The aim of this paper is to explore interactions between change and stability during the implementation of a specific change initiative (ISO 9000). It attempts to develop a theoretical framework on change and stability management in small firms.
This research uses a process approach based on retrospective comparative case study methodology. Data collection in the six companies lasted over a year. This gives the opportunity to contrast failed change initiatives against successful ones.
Two models emerged from this approach; they support the notion that change and stability could be complementary during the different phases of the change initiative the authors analyzed. The findings show that total absence of stability variables in the change initiative could have negative effect on results.
The research is based on a multiple case study approach, which limits the generalizability of the findings.
This is one of the first studies that applies and empirically tests the change and stability relation in small firms.
