change (Kotter, 1995; Edmons,
2011; Rajnoha et al., 2016; Lines et al., 2015; Aleksic et al., 2015; Androniceanu & Ohanyan,
2016). These authors examine in particular the reasons and ways to overcome the resistance of
employees. Edmonds (2011) found out that the resistance of employees to organizational change
was mainly due to fear from the unknown. Lines et al. (2015) addressed the ways to overcome
resistance to organizational change, and they also looked at change management factors. They
identified six change management factors that minimize resistance to changes. These factors
include the scope of the change, the size and duration of change, the speed of implementation
of changes, the creation of formal change agents and their level of involvement in implementing
such changes. Some authors focused on other factors. For example, Decker et al. (2012) created a
list of critical failure factors of changes. On the other hand, Kash (2014) describes success factors
of changes based on existing models of changes. Many authors describe these factors differently.
A previous research shows that it is important to examine the issue further (Decker et al., 2012).
Therefore, the submitted article examines the selected factors that affect the final outcome of
the change. These factors are, e.g. planning for the change process, the time needed to change,
or checking upon change.
2. THEORETICAL ASPECTS OF ORGANIZATIONAL CHANGES
Business as such has a negative image in our country, especially among older generations. This is
caused mainly by historical and cultural reasons. However, the entrepreneurial environment and
access to entrepreneurship for younger generations is gradually changing to the better (Smékalová
et al., 2014). As a result, it is not easy to be competitive on the market nowadays. The dynamics of
the environment, a constantly growing competition, and, last but not least, the continuous innova-
tion require organizations to change. The concept of change is very common in business. However,
the question is what the organizational change means. Many authors describe this concept from
different angles. Kubíčková & Rais (2012) define change as a continuous, ambiguous and partially
unpredictable process through which the company copes not only with changes in the market but
also with changes within the company. Rocha et al. (2015) understand the change as seeking ways
to maintain and develop competitiveness, viability, productivity and innovation in the company.
Garg & Singh (2006) argue that an organizational change is associated with a visible change of
organization in the areas such as technology, organizational structure, systems, strategies as well
as corporate culture.
joc4-2017-v2b.indd 6 18.12.2017 18:03:41
7
The decision to change something comes from a variety of reasons. The need for change can be
the result of needs of the company itself. In this case, we talk about internal factors that cause the
change. Sometimes change is the result of the external environment, such as competitive pressure.
Whether the reason for change comes from the inside or the outside environment, the goal of all
changes is to bring some improvement and progress in a certain area. Elearn (2007) argues that
behind every change, there should be dissatisfaction with how things work. Consequently, compa-
nies ought to think it over and consider whether the change is really necessary. Companies should
determine their position, where they would like to be, and when they would be when the change
really takes place. Figure 1 describes an organizational transformation process (Clarke, 2004, p. 37;
In: Bold, 2010). The stimulus for change is the economic environment that is known for its instabil-
ity. Instability is a driving force behind changes. Factors like “people“, “systems“, “structure“ are
like plates that rotate on top of the sticks – there is always the danger that one of the plates will be
shacked, threatening to fall and that requires a quick trick to maintain its position (Weiss, 2003, p.
56; In: Bold, 2010).
Fig. 1 - How to organize for a change. Source: Clarke (2004, p. 37; In: Bold, 2010)
Change management is a systematic approach that helps organizations and individuals cope with
change and its effects. In fact, this is a crucial process that allows companies to use new strategies
(Malek & Rashad, 2011). Change management has at least three different aspects, including: adapt-
ing to change, controlling change, and effecting a change (Tamilarasu, 2012). The change process
goes through a series of phases, and in this process, companies meet with various kinds of obsta-
cles. Critical mistakes in any of the phases can have a devastating impact, slowing momentum and
negating hard-won gains (Kotter, 1995). According to existing studies, Decker et al. (2012) created
a list of critical failure factors of changes (CFFs). This list shows that there are at least 60 critical
failure factors of changes. The authors have grouped the CFFs into four possible categories. The
first category is process CFFs, the second category is organizational CFFs, the third category is
focus on people CFFs and the last category is communication culture CFFs. The submitted article
examines factors that belong to the process category. Therefore, Table 1 shows a list of selected
process critical failure factors of changes.
