原创力文档blended change management concept and empirical investigation of blending patterns混合变更管理概念和实证调查的混合模式.pdfVIP
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blended change management concept and empirical investigation of blending patterns混合变更管理概念和实证调查的混合模式
iBusiness, 2009, 1: 47-56 47
doi:10.4236/ib.2009.12008 Published Online December 2009 (http://www.SciRP.org/journal/ib)
Blended Change Management: Concept and
Empirical Investigation of Blending Patterns
Michael REISS
BWI, Abt. II, Universität Stuttgart, Keplerstr. 7, Stuttgart, Germany.
Email: anisation@bwi.uni-stuttgart.de
Received September 2, 2009; revised October 11, 2009; accepted November 20, 2009.
ABSTRACT
In coping with the challenges of revolutionary or evolutionary change processes, change managers do not rely on sin-
gle tools but on toolboxes containing several domains of tools. The impact of toolboxes on change performance depends
both on the complementary inter-domain mix and the intra-domain blending of tools. The patterns of blending are in-
vestigated both conceptually and empirically with respect to scope, diversity and coupling of tools. Survey results indi-
cate that blending practices are predominantly determined by rational tool evaluation and by task context.
Keywords : Blending, Toolbox, Web Tools, Integration, Blended Change Management
1. Introduction
Failure rates of change projects of 50% and more are a with the strategy, systems and technology, people repre-
prominent challenge to change managers [1]. Causes of sent a generic and ubiquitous area of context. The section
failure have been scrutinized [2–4] and an array of of a change management toolbox dedicated to influence
measures to enhance success rates has been developed. attitudes and behaviors of people contains four core do-
There are four interdependent approaches responding to mains (see Figure 1). This classification is based upon
these challenges: The focus of the functional approach is the primary functionality o
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