joc4-2017-v2b.indd 7 18.12.2017 18:03:41
Journal of Competitiveness 8
Tab. 1 - List of process critical failure factors. Source: Decker et al. (2012)
PROCESS CRITICAL FAILURE FACTORS
Goals,
Metrics and
Rewards
Decision Mak-
ing & Planning
Bureaucracy
& Politics
Knowledge
Transfer Staffing Process
Issues
No Clear
State of Re-
quirements/
Goals/
Objectives
Poor decision
making
Little Inter-
departmental
cooperation/
bureaucracy
Lack of Train-
ing/poor
knowledge
transfer
Lack of
Competent
Staff
Processes
not in
place
No Clear
Vision &
Objectives
Continual
changing cus-
tomer require-
ments
Too much
Bureaucracy
and Politics
Inappropriate
CM process-
es/ strategy
Inadequate
Staffing
Mechanis-
tic proc-
esses
Little Role
definition &
Presence of
conflict
Poor Project
Management
competence/
plan, schedule
Poor IT/
ERP system
misfit
Poor
Business
Process
Reengi-
neering
No Metrics/
Monitoring/
Feedback or
not aligned
Little user
involvement in
DM or planning
Poor
consultant
performance
Rewards not
aligned to
change
Overreliance on
customization
Not Com-
mercially
profitable for
the contrac-
tor
Improper
Planning, i.e.
cost and time
estimate
Poor Strategy/
Project Fit
The success of changes affects many attributes. Table 1 is a summary of many of the studies that
Decker et al. (2012) carried out based on their review of the implementation and organizational
change literature. In their contribution, they state different critical failure factors. As for the Slovak
Republic, we have not found any studies focused on critical failure factors of organizational change.
Therefore, the presented research deals with the selected variables that act as factors influencing
the future success or failure of organizational changes. The selected factors are very important in
joc4-2017-v2b.indd 8 18.12.2017 18:03:42
9
the process of change. These variables are factors like planning for the change process, the time
needed for the change, or checking upon the change. The following section focuses on verifying
the existence of a statistically significant relationship between selected factors and the success of
organizational changes in Slovak Republic.
3. AIMS AND METHODS
The main objective of the research is to verify the existence of a statistically significant relation-
ship between selected factors and the success of organizational changes in Slovak companies. The
survey sample consists of 287 respondents (N = 287), with the majority of respondents being em-
ployees (64%) and managers (22%). This sample was randomly selected, based on specified require-
ment (respondents had to be employees who took part in the organizational change). The research
includes employees working in the Slovak Republic who took part in the organizational change.
The data needed for the analysis were obtained through the questionnaire which was the primary
source of data. The data collection was conducted in March 2016. The questionnaire was distrib-
uted in an electronic as well as printed form to employees working in different types of companies
which had some changes. The questionnaire consisted of two basic parts. The first part contained
closed questions that focused on classifying employees according to various attributes such as job
position, length of employment, size of the company, the field in which the company operates and
the question that examined whether the employee was part of the organizational change or not.
The second part of the questionnaire included 20 questions about organizational changes. The
questionnaire was created by the authors of this article. The individual items were evaluated by
respondents on a 5-point Likert scale, which expresses the degree of consent, where: 1 = strongly
agree, 2 = agree, 3 = neither agree nor disagree, 4 = disagree, 5 = strongly disagree.
The data was analyzed using the Gretl program. The individual variables (job position, length of
employment, field in which the company operates, size of the company) were subjects to normality
tests (Doornik-Hansen test, Shapiro-Wilk test, Lilliefors test and Jarque-Bera test) which showed
that none of these variables had a normal distribution. Based on this, we have subsequently se-
lected the test that does not require normal distributions. To test a statistical relationship between
the variables, we used Spearman correlation coefficient. For hypothesis visualizations, we used
the output of the program Gretl, X-Y chart which shows the existence of possible relationships
between the two variables. To meet the objective of the research, three statistical hypotheses were
tested, using the significance level of p = 0.05. For this article, we have identified three alternative
working hypotheses:
H1: We assume that there is a link between the variables “change planning” and the “success
of the change”.
H2: We assume a significant correlation between the variables “time needed to implement
change” and “success of the change”.
H3: We assume a relationship between the variables “checking upon the change” and “success
of the change”.
joc4-2017-v2b.indd 9 18.12.2017 18:03:42
Journal of Competitiveness 10
4. RESULTS AND DISCUSSION
By means of Spearman’s rank correlation, the selected factors and the result of an organizational
change were analyzed. Spearman’s rank correlation coefficient is a nonparametric (distribution-
free) rank statistic measure of the strength of an association between two variables (Hauke &
Kossowski, 2011). In this research, three basic variables which we assume to be related to the
final outcome of the change have been identified. These variables act as factors influencing the
change, namely, change planning, and the time needed to implement change and checking upon
the change.
According to Bold (2010), the process of change must be controlled and must be planned. It is gen-
erally known that planning is one of the dominant activities in management. As has already been
mentioned, the process of change is going through some phases, one of which is pure planning. In
the process of change, the main problem seems to be ineffective planning process or no planning.
Therefore, our first hypothesis aims at verification of relationship between the variables ,,change
planning’’ and the variable ,,the final result of the change’’ (its success or failure to make changes).
We expect that between the variables, the correlation exists. that is, in the case of organizational
change planning, the result of the change is positive and therefore, the change is successful with
the company. Of course, the opposite may happen as well - the change was not scheduled in ad-
vance, the change was not successful/ it failed to be successfully implemented in the company.
H1: We assume that there is a link between the variable “change planning” and the “success of the change”.
Tab. 2 - Testing results of the first hypothesis. Source: own processing
Correlation is significant on the level p < 0.05000
N = 278
Results
p – value 0.0156
Spearman’s rank correlation coef-
ficient rho 0.1449
joc4-2017-v2b.indd 10 18.12.2017 18:03:42
11
Fig. 2 - X – Y chart: Testing results of the first hypothesis. Source: own processing using Gretl
These results point to the existence of a link between the variables. We can see that the p - value
is at the level 0.0156. Fig. 2 shows the relationship between the variables. The results show that
if the change was planned properly, it is ultimately successful. The same goes for the other way,
that is, if the change is not planned properly, it is not successful. Change planning can be seen
as a necessary part of the whole process of introducing changes. In the process of change plan-
ning, it is necessary to create a plan for the whole project, incorporating the possible risks, events
and situations that may occur during the change. Through the change planning and the plan,
we can predict undesirable situations. Every change is different and unique, so there is no ideal
procedure or manual that would give perfect instructions on how to handle the situation or how
a plan should look like. However, it should be noted that each change is unique and individual;
therefore, every change requires special planning.
Errors and management problems often arise due to lack of time. It is generally known that if
any task is done in haste, errors occur in the process. Kotter (1995) states that the change process
goes through a series of phases which, in total usually require a considerable length of time. But
what if the business does not allow enough time for a change? What if the entire change proc-
ess is very quick? Can it affect the final outcome of the change? In previous studies, there was
no attention given to the fact whether the time needed for change is or is not a critical factor of
success. Therefore, this research drew attention to the variable of time. We expect this variable
to act as a factor influencing the final outcome of the change. We assume the following assump-
tion when testing:
H2: We assume a significant correlation between the variable “time needed to implement change” and “success
of the change”.
joc4-2017-v2b.indd 11 18.12.2017 18:03:42
Journal of Competitiveness 12
Tab. 3 – Testing results of the second hypothesis. Source: own processing
Correlation is significant on the level p < 0.05000
N = 278
Results
p – value 0.0000
Spearman’s rank correlation coef-
ficient rho 0.5728
Fig. 3 - X – Y Chart: Testing results of the second hypothesis. Source: own processing using Gretl
The hypothesis H2 was confirmed - there is a statistically significant relationship between the
variables. Spearman’s correlation coefficient is at the level of 0.5728, indicating a strong correla-
tion between the variables. Given the time needed for the preparation and actual implementation
of the change, the impact of the change was positive in the end, so the change was successfully
implemented in the company. In the event the time for the implementation of the change would
be inadequate, it is possible that the change would not be successfully implemented.
We can say that planning is closely linked to checks. On the basis of the plan, we can check
whether the change has been implemented in line with the plan, whether the expected outcome
has been achieved and, last but not least, whether the change really works. Westover (2010) states
that the critical point of success in the process of change implementation is the ability of the
leader to stabilize and maintain the new state, that is, the state of change. The initial enthusiasm
for the new state or the situation gradually subsides. There is a risk that employees will return to
the old ways. Therefore, after the new state is established, the consolidation phase is important,
where the company should strive to stabilize changes and implement them across the company.
A common mistake or problem connected with the above-mentioned is an inappropriate number
joc4-2017-v2b.indd 12 18.12.2017 18:03:42
13
of checks. It is then possible that employees return to their usual habits and fail to follow the in-
structions regarding new activities. The last hypothesis assumes that checking upon the change
plays an important role in its successful implementation.
H3: We assume a relationship between variables to “checking upon the change” and “success of the change”.
Tab. 4 - Testing results of the third hypothesis. Source: Own processing
Correlation is significant on the level p < 0.05000
N = 278
Results
p – value 0.0000
Spearman’s rank correlation coef-
ficient rho 0.3955
Fig. 4 - X – Y chart: Testing results of the third hypothesis. Source: Own processing using Gretl
Based on the results, we can confirm the third hypothesis - the p-value is at the level of 0.0000.
Based on the results, we can see a relationship between the variables, which in our case means
that if the checks upon the implemented changes are done, changes are likely to be more posi-
tive. The Spearman’s correlation coefficient is at the level of 0.3955 and points to the moderate
correlation between the variables. It is clear from the findings that in the event when the im-
plemented changes are being checked upon, their results are likely to change the company for
the better. Conversely, if there was lack of checks in the company, employees returned to their
original habits and failed to successfully implement the change. The confirmed hypothesis 3
clearly highlights the importance of checking upon the implemented changes. The risk that the
change will not succeed is always present. The biggest mistake a business can make is to ignore
joc4-2017-v2b.indd 13 18.12.2017 18:03:42
Journal of Competitiveness 14
the phase of checking upon the implementation of changes. Every phase of change has its mean-
ing. In our article, we drew attention to two basic and fundamental phases, namely planning
and checking upon the change. In our opinion, these phases are fundamental in the process of
change, and therefore, we consider them to be critical factors for the success of changes. Based
on our research, the factor “time needed for change implementation” is to be ranked among the
crucial success factors.
On the basis of the analysis, we can assert that the process of planning the change, its checks
and enough time to implement the change are important factors that have an effect on the final
result of change implementation. If a change is carefully planned in advance, there is a presump-
tion that we can expect it to be successfully implemented. However, it must be borne in mind
that the change process may encounter many unexpected situations in advance. Therefore, it is
important for management to have a plan in case of such situations. As has been shown, every
change needs sufficient time for its preparation and implementation. In conclusion, we can say
that the variables planning, enough time and checks can be considered as factors influencing the
success rate of the change implementation in the company.
5. CONCLUSION
Every change should bring something new, better and more efficient. In general, we can say that
the change is seldom a one-piece task, mostly it is a process that requires a sequence of steps and
activities. Every company is unique and requires an individual approach to changes. Before any
change occurs in a company, one has to make sure that the company is ready for the change.
The main objective of the article was to verify relationship between the selected factors and
the final outcome of the change. These factors are as follows: careful planning, regular checks
and enough time for change implementation. The individual variables were tested on the basis
of correlation analysis, and it was shown that all three variables were linked to the variable suc-
cess of the change. The change management process is influenced by several factors that affect
its outcome. The article addressed three chosen factors. On the basis of the findings, we can
say that if the change is planned carefully, we can expect it to be successful. The same applies
if there is sufficient time to implement the change and check its implementation. If businesses
pay close attention to the change process, they have successfully introduced the change in the
enterprise. Many authors deal with the issue from different perspectives, for example Witting
(2012), Perkov et al. (2014), who deal with the problem of employee resistance to changes, Garg
& Singh (2006), Kras, Rudes & Taxman (2015), Edmonds (2011), Lines et al. (2015) devote their
attention to the change management as such. In any case, the area of change management is a
very comprehensive and frequently discussed topic that will offer us further research opportuni-
ties in the future.
6. LIMITATIONS AND FUTURE DIRECTIONS
The current study has some limitations. First, this research used the Spearman correlation,
which measures the strength of association between two variables without making any assump-
tions about any other variables. For future studies, it is suggested to use a regression analysis,
joc4-2017-v2b.indd 14 18.12.2017 18:03:42
15
which allows determining the strength and direction of the relationship between two or more
variables. Furthermore, the regression results show whether this relationship is valid. Second,
the article’s aim was to research the organizational change in Slovak companies. Slovak market is
rather small compared to foreign markets. In future, it is recommended to enlarge a geographical
scope of the study. This article provides a number of questions and space for more detailed re-
search into the issue of organizational change management. Our future aim is to clarify as many
factors as possible affecting the success of the organizational change.
Acknowledgements
The contribution is the result of the VEGA Project No. 1/0255/2016 “The research on the possibility of
optimization of process-oriented models of the nancial administration management with a focus on transfer
pricing and tax harmonization in the terms of EU.”
References
Aleksic, V. S., Zivkovic, S. & Boskovic, A. (2015). Organizational change resistance:
Experience from public sector. Journal of Economic and Social Development. 2(1), 109-124.
Androniceanu, A. (2017). The Three-Dimensional Approach of Total Quality Management,
an Essential Strategic Option for Business Excellence. Amfiteatru Economic, 19(44), 61-78.
Androniceanu, A., Ohanyan, G. (2016). Comparative approach on education and healthcare
in Romania and Bulgaria as beneficiaries of the IMF financial assistance. Administratie si
Management Public, 26 (1), 25-48.
Arsov, A. & Naumoski, A. (2016). Determinants of capital structure: An empirical study
of companies from selected post-transition economies. Zbornik radova Ekonomskog
fakulteta u Rijeci: časopis za ekonomsku teoriju i praksu/Proceedings of Rijeka Faculty of
Economics: Journal of Economics and Business, 34 (1), 119-146.
Belás, J. & Sopková, G. (2016). Significant determinants of the competitive environment
for SMEs in the context of financial and credit risks. Journal of International Studies. 9(2), 139-
149. http://dx.doil.org/10.14254/2071-8330.2016/9-2/10.
Belás, J., Vojtovič, S., & Ključnikov, A. (2016). Microenterprises and Significant
Risk Factors in Loan Process. Economics and Sociolog y, 9(1), 43-59. http://dx.doi.org/
10.14254/2071-789X.2016/9-1/3.
Belás, J., Ključnikov, A., Vojtovič, S., & Sobeková-Májková, M. (2015). Approach of the
SME Entrepreneurs to Financial Risk Management in Relation to Gender and Level
of Education. Economics and Sociolog y, 8 (4), 32-42. http://dx.doi.org/ 10.14254/2071-
789X.2015/8-4/2.
Beer, M. & Nohria, N. (2000). Cracking the code of change. Harvard Business Review. 78 (3),
88-96.
Bold, E. O. (2010). Basic concepts of change management of SMEs. Journal of Advanced
Research in Management. 2(1), 102-111.
Božić, L. & Rajh, E. (2016). The factors constraining innovation performance of SMEs
in Croat ia. Economic Research-Ekonomska Istraživanja, 29(1), 314-324, http://dx.doi.org/
10.1080/1331677X.2016.1168040.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
joc4-2017-v2b.indd 15 18.12.2017 18:03:42
Journal of Competitiveness 16
Civelek, M., Ključnikov, A., Dobrovič, J., & Hudáková, M. (2016). A model of measurement of
the quality of business environment in SME segment. Journal of international studies, 9 (2), 90-102.
Clarke, L. (2004). The Essence of Change. Prentice Hall Europe, Pearson Education Limited,
Harlow, UK.
Decker, P., Durand, R., Mayfield, C. O., McCormack, C., Skinner, D. & Perdue, G. (2012).
Predicting implementation failure in organization change. Journal of Organizational Culture,
Communications and Conflict. 16(2), 29-49.
Dobrovič, J. Gombár, M., Benková, E., & Edmonds, J. (2011). Managing successful change.
Industrial and Commercial Training, 43(6): 349-353. http://dx.doi.org/ 10.1108/0019785111116
0478.
Dobrovič, J., Korauš, A., & Dančišinová, L. (2016). Sustainable economic development of
Slovakia: Factors determining optimal tax collection. Journal of security and sustainability issues,
5(4), 533-544.
Edmonds, J. (2011). Managing successful change. Industrial and Commercial Training, 43(6),
349-353. http://dx.doi.org/10.1108/00197851111160478 .
Elearn, (2007). Management extra: Change management. New York: Taylor & Francis group.
Garg, R. K. & Singh, T. P. (2006). Management of change: A Comprehensive Review.
Global Journal of Flexible Systems Management. 7 (1/2). 45-60.
Hauke, J. & Kossowski, T. (2011). Comparison of values of Pearson´s and Spearman´s
correlation coefficients on the same sets of data. Quaestiones Geographicae. 30(2). 87-93.
http://dx.doi.org/10.2478/v10117-011-0021-1.
Kash, B. A. (2014). Success factors for strategic change initiatives: A qualitative study of
healthcare administrators´ perspectives. Journal of Healthcare Management. 59(1), 65-82.
Koisova, E, Habanik, J., Virglerova, Z., & Rozsa, Z. (2017). SMEs Financing as an
Important Factor of Business Environment in Slovak Republic Regions. Montenegrin Journal
of Economics, 13 (2), 129-140. http://dx.doi.org/10.14254/1800-5845/2017.13-2.8.
Kotter, J. P. (1995). Leading Change: Why transformation efforts fail. Harvard Business
Review, 73(2), 59-67.
Kras, K. R., Rudes, D.S. & Taxman, F. S. (2015). Managing up and down: community
corrections middle managers´ role conflict and ambiguity during organizational
change. Journal of Crime and Justice. 40(2), 173-187. http://dx.doi.org/10.1080/
0735648X.2015.1085889.
Kubíčková, L. & Rais, K. (2012). Řízení změn vo firmách a jiných organizacích. Praha: Grada
Publishing.
Korauš, A., Dobrovič, J., Rajnoha, R., & Brezina, I. (2017). The safety risks related to bank
cards and cyber attacks. Journal of security and sustainability issues, 6 (4), 563-574.
Lines, B. C., Sullivan, K. T, Smithwick, J. B. & Mischung, J. (2015). Overcoming resistance
to change in engineering and construction: Change management factors for owner
organizations. International Journal of Project management, 33 (5), 1170-1179. http://dx.doi.
org/10.1016/j.ijproman.2015.01.008.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
joc4-2017-v2b.indd 16 18.12.2017 18:03:42
17
Misankova M. (2016). Strategic planning-Surveys carried out in the Slovak Republic.
Ekonomicko-manazerske spektrum, 10 (1), 59-72.
Musova, Z. (2016). Social responsibility in company marketing activities. Ekonomicko-
manazerske spectrum, 10 (1), 12-23.
Nadanyiova, M. (2016). Using the principles of green marketing in Slovak conditions.
Ekonomicko-manazerske spektrum, 10 (1), 47-58.
Malek, R. & Rashad, Y. (2011). Overview of Change Management and Its Implementation.
International Journal of Operational Management, Marketing and Services, 1 (1), 99-102.
Merkova, M., Rajnoha, R., & Dobrovič, J. (2016). Business performance and participation
of foreign capital. Actual problems of economics, 180 (6), 144-157.
Noe, R. (2002). Employee Training and Development. Cornell University. McGraw-Hill/Irwin.
Perkov, D., Perkov, M. & Papic, M. (2014). Reasons for Failure of Change Implementation and
Causes of Resistance to Organizational Changes in Croatian Enterprises. An Enterprise Odyssey.
International Conference Proceedings. 1078-1097. Retrieved from http://search.proquest.
com/openview/6d6a6ae4f0da22b21699a793355dfe23/1?pq-origsite=gscholar&cbl=38689.
Rajnoha, R. & Lesníková, P. (2016). Strategic Performance Management System and
Corporate Sustainability Concept - Specific Parametres in Slovak Enterprises. Journal of
Competitiveness, 8 (3), 107-124. http://doi.org./10.7441/joc.2016.03.07.
Rajnoha, R., & Dobrovič, J. (2017). Managerial information support for strategic business
performance management in industrial enterprises in Slovakia. Polish journal of management
studies, 15(2), 194-204.
Rajnoha, R., Štefko, R., Merková, M., & Dobrovič, J. (2016). Business intelligence as a key
information and knowledge tool for strategic business performance management. E+M
Ekonomie a management, 19(1), 183-203.
Rocha, F. C., Zembo, A. S., Veiga, C.P., Duclos, L.C., Quandt, C.O. & Ferraresi, A. A.
(2015). Knowledge Processes and Organizational Change: a Case Study in a Non-profit
Organization. Australian Journal of Basic and Applied Sciences. 23 (9), 292-303.
Smékalová, L., Hájek, O., Belás, J. & Macháček, J. (2014). Perception of Small and Medium
Entrepreneurship in the Czech Republic. Journal of Competitiveness, 6 (4), 41-49, http://dx.doi.
org/10.7441/joc.2014.04.03.
Tamilarasu, V. (2012). Change management. International Journal of Management Prudence. 4(2), 26-31.
Vojtovic, S. (2016). The Impact of The Structural Funds on Competitiveness of Small and
Medium-Sized Enterprises. Journal of Competitiveness, 8 (4), 30-45. http://dx.doi.org/10.7441/
joc.2016.04.02.
Weiss A. (2003). Organizational Consulting – How to be an effective internal change agent. New
Jersey: John Wiley & Sons, Inc., Hoboken.
Westover, J. H. (2010). Managing Organizational Change: Change Agent Strategies
and Techniques to Successfully Managing the Dynamics of Stability and Change in
Organizations. International Journal of Management and Innovation. 2 (1), 45-50.
27.
28.
29.
30.
31.
32.
33.
34.
35.
36.
37.
38.
39.
40.
41.
42.
joc4-2017-v2b.indd 17 18.12.2017 18:03:42
Journal of Competitiveness 18
Witting, C. (2012). Employees Reaction to Organizational Change. OD Practitioner. 44 (2),
Retrieved from http://c.ymcdn.com/sites/www.odnetwork.org/resource/resmgr/odp/odp-
v44,no2-wittig.pdf..
Contact information
Assoc. Prof. Ing. Dobrovič Ján, PhD.
University of Prešov in Prešov, Faculty of Management, Department of Management,
Konštantínova 16, 080 01 Prešov,
Slovak Republic
Email: jan.dobrovic@unipo.sk
Mgr. Timková Veronika
University of Prešov in Prešov, Faculty of Management, Department of Management,
Konštantínova 16, 080 01 Prešov,
Slovak Republic
Email: veronika.timkova@smail.unipo.sk
43.
joc4-2017-v2b.indd 18 18.12.2017 18:03:42